attorney-general’s department corporate plan 2016-17 web viewthe department also represents...

Attorney-General’s Department

Corporate Plan 2016–17

978-1-925290-22-6 (Print)978-1-925290-23-3 (Online)

© Commonwealth of Australia 2016

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Contents

Secretary’s statement............................................................................................................................................3

The role of the Attorney-General’s Department....................................................................................................4

Strategic priorities 2016–20...................................................................................................................................9

Strategic priorities 2016–201. Support the Attorney-General as First Law Officer by providing high-quality legal services to the

Commonwealth2. Protect Australia by delivering effective national security policies, legislation and programmes3. Maintain an efficient and effective Commonwealth justice system4. Pursue national responses to serious and organised crime, and improve community safety5. Enable a free society with balanced rights, freedoms and responsibilities6. Provide national leadership in emergency management

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Secretary’s statement

As the accountable authority of the Attorney-General’s Department, I am pleased to present the 2016–17 corporate plan, which covers the periods 2016–17 to 2019–20, as required under paragraph 35(1)(b) of the Public Governance, Performance and Accountability Act 2013.

From providing support to the Attorney-General as First Law Officer of the Commonwealth, to protecting the security of Australia and its people through national security and criminal justice initiatives, to providing national leadership in emergency management, the work of this department spans a range of significant areas and affects the lives of many Australians.

We have a long and proud history in delivering quality outcomes for government, as well as for the Australian community, and I am confident that over the coming year, and those to follow, we will continue to build on this legacy. This plan is an affirmation of our commitment to achieving a just and secure society and I commend it to you.

Chris Moraitis PSM

Secretary

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The role of the Attorney-General’s DepartmentOur purpose is to achieve a just and secure societyThe department supports the Attorney-General as First Law Officer. The Attorney-General is the chief legal adviser to government and minister responsible for national security. We also support the Minister for Justice in relation to counter-terrorism, law enforcement, criminal justice and emergency management.

The department provides legal services, including constitutional advice, to government and agencies of government. We develop and implement policies and programmes to maintain and improve Australia's legal and justice systems. We coordinate national security and emergency management policies and practices. The department also represents the Government in national and international legal, justice, security or emergency-related matters and forums.

Four operational groups carry out the department’s role, delivering strategic priorities through a range of policy and programme activities. They are:

The Australian Government Solicitor (AGS) The Civil Justice and Corporate Group The Criminal Justice Group The National Security and Emergency Management Group.

The department leads a portfolio comprising 16 agencies. The portfolio’s responsibilities encompass national security, law enforcement, criminal intelligence and information, courts and tribunals, promoting human rights, bankruptcy, privacy and freedom of information, regulation and reform.

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Our strategic priorities for 2016–201. Support the Attorney-General as First Law Officer by providing high-quality legal services to the Commonwealth.

2. Protect Australia by delivering effective national security policies, legislation and programmes.

3. Maintain an efficient and effective Commonwealth justice system.

4. Pursue national responses to serious and organised crime and improve community safety.

5. Enable a free society with balanced rights, freedoms and responsibilities.

6. Provide national leadership in emergency management.

Our strategic context In determining our strategic priorities over a four-year period (2016–17 to 2019–20), and in planning the activities for 2016-17 to support them, we are informed by:

government national and international policy priorities in law, justice, security and emergencies national and global social and political environments our resources and capabilities the needs and capabilities of our partners the need to appropriately manage risk.

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A changing environmentThe department is acutely aware of the need for us to actively factor in the social, economic, security and political environments in which we operate.

Changes in social mores and structures affect social policy and ultimately bring about reviews of legislation, policy and programmes. As reflected in strategic priorities 1, 3 and 4, the department is working to meet government legislative and programme needs, particularly in the areas of family law and family violence, options for a plebiscite on same-sex marriage, and concerns about firearms, terrorism and the impacts of crime.

Globalisation and the increasing international mobility of people, information, and financial resources, coupled with the ease and volume of communication, presents challenges to our national security and our exposure to international crime. Criminals seek to exploit jurisdictional borders to evade justice. There are risks to Australian critical functions and assets, which affect our departmental risk profile. Our activities in this area are reflected in strategic priorities 2 and 4.

Changing demographics, population growth and population shifts can have significant impacts for emergency management. The increasing incidence and severity of natural disasters poses challenges for how we best support people and communities to be more resilient and aid recovery after disasters, as reflected in our activities under strategic priority 6.

The changing use of technology, in particular increases in information availability and easy connection of people through social media, has implications for our laws concerning data security and privacy. These are areas of focus for the department in strategic priority 5.

Changes in the Commonwealth legal services market will affect how the department is positioned to best support the Attorney-General as First Law Officer, and manage Commonwealth legal risk. As shown in strategic priority 1 and included in the departmental risk profile, the department is focused on ensuring the delivery of legal services to government is efficient and effective.

CapabilityPeopleThe department’s workforce is highly-skilled and engaged. It includes specialists and practitioners in government law, security, justice and emergency management and an experienced body of policy, programme and administrative officers.

Our workforce is central to our ability to deliver on our priorities and fulfil our role. We actively manage the risks related to recruitment and retention of an appropriately-skilled workforce.

In March 2016 the department restructured its key business groups. This, along with the consolidation of AGS into the department on 1 July 2015, enabled us to better concentrate our workforce strengths in line with government priorities.

6

FundingLike all Commonwealth departments, we continue to operate with reduced financial and human resources. We are alert to this and identify ‘management of financial resources in an ongoing environment of constraint’ as a key element in our risk profile.

We will continue to innovate and transform our organisation, practices and operations to ensure we provide value for money. We will continue to:

maintain capital investment and corporate strategies that support operational efficiencies further develop sustainable financial management strategies support AGS to continue to operate competitively and sustainably collaborate with portfolio agencies to ensure portfolio financial sustainability.

Budget projections Administered 1, 2, 3 Estimated actual expenses in $’000

PBS Outcomes

A just and secure society through the maintenance and improvement of Australia’s law and justice framework and its national security and emergency management system

2016–17 2017–18 2018–19 2019–20

477,297 367,675 317,861 321,831

Departmental 4 Estimated actual expenses in $’000

PBS Outcomes

A just and secure society through the maintenance and improvement of Australia’s law and justice framework and its national security and emergency management system

2016–17 2017–18 2018–19 2019–20

354,190 357,504 355,768 360,308

Information from 2016–17 PBS

1. Excludes special appropriation and special accounts2. Excludes expenses not requiring appropriation in the budget year3. Excludes expenses not requiring appropriation in the budget year and special accounts4. Includes expenditure against appropriations and independent revenues

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TechnologyThe department’s productivity is strongly linked to our information and communications technology (ICT) capability. Our key aims in ICT are to:

support the department’s evolving business needs and enable innovative use of technology applications and devices in everyday operations

support our partners, including by providing ICT networks that support security needs reduce duplication across government in line with long-established goals.

PartnershipsMuch of the department’s work is done in partnerships. In concert with clients and stakeholders, we supply legal services, collaborate with Commonwealth agencies and international organisations and lead and coordinate multi-agency initiatives with states and territories. We also aim to further our partnerships with industry, non-government organisations and the Australian community.

How we approach riskThe department assesses and manages risk as an integral part of doing business. We do not seek to eliminate all risk, but assess it on a case-by-case basis, recognising the desirability of tolerating some risks to realise potential benefits. We have a very low tolerance for risks to our critical functions and assets which, if compromised, would significantly affect our ability to deliver government policies, programmes and services.

Our approach to risk is underpinned by the following:

a risk management framework, 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

a strategic risk register monitored regularly by the Executive Board regular and comprehensive review and reporting to senior management and the Audit and Risk

Management Committee a fraud control plan, which accords with the Commonwealth Fraud Control Guidelines 2014 an internal audit program, mapped to the department’s strategic risks.

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Strategic priorities 2016–20Relationship between Corporate Plan and PBSLegalSTRATEGIC PRIORITY 1

Support the Attorney-General as First Law Officer, including by providing high-quality legal advice to the Commonwealth

PBS objectives:Programme 1.1Programme 1.2Programme 1.3Programme 1.9

Civil Justice and Legal ServicesNational Security and Criminal JusticeAustralian Government SolicitorRoyal Commissions

SecuritySTRATEGIC PRIORITY 2

Protect Australia by delivering effective national security policies, legislation and programmes

PBS objective:Programmes 1.2 and 1.7

National Security and Criminal Justice

JusticeSTRATEGIC PRIORITY 3

Maintain an efficient and effective Commonwealth justice system

PBS objective:Programme 1.1Programme 1.4Programme 1.5Programme 1.6Programme 1.9

Civil Justice and Legal ServicesJustice ServicesFamily RelationshipsIndigenous Legal and Native Title AssistanceRoyal Commissions

CrimeSTRATEGIC PRIORITY 4

Pursue national responses to serious and organised crime, and improve community safety

PBS objectives:Programmes 1.2 and 1.7

National Security and Criminal Justice

RightsSTRATEGIC PRIORITY 5

Enable a free society with balanced rights, freedoms, and responsibilities

PBS objective:Programme 1.1Programme 1.4Programme 1.6

Civil Justice and Legal ServicesJustice ServicesIndigenous Legal and Native Title Assistance

EmergenciesSTRATEGIC PRIORITY 6

Provide national leadership in emergency management

PBS objective:Programme 1.7 Programme 1.8

National Security and Criminal JusticeAustralian Government Disaster Financial Support Payments

9

Performance assessmentMeasuring our success

The department’s performance framework (used for both the corporate plan and the PBS) comprises four key performance indicators under which are performance metrics related to each strategic priority.

We evaluate our performance through a stakeholder survey, plus internal and external data. A substantial part of the department’s work is done in collaboration with government, community and business stakeholders. Our key measure is their satisfaction with our work and the results we achieve together.

Key performance indicators

our community impact our effectiveness in achieving

objectives our efficiency in meeting goals our professionalism, skills and

commitment.

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LegalThe department provides legal advice and representation to government through AGS and the Office of International Law. Legal policy coordination is supported through the Office of Legal Services Coordination and the Office of Constitutional Law. All groups provide legal policy advice relevant to the responsibilities of the group.

STRATEGIC PRIORITY 1

Support the Attorney-General as First Law Officer by providing high-quality legal services to the Commonwealth.

PLANNED ACTIVITY 2016–17

support the Attorney-General as First Law Officer and the Solicitor-General as Second Law Officer in their roles as counsel and legal adviser to the Commonwealth

provide high-quality legal services to the Government, Cabinet and Commonwealth agencies enable AGS to remain competitive in the contestable government legal services market and be the

model practitioner in government related law oversee and coordinate significant legal policy issues affecting the Commonwealth, in particular those

concerning constitutional, cross-jurisdictional or international matters provide legal and policy advice on issues involving public international law provide support for the Commonwealth’s engagement with Royal Commissions progress the review of Commonwealth legal services, aimed at ensuring the effective provision of

quality legal services to the Government.

PERFORMANCE MEASUREMENT 2016–20

KPI 1

Our effectiveness in achieving objectives

Measure

Stakeholder and client satisfaction with our effectiveness and the quality of our legal services

Goal for 2016–17

Satisfaction rating of 80%

KPI 2

Our efficiency in meeting goals

Measure

Legal and legal policy advice completed

Goal for 2016–17

Work meets all requirements

KPI 3

Our professionalism, skills and commitment

Measure

Stakeholder and client satisfaction with the professionalism, skills and commitment of our staff

Goal for 2016–17


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SecurityThe department delivers programmes and policies that support Australia's national security. This is done primarily through the work of the National Security Division, the Countering Violent Extremism Centre and the Counter-Terrorism and Intelligence Unit.


Protect Australia by delivering effective national security policies, legislation and programmes.


develop and implement counter-terrorism legislation reforms develop strategies and activities to counter violent extremism, and engage with jurisdictions on

intervention and diversion programmes and community referral pathways support the Australian intelligence community through legislative reviews and policy development

and implementation engage internationally to enable operational and policy cooperation, and support capability building

of relevant counterpart agencies implement programmes, reviews and reforms in the areas of cyber security, critical infrastructure,

telecommunications, interception reform, facial biometric matching, and identity security operate the Australian Government Crisis Coordination Centre and National Security Hotline to

coordinate national responses to crises and disasters and provide a single point of contact for the public to report possible signs of terrorism

provide incident response and information exchange through the Computer Emergency Response Team

undertake strategic security and risk planning and coordination for ANZAC commemorative services, the Rugby League World Cup 2017 and Gold Coast Commonwealth Games 2018.

PERFORMANCE MEASUREMENT 2016–17

KPI 1Our community impact

Measure

Satisfaction with and awareness of national security strategies

Goal for 2016–17


KPI 2Our effectiveness in achieving objectives

Measure

Stakeholder and client satisfaction with the effectiveness of the department’s contribution to national security

Goal for 2016–17


KPI 3Our efficiency in meeting goals

Measure

National security policy advice, programme work and legislative changes

Goal for 2016–17


KPI 4Our professionalism, skills and commitment

Measure

Stakeholder and client satisfaction with the professionalism, skills and commitment of staff delivering national security initiatives

Goal for 2016–17


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JusticeThrough the Civil Justice and Corporate Group and portfolio agencies, the department works to ensure Commonwealth justice institutions and associated legal architecture operate efficiently and meet the needs of Australian communities.


Maintain an efficient and effective Commonwealth justice system.


develop options to implement a plebiscite on same-sex marriage continue to develop and implement ways to respond to family violence in the family law system implement further reforms to the federal courts systems to improve their efficiency and funding

arrangements support implementation of the amalgamation of Commonwealth administrative law tribunals

through leading inter-agency reviews of the AAT’s appropriation arrangements and the legislative framework governing practice and procedure at the AAT

support a review of the operation of the sunsetting regime that applies to legislative instruments support ongoing development of commercial law and policy, including in areas of personal property

securities and personal insolvency (bankruptcy) continue to ensure safe systems of cooperation among nations for inter-country adoption.

PERFORMANCE MEASUREMENT


Measure

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

Goal for 2016–17

Position of 15 or above

(maintain or improve current position)


Measure

Stakeholder and client satisfaction with the department’s effectiveness in maintaining the Commonwealth justice system

Goal for 2016–17



Measure

Civil justice policy advice, programme work and legislative changes

Goal for 2016–17



Measure

Stakeholder and client satisfaction with the professionalism, skills and commitment of staff involved in maintaining the Commonwealth justice system

Goal for 2016–17


14

CrimeThrough the Criminal Justice Group, the department undertakes a national leadership role in developing legislative, regulatory and policy responses to serious and organised crime.


Pursue responses to serious and organised crime, and improve community safety.


develop and implement initiatives to respond to the evolving threat of serious and organised crime including facilitating the sharing of criminal intelligence and information

develop and implement reforms in criminal law and transnational crime related frameworks including anti-corruption, money laundering, firearms, federal offenders and international crime cooperation

lead the development and coordination of policy concerning a national domestic violence order scheme

support partner agencies in policy development and implementation in the aviation and maritime sector

deliver grants funding to local councils, schools, and other community organisations to improve community safety and reduce crime

represent Australia in relevant international forums and work with regional partner countries to strengthen regional criminal laws, including on people smuggling, human trafficking, money laundering, counter terrorism financing and transnational organised crime

efficiently undertake extradition, mutual legal assistance, international prisoner transfers, federal offenders and firearms import casework.



Measure

Australia’s regional and global position on criminal justice (Factor 8) 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

Goal for 2016–17

Position of 10 or above(maintain or improve current position)


Measure

Stakeholder and client satisfaction with the department’s effectiveness in maintaining the Commonwealth criminal justice system and community safety

Goal for 2016–17



Measure

Criminal justice policy advice, programme work and legislative changes

Goal for 2016–17



Measure

Stakeholder and client satisfaction with the professionalism, skills and commitment of staff involved in maintaining the Commonwealth criminal justice system and community safety

Goal for 2016–17


15

RightsThe department protects and promotes a range of rights, freedoms and responsibilities to enable all Australians to participate in and contribute to society.


Enable a free society with balanced rights, freedoms and responsibilities.


administer the Privacy Act 1988 to protect personal information in the federal public sector and in the private sector

develop measures to protect the rights of older Australians assist the Government to progress ratification of the Optional Protocol to the Convention Against

Torture provide advice on human rights matters and implement the Government’s human rights agenda.



Measure

Australia’s regional and global position on fundamental rights (Factor 4) 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

Goal for 2016–17

Position of 10 or above(maintain or improve current position)


Measure

Stakeholder satisfaction with the department’s effectiveness in enabling a free society

Goal for 2016–17



Measure

Policy advice, programme work and legislative changes

Goal for 2016–17



Measure

Stakeholder satisfaction with the professionalism and commitment of staff involved in enabling a free society

Goal for 2016–17


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EmergenciesEmergency Management Australia has a national leadership role in ensuring cooperation and collaboration on emergency management policies and practices, to strengthen national disaster resilience and best manage the impact of disasters on Australian communities.


Provide national leadership in emergency management.


trial the upfront disaster recovery funding model for the reconstruction of essential public assets based on damage assessments and estimates of cost

integrate disaster risk into broader government risk management and decision-making develop a National Emergency Capability Development Framework to identify critical gaps and future

capability needs implement Governance and Compliance and Assurance Frameworks for recovery to improve

oversight and assurance in the administration of programmes implement recommendations of the Australia–New Zealand Emergency Management Committee

Governance Review to ensure the committee remains responsive to the needs and priorities of communities and governments.



Measure

Stakeholder satisfaction that EMA assists individual states and territories to achieve their priorities and minimise loss in emergency events

Goal for 2016–17



Measure

Stakeholder and client satisfaction with the department’s effectiveness in providing national leadership in emergency management

Goal for 2016–17



Measure

Emergency management policy advice, programme work and legislative changes

Goal for 2016–17



Measure

Stakeholder and client satisfaction with the professionalism and commitment of staff involved in emergency management

Goal for 2016–17


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