Download Update to the Attorney-General`s Department Corporate Plan 2015-16

Attorney-General’s Department
Corporate Plan
2015-16
Update to the Attorney-General’s Department Corporate Plan 2015-16:
The Administrative Arrangements Order made on 21 September 2015 moved responsibility for
censorship, copyright and cultural affairs, including movable Department to the Department of
Communications and the Arts. At this time, the government also appointed a new Minister for the
Arts within that portfolio. On 18 February 2016, the government appointed a new Assistant Minister
for Multicultural Affairs, now within the social services portfolio.
The Attorney-General’s Department’s Corporate Plan should be read in light of for implementing
Strategic Priority 7: Supporting participation in, and access to the arts, and encourage
greater private sector support for the arts. In accordance with the Public Governance,
Performance and Accountability Act 2013, the Department’s next Corporate Plan will be
published for the 2016-17 financial year.
21 March 2016
978-1-925290-22-6 (Print)
978-1-925290-23-3 (Online)
© Commonwealth of Australia 2015
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Secretary’s Statement
I am pleased to present the Attorney-General’s Department 2015–16
Corporate Plan, the first since I joined the department as Secretary. The
Corporate Plan has been prepared in accordance with s35(1)(b) of the Public
Governance, Performance and Accountability Act 2013 and covers financial
years 2015–16 to 2018–19.
This Corporate Plan articulates our common direction, purpose, current
priorities and key initiatives as well as our approach to delivering quality
advice and services to government and the community.
At first glance, it can be difficult to discern a common thread uniting the diverse responsibilities of
the Attorney-General’s Department. It is my view that our work—in civil and criminal justice, legal
services, national security, emergency management and the arts—provides the foundations for the
freedom, productivity and wellbeing of Australians. These are the elements that allow Australian
society to flourish. A flourishing society is protected by the rule of law; its citizens are safe and
secure and have access to a sound justice system; a flourishing society is also evidenced by a rich
cultural life. Delivering these building blocks of a thriving nation is the unifying responsibility of the
Attorney-General’s Department.
From 1 July 2015, the Australian Government Solicitor (AGS) is providing legal advice and
representation to the Commonwealth as part of the department while maintaining an independent
functional identity. This reintegration of AGS into the department is a significant opportunity for us
and for the government. The consolidation establishes the Attorney-General’s Department as a
single and comprehensive source of authoritative advice to government on legal and legal policy
issues. I look forward to being part of this new, united department and to working collaboratively
with Ian Govey AM, the Australian Government Solicitor, over the course of this Plan.
I am also looking forward to continuing to work closely with the department’s staff in our collective
efforts to achieve government’s ambitions. Officers of the Attorney-General’s Department are
dedicated and astute professionals. We are united in our efforts to provide a solid foundation for all
Australians through a just and secure society and culturally rich Australia.
I am very proud to be the leader of this high-performing department. I know that over the coming
year—and those to follow—the Attorney-General’s Department will continue to deliver on the
government’s priorities and to serve the people of Australia.
Chris Moraitis PSM
Secretary
Table of Contents
Our Purpose and Role ............................................................................................................................. 5
Our Corporate Planning Process ............................................................................................................. 7
Our Strategic Context.............................................................................................................................. 8
Budget: 2015-16 to 2018-19 ................................................................................................................. 11
Our Strategic Priorities .......................................................................................................................... 12
Key Initiatives and Performance ........................................................................................................... 13
1. Supporting the Attorney-General as First Law Officer, including by providing high-quality legal
services to the Commonwealth ........................................................................................................ 14
2. Protecting Australia by delivering effective national security policies, legislation and
programmes ...................................................................................................................................... 15
3.
Maintaining an efficient and effective Commonwealth justice system ................................... 17
4.
Pursuing national responses to serious and organised crime, and improving community safety
18
5.
Enabling a free society with balanced rights, freedoms, and responsibilities. ......................... 20
6.
Providing national leadership in emergency management. ..................................................... 21
7. Supporting participation in, and access to the arts and encourage greater private sector
support for the arts. .......................................................................................................................... 22
8.
Collaborate to achieve significant whole-of-government objectives. ...................................... 23
Other Responsibilities ........................................................................................................................... 24
Our Approach ........................................................................................................................................ 25
Our Operational Support Strategies ..................................................................................................... 27
Risk Oversight and Management .......................................................................................................... 29
Our Purpose and Role
Our purpose
The mission of the department is to support government in achieving a just and secure society and a
culturally rich Australia.
Our role
The department was established in 1901 as one of the original seven Commonwealth departments,
to serve as legal and constitutional adviser to government. Despite changes in responsibilities over
its 114 year history, the department’s central role in government has remained constant. In 2015-16,
it supports the Attorney-General as the first law officer of the Commonwealth, including through the
provision of legal services to government, protects and promotes national security, leads within
government on justice and home affairs policy, and works actively to ensure broad participation in,
and access to, Australia’s arts and culture.
The department serves two ministers and a parliamentary secretary— Senator the Hon
George Brandis QC as Attorney-General and Minister for the Arts, the Hon Michael Keenan MP as
Minister for Justice and Minister Assisting the Prime Minister on Counter Terrorism, and
Senator the Hon Concetta Fierravanti-Wells as Parliamentary Secretary to the Attorney-General.
As first law officer, the Attorney-General is chief legal adviser to the government and has special
responsibility for legal issues affecting the Commonwealth. The department supports the AttorneyGeneral in this role by enabling government to operate in accordance with the rule of law. Through
the Australian Government Solicitor (AGS), the department provides the Attorney-General, Cabinet
and government agencies with authoritative legal advice and representation on law related to
government, including the Constitution, legislation, litigation, contracts and procurement, and legal
risk management. The Office of International Law similarly provides legal advice and representation
in relation to international law. The department also has key responsibility for legal and
constitutional policy—both in a broad sense and in relation to specific portfolio responsibilities in
civil law and systems, national security and criminal law, constitutional law, and the federal justice
system.
The Attorney-General is also the minister responsible for national security. The department
administers national security laws and policies and plays a critical role in working with portfolio
agencies and across government to prevent and respond to national security threats and to build the
resilience of critical infrastructure. The department also supports the Parliamentary Secretary to the
Attorney-General in ensuring that community engagement on countering violent extremism aligns
with government’s broader community engagement strategies.
The Minister for Justice’s responsibilities encompass national security and criminal justice issues. The
department supports the Minister in his work to assist the Prime Minister and Attorney-General in
ensuring close and effective coordination of government’s counter terrorism efforts, as well as in his
role providing national leadership on crime and law enforcement, emergency management and
disaster resilience. The department develops criminal justice and law enforcement policy and
legislation, undertakes litigation, fosters international crime cooperation, and administers crime
prevention programmes and background checking services. It also plays a key role in coordinating
crisis responses and supporting states and territories to recover from extreme events.
The department also serves the Minister for the Arts by developing and administering programmes
and policies that encourage excellence in art, support for cultural heritage, and public access to arts
and culture.
The department leads a portfolio comprising 30 bodies. The portfolio’s responsibilities encompass
national security, law enforcement, criminal intelligence and information, legal services, courts and
tribunals, regulation and reform, government records management and cultural affairs.
The department leads a portfolio comprising 30 bodies. The portfolio’s responsibilities encompass
national security, law enforcement, criminal intelligence and information, legal services, courts and
tribunals, regulation and reform, government records management and cultural affairs.
Our Corporate Planning Process
Our Corporate Plan is prepared in accordance with s35(1)(b) of the Public Governance, Performance
and Accountability Act 2013. It is part of an integrated set of planning documents that government
requires the department to produce. These planning documents also include the Portfolio Budget
Statements and the Annual Report.
In simple terms, our Portfolio Budget Statements, issued in May, specify our budget allocation and
the purpose of that allocation. Our Corporate Plan, published in August of the same year, identifies
our intended approach to spending that budget allocation by setting out our strategic priorities and
key initiatives and corresponding performance measures. Our Annual Report, tabled in October of
the following year, ensures our accountability by reporting on expenditure, priorities and initiatives,
and performance.
Internally, activities which contribute to achieving our strategic priorities and key initiatives together
with the resources necessary to deliver them are outlined in divisional and group business plans. The
role of individual staff members in achieving these activities is articulated in their individual
performance agreements.
Our Strategic Context
The Attorney-General’s Department must remain attuned to its environment and the context within
which it works to ensure it delivers strategic advice and support to government and services to the
Australian public.
Our Local Environment
In 2015-16, we will be responding to significant changes in our local operating environment which
will impact the way the department works throughout the course of the Plan.
New Responsibilities to support the Minister Assisting the Prime Minister on Counter
Terrorism and the Parliamentary Secretary to the Attorney-General
From May 2015, the department has new responsibilities to support the Minister for Justice, the
Hon Michael Keenan MP, in his additional role as Minister Assisting the Prime Minister on Counter
Terrorism, and Senator the Hon Concetta Fierravanti-Wells as Parliamentary Secretary to the
Attorney-General. The department will work closely with the Minister and Parliamentary Secretary
on maintaining effective national security laws and policies and working with Australian
communities to counter the risks posed by terrorist narratives and violent extremism.
Strengthening the provision of Commonwealth Legal Services
From 1 July 2015, AGS ceased to be a separate agency and government business enterprise and was
consolidated with the department as a new functionally independent group. AGS continues to work
as a self-funded trading enterprise, providing legal advice and representation to the Commonwealth
on a fee-for-service basis and maintaining an independent functional identity. This change
strengthens the department’s capabilities as principal legal adviser to government and supports a
single, comprehensive source of authoritative advice on Commonwealth legal and legal policy issues.
While we will need to work hard to blend two organisations and their cultures into one, this merger
brings new opportunities for staff to learn from each other— expanding skills and broadening career
horizons.
Capitalising on both the unique role of AGS and the department’s continued leadership in
government legal services, the Secretary will, this year, undertake a Review of Commonwealth Legal
Services. This Review, conducted at government’s direction and consistently with the Efficiency
through Contestability Programme, will examine options to ensure quality, alignment and
consistency of legal advice as well as reduce the cost of legal services to government. While we
remain confident in the strength of our collective advising capability, as always, we welcome the
opportunity to ensure we are meeting government’s objectives by the best and most efficient means
possible.
Fiscal Environment
Like all Commonwealth departments, we must continue to implement efficient and well-targeted
policy and programmes throughout 2015–16 to 2018-19 with reduced financial and human
resources. Over the four year period 2015-16 to 2018-19, the department’s total operating and
programme funding (excluding the Royal Commissions) will reduce by $105 million. Staff numbers
are also expected to reduce over that period.
We must continue to innovate and transform our organisation, practices and operations to ensure
we provide value for money while meeting the expectations of government and Australian
communities. A Functional and Efficiency Review of the department, to conclude this financial year,
will assist in ensuring we are using our resources the right way and that we are focused on the right
things.
Our National and Global Environment
The broader context in which we work will also influence how we set out to achieve our purpose in
2015–16 and in the financial years that follow. We must stay abreast of the changes and trends
within both our national and global environment to ensure our policies and advice are modern and
adaptable and remain relevant well into the future.
Demographic Change
Remaining cognisant of the effect of changing demographics, increasing urbanisation and population
shifts on the laws and policies we develop and administer will be fundamental to achieving effective
outcomes. Changing demographics and population growth are relevant to the department’s
responsibilities in supporting the family law system and providing access to justice. Further,
population shifts can have significant impacts for emergency management— the increasing
incidence and severity of natural disasters continues to pose challenges for how we best protect
people and property and help Australians recover when disaster strikes.
Globalisation
Globalisation—including global information flows and cross-border markets for goods, services,
capital and labour—as well as growing international mobility, presents significant opportunities for
Australian businesses and individuals. As policy makers, we need to work to maximise these
opportunities while ensuring risks to Australia’s interests are controlled and the integrity and
resilience of the justice and security frameworks that underpin our economy are maintained.
Globalisation and the ever increasing international mobility of Australian citizens and residents
presents challenges in a national security and international crime context. It can lead to
radicalisation of Australians in response to overseas conflicts. It also enables criminals to take
advantage of our citizens and exploit jurisdictional borders to evade justice. Profit continues to drive
transnational crime and corruption—this results in huge losses to the global community, estimated
as equivalent to more than 5% of global GDP.
Technology
Technology advances continue to impact our work—not least in the areas of digitisation, shared
services delivery, copyright and information law, security, and in facilitating creative endeavour. It
also provides opportunities to better connect with our stakeholders and clients. We will need to be
innovative in our use of technology to ensure our delivery models are efficient and to develop new
pathways for stakeholders and the broader public to influence policy development.
Relationships
We must also continue to foster key relationships. At the national level, we will continue to
collaborate with government agencies in the Commonwealth—client relationships are especially
important for AGS given their significance in maintaining and developing AGS’s legal work. We will
also continue to work cooperatively with states and territories, as well as with industry,
non-government organisations, and the Australian community. Globally, we will continue work to
partner with the governments of other countries, nongovernment and international organisations.
Budget: 2015-16 to 2018-19
Our Strategic Priorities
Within our budget, we will pursue the following eight strategic priorities articulated in the 2015-16
Portfolio Budget Statements.
1
Supporting the Attorney-General as First Law Officer,
including by providing high-quality legal services to the
Commonwealth.
2
Protecting Australia by delivering effective national
security policies, legislation and programmes.
3
Maintaining an efficient and effective Commonwealth
justice system.
4
Pursuing national responses to serious and organised
crime, and improving community safety.
5
Enabling a free society with balanced rights, freedoms, and
responsibilities.
6
Providing national leadership in emergency management.
7
Supporting participation in, and access to the arts and
encourage greater private sector support for the arts.
8
Collaborate to achieve significant whole-of-government
objectives.
Key Initiatives and Performance
We will deliver a range of key initiatives to achieve our purpose and to fulfil our strategic priorities
over the course of this Plan.
We will also evaluate our performance against these initiatives to ensure we deliver the best quality
advice and services and that our work has the desired impact for the Australian people.
The Attorney-General’s Department’s performance framework focusses on four high level key
performance indicators under which supporting performance metrics are collected:




Our Community Impact
Our Effectiveness in Achieving Objectives
Our Efficiency in Meeting Goals
Our Professionalism, Skills and Commitment.
The department will continue to refine supporting performance metrics with a particular focus on
improving data collection, recording and analysis, and identifying further metrics to best represent the
department’s efforts.
1. Supporting the Attorney-General as First Law Officer, including by
providing high-quality legal services to the Commonwealth
The department will provide high quality legal services to support the Attorney-General in his role as
First Law Officer of the Commonwealth. This role encompasses a range of functions, including
providing legal services to government agencies on a fee-for-service basis through AGS; the
department’s responsibilities for the Constitution and laws of the Commonwealth; and representing
the public interest in legal matters.
Our key initiatives for Strategic Priority 1 are:

Providing expert legal services that meet the unique needs of the
Commonwealth, including the needs of Cabinet, Ministers and Commonwealth
agencies.

Remaining commercially-focused and competitive in our participation, through
AGS, in a contestable legal services market.

Overseeing and ensuring coordination of significant legal and legal policy issues
affecting the Commonwealth.

Providing specialist international legal and legal policy advice as well as
constitutional policy advice to government.

Defending and advancing Australia’s interests in international litigation and
arbitration.

Reviewing Commonwealth legal services to ensure government access to costeffective legal services, and aligned and coordinated advice.

Supporting the Solicitor-General as the Second Law Officer in his role as
counsel and legal advisor to the Commonwealth.

Providing support for the Defence Abuse Response Taskforce and coordinating
and managing the Commonwealth’s engagement with Royal Commissions.
Our key performance indicators for Strategic Priority 1 are:
Our effectiveness in achieving objectives

Stakeholder and client satisfaction with our effectiveness and the quality of our legal services.
Our efficiency in meeting goals

Total instances of legal and legal policy advice completed that are on time, within budget or
financial targets, and meets requirements.
Our professionalism, skills and commitment

Stakeholder and client satisfaction with the professionalism, skills and commitment of our staff.
2. Protecting Australia by delivering effective national security policies,
legislation and programmes
The department plays a key role in ensuring the safety and security of the Australian community. We
maintain national security laws, policies and programmes ensuring they enable an appropriate
response to evolving national security threats and support whole-of-government national security
efforts.
Our key initiatives for Strategic Priority 2 are:

Building and maintaining community confidence in arrangements to provide a
safe and secure environment.

Working with Australian Government entities and the telecommunications
industry to effectively implement data retention obligations to provide law
enforcement and security agencies with the tools they need to keep our
community safe.

Operating the Australian Government Crisis Coordination Centre and National
Security Hotline to coordinate national responses to crises and disaster and
provide a single point of contact for the public to report possible signs of
terrorism.

Ensuring national security legislative frameworks are effective and responsive
to contemporary and evolving national security challenges.

Developing initiatives to divert individuals from radicalising to violent
extremism and prevent individuals from engaging in or supporting terrorism in
Australia or overseas.

Working with partner countries to obtain and use evidence to support
terrorism prosecutions and develop strategies to counter violent extremism.

Combatting terrorist propaganda to counter extremist narratives.

Strengthening the resilience of Australia’s critical infrastructure to security risks
and keep safe Australia’s essential services such as energy, food, water,
transport, communication, health and banking.

Ensuring Australia’s telecommunications interception and surveillance regimes
provide appropriate support to law enforcement and security agencies in line
with technological change.

Leading reforms to protective security arrangements to achieve greater
operational alignments and efficiencies and deliver a more effective service to
keep officeholders and the work of government safe.

Implementing a National Facial Biometric Matching Capability to enhance the
ability of agencies to share and match facial images to detect and prevent the
use of fraudulent identities, including by terrorists and organised crime.

Operating the national Computer Emergency Response Team (CERT Australia)
to assist Australian businesses create and maintain a more secure digital
economy through the provision of cyber threat information and operational
cyber security support.
Our key performance indicators for Strategic Priority 2 are:
Our community impact

Community satisfaction with, and awareness of, national security strategies.
Our effectiveness in achieving objectives

Stakeholder and client satisfaction with the effectiveness of the department’s contribution to
national security.
Our efficiency in meeting goals

Total instances of national security policy advice, programme work and legislative change that are
on time, within budget, and meets requirements
Our professionalism, skills and commitment

Stakeholder and client satisfaction with the professionalism, skills and commitment of staff
delivering national security initiatives.
3. Maintaining an efficient and effective Commonwealth justice system
The department is responsible for ensuring Commonwealth justice institutions and associated legal
architecture operates efficiently and services the needs of Australian communities.
Our key initiatives for Strategic Priority 3 are:

Improving the efficiency of federal courts and tribunals through the effective
use of available resources, including technology.

Implementing the new National Partnership Agreement on Legal Assistance
Services, and new funding arrangements for Indigenous legal assistance, to
improve access to justice for disadvantaged people and maximise service
delivery within available resources.

Improving support for families involved in intercountry adoption and managing
Australia’s intercountry adoption programme.

Improving the family law system, including through amendments to the binding
financial agreement provisions of the Family Law Act 1975 and working to
improve collaboration between the family law and child protection systems.

Improving the native title system, including through the Council of Australian
Government’s investigation into Indigenous land administration and use, and
other reports.

Reforming the copyright regulatory framework to promote creativity,
commercial activity and access, particularly in relation to the digital
environment.

Implementing instruments on choice of law and choice of courts to provide
Australians with more freedom of choice when contracting.
Our key performance indicators for Strategic Priority 3 are:
Our community impact

Australia’s regional and global position on civil justice (Factor 7) in the World Justice Project’s Rule
of Law Index measuring how the rule of law is experienced by the public of countries around the
world.
Our effectiveness in achieving objectives

Stakeholder and client satisfaction with the department’s effectiveness in maintaining the
Commonwealth justice system.
Our efficiency in meeting goals

Total instances of civil justice policy advice, programme work and legislative change that are on
time, within budget and meets requirements.
Our professionalism, skills and commitment

Stakeholder and client satisfaction with the professionalism, skills and commitment of staff
involved in maintaining the Commonwealth justice system.
4. Pursuing national responses to serious and organised crime, and
improving community safety
The department is the guardian of Commonwealth criminal law and plays a national leadership role in
developing effective regulatory and operational responses to the growing problem of serious and
organised crime.
Our key initiatives for Strategic Priority 4 are:

Implementing, in partnership with law enforcement agencies, a national plan to
combat serious and organised crime.

Developing a national cooperative scheme on unexplained wealth to prevent
criminals benefiting from the proceeds of crime.

Working with states and territories to implement a national domestic violence
order scheme which would ensure victims remain protected when they move
between Australian jurisdictions.

Continued implementation of the response to forced marriage, including the
provision of support and appropriate referral pathways to people in or at risk of
forced marriage.

Combatting illicit drugs through improved laws, including on new psychoactive
substances and precursor chemicals, and supporting the National Ice Taskforce.

Implementing firearms-related recommendations from the Martin Place Siege
Joint Commonwealth—New South Wales review.

Implementing anti-money laundering and financial crime reforms based on
statutory and other reviews to ensure Australia can prevent and combat money
laundering and terrorist financing.

Developing frameworks to facilitate the sharing of criminal intelligence and
information between law enforcement agencies across the Commonwealth,
between jurisdictions and internationally.

Working with regional partner countries to strengthen regional criminal laws,
including on people smuggling, human trafficking, money laundering and
counter terrorism financing.

Combatting cybercrime through our work with Commonwealth, state and
territory law enforcement and justice agencies, as well as engaging
internationally and regionally on cybercrime matters.
Our key performance indicators for Strategic Priority 4 are:
Our community impact

Australia’s regional and global position on criminal justice (Factor 8) of the World Justice
Project’s Rule of Law Index measuring how the rule of law is experienced by the public of
countries around the world.
Our effectiveness in achieving objectives

Stakeholder and client satisfaction with department’s effectiveness in maintaining the
Commonwealth criminal justice system and community safety.
Our efficiency in meeting goals

Total instances of criminal justice policy advice, programme work and legislative change that
are on time, within budget and meets requirements.
Our professionalism, skills and commitment

Stakeholder and client satisfaction with the professionalism, skills and commitment of staff
involved in maintaining the Commonwealth criminal justice system and community safety.
5. Enabling a free society with balanced rights, freedoms, and
responsibilities.
The department protects and promotes a range of rights, freedoms and responsibilities to enable all
Australians to participate in and contribute to society.
Our key initiatives for Strategic Priority 5 are:

Implementing a serious data breach notification scheme to ensure affected
persons are informed when their personal information is compromised by a
data breach.

Focussing on traditional common law rights and freedoms, including through
consideration of the Australian Law Reform Commission’s report into common
law rights and freedoms.

Representing Australia at the United Nations Human Rights Committee’s
examination of Australia’s human rights record as part of the Universal Periodic
Review process.

Finalising reforms to the Office of the Australian Information Commissioner to
streamline service delivery, and progressing further reforms to enhance the
effectiveness of the freedom of information regime.
Our key performance indicators for Strategic Priority 5 are:
Our community impact

Australia’s regional and global position on fundamental rights (Factor 4) of the World Justice
Project’s Rule of Law Index measuring how the rule of law is experienced by the public of
countries around the world.
Our effectiveness in achieving objectives

Stakeholder satisfaction with the department’s effectiveness in enabling a free society.
Our efficiency in meeting goals

Total instances of policy advice, programme work and legislative change that are on time,
within budget and meets requirements.
Our professionalism, skills and commitment

Stakeholder satisfaction with the professionalism and commitment of staff involved in
enabling a free society.
6. Providing national leadership in emergency management.
The department plays a national leadership role to facilitate cooperation and collaboration on
emergency management policies and practices to strengthen national disaster resilience and best
manage the impact of disasters on Australian communities.
Our key initiatives for Strategic Priority 6 are:

Reforming National Disaster Relief and Recovery Arrangements to improve
transparency and accountability of State and Territory expenditure, including in
response to recent reports.

Consulting with states and territories on long term reforms to disaster funding
arrangements to improve the effectiveness of disaster mitigation and recovery.

Supporting the development of the National Impact Assessment Model and a
National Monitoring and Evaluation Framework for recovery to enable better
targeted Commonwealth payments for disaster relief and recovery.

Supporting the development of a national fire danger rating system to improve
and simplify information communications about fire danger and behaviour.

Implementing a collaborative model with external providers for the delivery of
emergency management leadership development and vocational education
products and services.

Strengthening the effectiveness and interoperability of national emergency
services capability through the development of the Arrangements for Interstate
Assistance, National Capability Statement and National Situational Awareness
Tool.

Supporting national situational awareness and decision making through the
delivery of a new incident management system for the Australian Government
Crisis Coordination Centre and Emergency Management Australia.
Our key performance indicators for Strategic Priority 6 are:
Our community impact

Deaths and total asset loss from emergency events, excluding road crashes.
Our effectiveness in achieving objectives

Stakeholder and client satisfaction with the department’s effectiveness in providing national
leadership on emergency management.
Our efficiency in meeting goals

Total instances of emergency management policy advice, programme work and legislative
change that is on time, within budget and meets requirements.
Our professionalism, skills and commitment

Stakeholder and client satisfaction with the professionalism and commitment of staff involved
in emergency management.
7. Supporting participation in, and access to the arts and encourage
greater private sector support for the arts.
The department’s Ministry for the Arts is responsible for fostering excellence in the arts and ensuring
Australian communities have the opportunity to participate in, and access, Australia’s cultural heritage
and a broad range of artistic and cultural activities.
Our key initiatives for Strategic Priority 7 are:

Establishing and delivering the new National Program for Excellence in the Arts
including the transfer of the Visions of Australia and festivals programs to the
Ministry to deliver a wide range of quality arts and cultural experiences for
audiences throughout Australia and internationally

Developing strategies for greater private sector support for the arts to
encourage philanthropy and maximise opportunities for artists

Supporting the Opera Review Panel’s examination of the artistic vibrancy,
engagement with audiences and financial positions of government funded
opera organisations.

Supporting the review of the Protection of Movable Cultural Heritage Act 1986
to ensure our cultural heritage is appropriately protected.

Establishing and supporting the Book Council of Australia to promote Australian
writing nationally and internationally and encourage and promote reading.

Delivering the Prime Minister’s literary awards and history prize which
celebrate the contribution of Australian literature and history to the nation’s
cultural and intellectual life.

Developing strategies to support the viability of the Australian Screen Industry.

Delivering sustainable arts and cultural development in regional and remote
Australia through the Regional Arts Fund and the Indigenous Visual Arts and
Languages programmes.

Delivering the ANZAC Centenary Arts and Culture Fund to provide
opportunities for organisations and individuals to create and share activities
that commemorate Australia’s century of service.
Our key performance indicators for Strategic Priority 7 are:
Our community impact

Access to quality artistic and cultural experiences and skills development opportunities.
Our effectiveness in achieving objectives

Stakeholder satisfaction with the department’s effectiveness in supporting participation in,
and access to, the arts.
Our efficiency in meeting goals

Total instances of policy advice, programme work and legislative change that are on time,
within budget and meets requirements.
Our professionalism, skills and commitment

Stakeholder satisfaction with the professionalism and commitment of staff involved in
supporting participation in, and access to, the arts.
8. Collaborate to achieve significant whole-of-government objectives.
The department applies its specialist legal, policy and subject matter expertise to contribute to a range
of whole-of-government priorities.
Our key initiatives for Strategic Priority 8 are:

Providing legal and legal policy advice to support Operation Sovereign Borders
in protecting Australia’s borders.

Providing constitutional legal and policy advice on the recognition of
Indigenous people in the Constitution.

Coordinating and providing legal and policy advice and assistance on emerging
constitutional federal issues having whole-of-government significance.

Implementing the government’s deregulation agenda to reduce unnecessary
red tape costs on individuals, businesses and community organisations.

Contributing to the government’s Efficiency through Contestability Programme
through supporting various reviews of the department and portfolio.
Our key performance indicators for Strategic Priority 8 are:
Our effectiveness in achieving objectives

Stakeholder and client feedback on satisfaction and quality of collaboration to achieve
significant whole-of-government objectives.
Our professionalism, skills and commitment

Stakeholder and client satisfaction with the professionalism and commitment of staff involved
in collaborating to achieve significant whole-of-government objectives.
Other Responsibilities
We have a range of other responsibilities, in addition to our key initiatives, which contribute to
achieving our purpose. These responsibilities include critical statutory and non-discretionary
functions that support maintaining a just and secure society and a culturally rich Australia.
Throughout the course of the Plan, we will continue to provide expert advice and services across the
full range of the department’s responsibilities, including:

Portfolio oversight—as the central department of state, the Attorney-General’s Department
works with its portfolio agencies to ensure a coordinated and collective approach to crosscutting issues and government priorities.

Policy advice on matters for which the department is responsible, including privacy; family law
and marriage; evidence; copyright; classification; private international law; administrative law;
freedom of information; personal property securities; native title; international crime
cooperation; drugs; firearms; anti-money laundering; corruption; cybercrime; cyber security;
protective security; Indigenous arts, culture, language and repatriation; and protection of
Australia’s moveable cultural heritage.

Administering grants programmes to provide Commonwealth support for legal representation;
legal assistance (through legal aid, community legal services and Indigenous legal services); legal
financial assistance (through a range of schemes) including for Royal Commissions; family law;
community organisations (to help deradicalise or divert individuals from radicalisation or violent
extremism); emergency management projects of national significance; anthropologists working
in native title; a range of crime prevention initiatives, including improving community safety and
security-related infrastructure of schools; excellence in art and a wider range of quality arts and
cultural experiences; enhancing understanding of the ANZAC legacy through arts and culture;
repatriation of Indigenous art; and sustainable cultural development in regional and remote
Australia.

Programme management of industry assistance for data retention implementation; the payment
scheme for Australian victims of terrorism overseas; for relief and recovery from national
disasters; Artbank; for the support of significant exhibitions in Australia; and screen production.

Casework, including mutual assistance in criminal matters; extradition to help fight terrorism
and transnational crime; international transfer of prisoners to promote the successful
rehabilitation and reintegration into society of prisoners; administration of federal offenders;
and international parental child abduction.

Providing services, such as the governance and registration of marriage celebrants;
accreditation of Family Dispute Resolution Practitioners; the national computer emergency
response team (CERT) (which provides a central contact point and is a partner for business in
relation to cyber security issues ); the Document Verification Service (DVS)— which verifies
government issued identity documentation and helps to prevent identity crime; AusCheck—
which provides background checking services for people working at of airports, maritime ports,
and other security sensitive locations; and facilitating the secure sharing of information to
achieve national security outcomes.
Our Approach
A key strength of the Attorney-General’s Department is our approach to our work. The department
has a range of diverse responsibilities and has consistently demonstrated its agility and
responsiveness to government by delivering high quality outcomes.
Our approach has made us a trusted and valued servant of government. In 2015–16, we retain our
united focus on maintaining the quality and professionalism of the services we deliver, and our
commitment to acting as a key pillar for government and a central element of the Australian Public
Service.
The following operating principles underpin our approach:
Critically evaluate what we do
We think critically about what we do and the way we do it. We enable outcomes by integrating
disparate data sources; analysing policy and programme effectiveness and the quality of our
services; and appropriately targeting resources. We also invest in strategic planning, performance
measurement and evaluation of outcomes as well as ensuring client satisfaction.
Maximise our efficiency
We improve our productivity through the use of technology and streamlining work practices. We
also promote consistent core business processes and build the appropriate infrastructure to support
productivity, quality services and deliverables.
Deliver tangible outcomes effectively
We deliver tangible outcomes that are strongly linked to key priorities. This includes delivering
competitive, high quality services; prioritising productive activities in a resource constrained
environment; and striving for efficient and innovative delivery that minimises regulatory impact on
business, communities and individuals.
Communicate and engage openly
We have a continuing focus on ensuring greater and deeper communication internally and
externally; investing in dialogue and valuing different perspectives. We also engage with
stakeholders and clients and leverage our relationships to resolve problems faster and to deliver
effective outcomes.
Develop skilled, agile and resilient people
We develop and retain skilled, agile, professional and resilient people and teams by optimising
employee performance and building capability and diversity. We maintain flexibility in organisational
structures, while promoting a secure working environment by developing a culture of responsibility
and awareness.
Invest in ideas and embrace risk
We support innovation by empowering staff to develop, pitch and implement solutions to problems.
We also strive for a culture of learning aimed at smarter, flexible and creative approaches to sharing
expertise and resources.
Our Operational Support Strategies
Our enabling strategies for managing finances, people and technology remain key to ensuring we
achieve our strategic priorities.
Finance
The department’s key financial management objectives in the context of declining resources are to
maintain ongoing financial sustainability, to manage resources flexibly to meet emerging
government priorities and to respond efficiently to government policies impacting on the operations
of the department. To achieve these objectives through 2015–16 to 2018–19, we will:

continue to streamline, standardise and consolidate the provision of shared and common
services consistent with the government’s policies and to achieve efficiencies and reduce
costs

maintain a capital investment strategy that supports increased operational efficiencies and
effectiveness

continue to further develop sustainable financial management strategies to meet ongoing
and emerging government priorities

maintain an appropriate risk framework and compliance culture for efficient and effective
financial management within the department

support the AGS continuing to operate competitively and sustainably as a legal service
provider to government, and

collaborate with portfolio agencies to ensure portfolio financial sustainability.
People
Our people are our greatest asset. A capable, engaged and agile workforce that can perform and
excel in a complex and ever-changing environment is central to the department’s ability to achieve
its objectives. We will maintain and build a capable, engaged and agile workforce by:

applying a workforce planning framework and People Development Strategy which evolves
and aligns with business priorities

embedding the AGD Performance Expectations and AGD Leadership Expectations to support
recruitment, learning and development, and performance management

strengthening our security culture

implementing workplace policies which support fair and sustainable employment conditions,
and

embedding organisational change and diversity strategies to support culture, productivity
and engagement.
Technology
The department’s productivity—its ability to engage, innovate, and learn and to share information—
is strongly linked to our information and communications technology capability (ICT). Our key focus
in ICT remains supporting the continually evolving business needs of the department and our
partners, including providing ICT networks which support differing security needs. In 2015-16 we will
be presented with a number of opportunities to further shape and mature the department’s ICT
environment. Our key areas of focus for this year will include:

implementation of the government’s Digital Transformation Agenda

working with AGS to identify potential synergies and scope for mutually beneficial or
collaborative arrangements

supporting the implementation of a new practice management system for AGS, and

supporting our partners through providing cost-effective, highly secure communication and
collaboration platforms, and reducing duplication across government in line with longestablished goals.
Risk Oversight and Management
The department is committed to a culture where consideration of risk is integrated into everyday
management and operations. The department’s risk management framework is based on the
Commonwealth Risk Management Policy, AS/NZS ISO 31000: 2009, Risk Management Principles and
Guidelines, and informed by the Comcover Better Practice Guide: Risk Management. The framework
focuses on risk identification, integrating risk management into business planning and continually
improving departmental outcomes and performance.
Each year, the department produces a comprehensive risk management plan based on the strategic
risks determined by the Executive Board. A consistent, department-wide approach to risk
management ensures we continue to make well-informed decisions that support the development
of policies and programmes that meet stakeholders’ and clients’ expectations, demonstrate effective
use of resources, and ensure the timely delivery of high quality services.
There are risk registers and action plans for key departmental strategic risks, fraud and business
continuity risks as well as for relevant divisional/project/local risks, including security risks, work,
health and safety risks, procurement risks and project management risks. These are integrated
where possible. There is regular monitoring, review and reporting of risks and relevant controls and
treatments to ensure responsibility, accountability and authority is clear, and that ratings are
current. Action plans are reviewed quarterly. Senior management and the Audit & Risk Management
Committee have oversight of key departmental risk action plans and registers.
The department’s fraud control plan provides a framework for the prevention, detection and
deterrence of fraud, and includes mechanisms to ensure fraud risks are identified and addressed.
The department’s fraud control plan was developed in accordance with the Commonwealth Fraud
Control Guidelines 2011 and has been incorporated into staff induction packs and training.
The department’s internal audit program is linked to the strategic risks of the department and,
where appropriate, audits review relevant controls and identify areas for improvement.
There are also a range of tools, training and assistance available to support staff in risk management.