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2018–19 DEPARTMENT OF FOREIGN AFFAIRS AND TRADE CORPORATE PLANAugust 2018

Statement of PreparationI, as the accountable authority of the Department of Foreign Affairs and Trade, am pleased to present the 2018–19 Department of Foreign Affairs and Trade Corporate Plan. This covers the period 2018–19 to 2021–22, as required under paragraph 35(1)(b) of the Public Governance, Performance and Accountability Act 2013.

Frances AdamsonSecretary

Creative CommonsWith the exception of the Commonwealth Coat of Arms and where otherwise noted all material presented in this document is provided under a Creative Commons Attribution 3.0 Australia licence, available at: http://creativecommons.org/licenses/by/3.0/au/. The details of the relevant licence conditions are available on the Creative Commons website (accessible using the links provided) as is the full legal code for the CC BY 3.0 AU licence, available at: http://creativecommons.org/licenses/by/3.0/au/legalcode.Commonwealth of Australia, Department of Foreign Affairs and Trade, 2018–19 Department of Foreign Affairs and Trade Corporate Plan, August 2018 ISBN: 978-1-74322-463-2 (PDF)ISBN: 978-1-74322-464-9 (Word)

Contact Enquiries about this document should be directed to: Director, Corporate Planning SectionExecutive BranchDepartment of Foreign Affairs and TradeR G Casey BuildingJohn McEwen CrescentBarton ACT 0221Australia Phone +61 2 6178 5121

2018–19 DEPARTMENT OF FOREIGN AFFAIRS AND TRADE Corporate Plan i

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CONTENTS

INTRODUCTION 2

CORPORATE PLAN ON A PAGE 3

OUR PURPOSE 4

OUR OPERATING ENVIRONMENT 5

MANAGING OUR RISK 6

SHAPING OUR CAPABILITY 7

OUR PERFORMANCE 9

2018–19 DEPARTMENT OF FOREIGN AFFAIRS AND TRADE Corporate Plan 1

INTRODUCTION

I am pleased to present the Department of Foreign Affairs and Trade’s (DFAT) 2018–19 Corporate Plan – the department’s primary planning and performance document. This is our first corporate plan since the launch of the Foreign Policy White Paper in November 2017. As the first comprehensive review of Australia's international engagement for 14 years, the White Paper provides a framework for Australia’s prosperity and security by guiding our international engagement over the next decade and beyond.The 2018–2019 Corporate Plan outlines how DFAT will advance the policy objectives in the White Paper. The department is at the forefront of Australia’s international engagement and the corporate plan highlights the broad scope of our work. Importantly, the plan also sets out the department’s efforts to reshape itself and align its capabilities to seize opportunities and protect Australia’s interests in the face of global complexity and uncertainty. We need a resilient, flexible and dynamic department to serve the government and Australian people. As Secretary, I am committed to ensuring we project Australia’s diversity in all aspects of our work. DFAT does not operate in isolation. We will continue to work hand-in-hand with our portfolio and Commonwealth Government partners, state and territory governments, Australian businesses and civil society to advance Australia’s prosperity and security.As we do this, we need to assess our performance, highlighting challenges, successes and where we fall short. This corporate plan—and our internal planning and performance processes—enables us to do exactly that. Every DFAT officer will play a part in its implementation.

Frances AdamsonSecretary


CORPORATE PLAN ON A PAGE


OUR PURPOSE

Purpose

The purpose of the department is to make Australia stronger, safer and more prosperous, to provide timely and responsive consular and passport services, and to ensure a secure Australian Government presence overseas.

Key outcomes

To achieve this purpose, the department has three key outcomes (set out in the Portfolio Budget Statements 2018–19):

The advancement of Australia’s international strategic, security and economic interests including through bilateral, regional and multilateral engagement on Australian Government foreign, trade and international development policy priorities.

The protection and welfare of Australians abroad and access to secure international travel documentation through timely and responsive travel advice and consular and passport services in Australia and overseas.

A secure Australian Government presence overseas through the provision of security services and information and communications technology infrastructure, and the management of the Commonwealth’s overseas owned estate.

Priority functions

We will pursue these outcomes through seven priority functions over the life of this corporate plan (2018–19 to 2021–22). These priority functions align with the Foreign Policy White Paper.1. Promote a stable and prosperous Indo-Pacific. 2. Pursue our economic, trade and investment agenda for opportunity. 3. Keep Australia and Australians safe and secure.4. Deliver an innovative development assistance program. 5. Advance global cooperation.6. Support Australians overseas.7. Provide a secure overseas presence.


OUR OPERATING ENVIRONMENT

Throughout the life of this corporate plan, Australia will continue to advance its interests in a more contested and competitive international environment.The 2017 Foreign Policy White Paper charts powerful drivers of change that are converging in ways that challenge Australia’s interests. Economic growth in Asia is reshaping our strategic landscape. Protectionism, nationalism and geo-political competition are testing the rules and institutions that support economic growth and guide global cooperation. Mega trends like technological change and climate change continue to shape our world and demand policy responses. Keeping Australia and Australians safe from threats such as terrorism, cyber attacks and WMD proliferation is an enduring priority. In this dynamic environment, Australia will need to be competitive and agile to take advantage of the opportunities that will come from Asian economic growth and technological and scientific advances. At the same time, we will act determinedly to protect our interests in the face of complexity and uncertainty. The seven priority functions in this Corporate Plan respond to these challenges.No long-term foreign policy objective is more important to Australia than ensuring the Indo-Pacific evolves peacefully and without an erosion of the fundamental principles on which the region’s prosperity and cooperative relations are based. We will promote an open, inclusive and prosperous region in which the rights of all states are respected. The Indo-Pacific encompasses our most important economic partners and most complex bilateral relationships. They remain first order priorities for the department. In our near region, we are stepping up support for a more resilient Pacific and Timor-Leste. Linkages between globalisation, technological change and new forms of production, consumption and trade are shaping economies and societies in profound ways. This presents Australia with significant trade and investment opportunities. We will maximise these by ensuring the lowest possible barriers to our trade and investment, standing firm against protectionism and working with Australian businesses to advance our commercial interests. Technological change, the reach and vulnerabilities of the internet and state fragility are among global trends amplifying threats to our people, borders and economy. The Government’s first duty is to do everything possible to keep Australians safe and protect our freedoms, our way of life and our values. We will work closely with a wider range of partners in our region and globally to address threats and strengthen the cooperation that helps tackle transnational security challenges. Australia’s development assistance is focussed on the Indo-Pacific and supports the national interest by contributing to sustainable economic development and poverty reduction. We will continue to invest in the region’s prosperity and stability by advancing economic reforms, improving governance, fighting threats such as extremism and infectious diseases and building resilience to natural disasters. At a time of significant strain on the multilateral system, we will promote and protect the international rules and institutions that support stability and prosperity and enable global cooperation to tackle global challenges. In an uncertain world, the strength and diversity of our bilateral partnerships beyond the Indo-Pacific builds our influence and spreads risk. We will continue to invest in these relationships.


Australians are travelling overseas in unprecedented numbers. This has substantially increased both the demand for—and complexity of—passport and consular assistance. Support for Australians overseas will remain one of our most important responsibilities. Looking ahead, Australia will continue to develop fit-for-purpose diplomatic capabilities built around a secure and effective overseas Australian Government presence. We are investing in efficient and cost-effective technologies to support our overseas engagement and are ensuring our people have the skills they need to advance and protect Australia’s national interests in a changing world.

MANAGING OUR RISK

A strong risk culture

Our dynamic operating environment requires the department to embrace innovation and opportunity to promote our interests. In doing so, we need to engage actively with risk. We are embedding a strong risk culture at all levels, and providing practical tools, guidance and strong governance. In 2017–18, we released a set of eight ‘positive risk culture behaviours’ which encourage staff to make decisions informed by risk and to pursue opportunity. In 2018–19, we will assess our innovation and risk management culture, and identify areas requiring improvement through regular surveys. We will continue to assist DFAT officers at all levels to access risk management training and help divisions and posts with smart risk management.

Governance

DFAT’s Risk Management Guide sets out the overarching principles for our approach to risk. It details our key responsibilities and provides practical guidance on risk assessment. It enables staff to accept uncertainty where there is evidence that the benefits outweigh the risks. Members of the DFAT Departmental Executive, a range of departmental governance committees, the Enterprise Risk Section and key risk areas work together to oversee activities and to help staff. The Audit and Risk Committee delivers independent assurance to the Secretary and ensures DFAT’s approach is appropriate and fit for purpose, including by endorsing amendments to our Risk Management Guide.

Managing critical risks

The department deals with risks that could impact on its strategic and operational goals through a Critical Risk List. Critical risks include staff capability, cybersecurity, aid governance and the safety and security of our staff, as well as strategic risks in the trade, aid and foreign policy areas. The Secretary reviews and endorses the Critical Risk List twice a year. We continue to refine our approach to critical risks to ensure DFAT’s Departmental Executive has appropriate oversight.

Shared risks

The department handles a variety of shared risks across the portfolio with partners in government, the private sector and civil society. These are managed through memoranda of understanding, service level agreements, contracts or bilateral


partnership agreements. While our partners sometimes manage shared risks, they can still impact on the department’s objectives. Staff take a pro-active approach to ensuring that partners are managing and reporting on shared risks.


SHAPING OUR CAPABILITY

DFAT will build and strengthen its organisational capability to achieve the objectives set out in the Foreign Policy White Paper and the 2018–19 Corporate Plan. In doing so, the department must reconcile the ambition of our policy agenda within the reality of tight fiscal and human resource constraints. The department will continue to examine its culture, capability and operating model to ensure it is fit for purpose now and into the future.

Organisational reform

The department has revised its organisational structure to better align its resources with the strategic direction and priorities of the White Paper. Five newly established groups headed by deputy secretaries align with the White Paper's priorities and harness the services and capabilities required for their effective implementation. This new group structure promotes shared corporate leadership, and enables greater contestability and improved prioritisation and resource allocation to meet the department’s objectives. It also enables the department to work most effectively with our government partners in support of our shared international objectives. Governance structures are also being improved to better harness performance and risk information, inform judgements and priorities. Innovation, agility and foresight are central to the department’s ability to operate effectively. The innovation Xchange is finding ways to achieve better outcomes with finite resources, and to respond to new policy, program and service delivery challenges. Our new Strategic Policy, Contestability and Futures Branch gives the department better global horizon scanning and capability to think about and plan for the future.Abroad, DFAT’s overseas network is changing as the department designs the modern Australian embassy. Through its reDESIGN Strategy, DFAT is exploring new ways of delivering services through regional hubs and flexible operating models in its overseas network. For example, the roll out of the first six hubs in Europe, North America, South and West Asia, North Asia and Southeast Asia is streamlining administrative processes, and reducing duplication. DFAT needs to be able to accesses modern, efficient and cost-effective technologies to support its work at home and abroad, especially as the diplomatic network expands.

Soft power

Key to the department’s ability to implement the White Paper will be harnessing Australia’s soft power—the ability to influence the behaviour or thinking of others through the power of attraction and ideas. To maintain Australia’s strength in this area, the department must think creatively and ensure its capabilities keep pace with changes in technology and digital communications. During the life of this corporate plan, DFAT will lead a whole-of-government review into Australia’s soft power. At the same time, the department will continue to build the capability of staff in modern diplomatic tradecraft and to influence with confidence at home and abroad.

People capability and workforce planning

Workforce Strategy


Our Workforce Strategy 2018-22 focuses on having the people with the right capabilities, in the right place and at the right time working to their full potential. Implementation will focus on the development of expertise, knowledge and language skills. Realising the full benefits of the Strategy will take time.

Diplomatic AcademyWe need strong diplomatic capabilities to help us maximise opportunities, advance our interests, respond quickly to crises and emerging issues, and ensure domestic policy is informed by developments overseas. The new Diplomatic Academy helps develop that expertise and knowledge in DFAT, as well as across government. The Academy is a leading-edge learning and development hub. Its nine-faculty curriculum aligns closely to the department’s operational and capability needs. It is progressively building international engagement skills and proficiencies across the Australian Public Service, particularly in the areas of advocacy, negotiation, forecasting and strategic planning. Diversity and inclusionValuing diversity and promoting inclusion are integral to advancing Australia’s national interests, driving innovation, and reflecting Australian values of fairness and equality. The White Paper identifies the diversity of Australian society as a core national strength. Our Women in Leadership Strategy, Disability Action Strategy, Reconciliation Action Plan, Cultural and Linguistic Diversity (CALD) and LGTBI networks and other measures have driven cultural change in the department and opened up new ways of working. They are helping staff to reach their full potential and enhance productivity. The department’s measure of success is an inclusive workplace where all staff feel valued and able to contribute to the best of their ability.Effective leadershipLeadership is fundamental to our ability as a department to adapt and achieve outstanding results for the government and people of Australia. The research is clear that when employees are supported and empowered, it leads to higher organisational performance, productivity and innovation. The department encourages all staff to demonstrate strong leadership as they carry out their work. The department’s Senior Executive and staff at all levels will work together to achieve the targets set out in this corporate plan.

Capital investment strategy

DFAT has a significant capital budget that reflects its diverse functions. Strategic capital planning is focused on what capabilities need to be enhanced or replaced to meet evolving strategic priorities. The department’s regular monitoring of capital expenditure provides oversight, helps us manages risks and maintains investment momentum in information and communications technology (ICT), physical security and property. DFAT prioritises ICT-related activities that offer the highest strategic value to the department and its partner agencies. The department provides ICT services to 44 partner agencies under a memorandum of understanding. DFAT is improving and expanding its services, and increasing the number of agencies receiving these. In building more responsive and capable ICT solutions, the department is focussed on challenging the status quo, employing new


technologies to improve our digital capability, and sharing and leveraging solutions from partner agencies and industry to support our innovation.Collaboration between our property, security and ICT areas to secure suitable and fit-for-purpose accommodation is integral to the expansion of our diplomatic footprint. DFAT manages over $3.2 billion worth of Commonwealth-owned estates, in Australia and overseas. Consistent with the government’s 2017–18 Budget decision, the department has also consolidated the Commonwealth’s overseas property functions and centrally manages expenditure. The department protects Australia’s domestic and overseas property assets by providing safe, secure and functional work environments for our staff across owned and leased properties globally. The department also facilitates delivery of classified and unclassified material to Australian diplomatic posts.


OUR PERFORMANCE

This section sets out the priority functions and delivery strategies that contribute to the department’s purpose. It includes performance indicators over the next four years. It should be read in conjunction with the 2018–19 Portfolio Budget Statement, the 2018–19 Portfolio Additional Estimates Statements (expected to be released in early 2019) and the 2017–18 Annual Report (expected to be published in October 2018). In this plan, we seek to measure our performance in a way that provides a clear line of sight between the department’s purpose and priorities. Performance measures are being reviewed and refined iteratively. This includes aligning this corporate plan with the performance targets in the Portfolio Budget Statements. The performance measures are designed to enable the department’s internal planning and performance reporting.Measuring policy performance is inherently difficult. The department seeks to ensure that where judgements on policy performance are made, they are supported by verifiable evidence.

Methodology – glossary of terms

Term Description

AssessmentWhere the department makes an assessment on performance based on verifiable evidence and informed judgments.

SurveyWhere information is sought from delivery partners and/or external stakeholders to understand the results of an activity. Where practical, surveys should be benchmarked or look to establish internal benchmarks.

DeliveryThe delivery of a specific measure, supported by verifiable evidence – based, where practical, on data mining information.

EvaluationThe systematic and objective assessment of an investment, program or policy aimed at providing credible evidence, which informs major decisions and highlights important lessons.

AuditAn independent examination—internal or external—to assess and verify whether a stated performance measure is or is not on track.


Priority Function 1: Promote a stable and prosperous Indo-Pacific Australia’s security and prosperity are best served by an open, inclusive and prosperous Indo-Pacific region in which the rights of all states are respected. The department will continue to encourage Australia’s most important partners—the United States and China—to engage the region in a manner that promotes security and prosperity. We will also look to strengthen our key regional partnerships—including with Japan, Indonesia, India and the Republic of Korea—while enhancing our relationships throughout Southeast Asia. The department will also work to build collaboration in the Indo-Pacific. Wary of the developing regional fault lines as potential sources of instability, we will also cultivate and deepen our engagement in the region to promote stability, good governance, open markets and respect for international rules and norms. We will enhance Australia’s engagement with Papua New Guinea, other Pacific island countries and Timor-Leste. We will focus on promoting economic cooperation and greater integration, tackling security challenges and strengthening people-to-people links, skills and leadership.

Foreign Policy White Paper chapters Portfolio Budget Statements programsA stable and prosperous Indo-PacificA shared agenda for security and prosperityPartnerships and soft power

1.1 Foreign Affairs and Trade Operations1.4 Payments to International

Organisations1.5 New Colombo Plan1.6 Public Information Services and

Public Diplomacy

Delivery partners

Effective regional engagement will require ongoing coordination and partnership with a broad range of Australian Government agencies, such as our portfolio partners (the Australian Trade and Investment Commission, Austrade; Tourism Australia; the Export Finance and Insurance Corporation, Efic; and the Australian Centre for International Agricultural Research, ACIAR), the departments of Defence; Home Affairs; the Attorney-General’s (AGD), Education and Training; and the Australian Federal Police. We also work with like-minded countries and relevant international organisations.

Delivery and performance

Delivery strategy

Shape a positive strategic and economic context for Australia in the Indo-Pacific region through deepened and diversified bilateral and multilateral relationships, influence and programs.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

The department’s efforts in the Indo-Pacific advance the interests of Australia and Australians. • • • • Assessment


High level of satisfaction of ministers and key stakeholders with the quality and timeliness of advice, briefing and support in relation to Australia’s international objectives.

• • • • Survey


Delivery strategyPromote a shared agenda for security and prosperity with Papua New Guinea, other Pacific island countries and Timor-Leste through economic, security and development engagement.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

The step-up in Pacific and Timor-Leste engagement supports stronger and more resilient economies, capability and regional security.

• • • • Assessment

Delivery strategyIncrease engagement with the Indo-Pacific through the New Colombo Plan.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

New Colombo Plan engagement delivers enduring people-to-people, institutional and business links. • • • • Assessment


Priority Function 2: Pursue our economic, trade and investment agenda for opportunity Australia’s prosperity relies on the competitiveness of our economy, our ability to seize opportunities globally and the continuing openness of global markets. The department will resist protectionism, and maintain and build on global rules that promote economic growth, trade liberalisation and free markets. We will lower barriers to our trade and investment, including through modern free trade agreements, and work with Australian businesses to advance our commercial interests in overseas markets. We will support inflows of productive investments that create Australian jobs and increase living standards.

Foreign Policy White Paper chapters Portfolio Budget Statements programsOur agenda for opportunityGlobal cooperation


Organisations

Delivery partners

We are working to support a more competitive and resilient Australian economy and to facilitate trade. We do this through our work with Austrade, Tourism Australia, the Export Finance and Insurance Corporation (Efic), the Australian Centre for International Agricultural Research (ACIAR) and a range of departments, including Home Affairs, Industry, Innovation and Science, Agriculture and Water Resources, Education and Training, and the Treasury.


Delivery strategy

Advocacy and negotiations to open markets, resist protectionism and support the rules-based trading system.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Effectiveness in supporting the global rules-based trading system and opening markets. • • • • Assessment

Delivery strategySupporting Australian businesses to secure opportunities globally, including through free trade agreements and advancing regional trade and investment integration.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Increased opportunities for Australian businesses. • • • • Assessment


Concluded free trade agreements with countries that account for over 80 per cent of Australia’s trade by 2020. • Delivery


Delivery strategyContribute to domestic economic policy that improves Australia’s international competitiveness.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Extent to which international competitiveness on trade and investment is factored into Australian economic policy settings.


Delivery strategyStrengthen economic and commercial diplomacy to support Australian businesses, and ensure domestic advocacy to build support for trade and investment.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Positive trade and investment outcomes supported by the department’s economic and commercial diplomacy, and domestic advocacy efforts.



Priority Function 3: Keep Australia and Australians safe and secure We work to protect our borders and ensure Australia remains one of the safest countries in the world, despite the diverse range of risks that threaten our security, our freedom and our values. The department will continue to ensure the strength and vitality of our alliance with the United States. We will also enhance our diplomatic engagement on a broad range of security issues—including preventing and countering the use of nuclear, chemical and biological weapons, securing stronger counter-terrorism and counter violent extremism cooperation, and reducing the threat of people smuggling and incidences of human trafficking in the Indo-Pacific. Key to this will be the ongoing efforts of the department’s Ambassadors for Counter-Terrorism, Cyber Affairs and People Smuggling and Human Trafficking.

Foreign Policy White Paper chapters Portfolio Budget Statements programsKeeping Australia and Australians safe, secure and freeGlobal cooperationA shared agenda for security and prosperity


Organisations

Delivery partners

We will continue to work closely with a range of Australian agencies interested in the international and domestic security space – including Home Affairs, Defence, = Australian intelligence agencies, the Attorney-General’s Department, the Australian Federal Police, state police, and state and territory governments. The department also works with agencies to guard against attempts by foreign governments and their proxies to exert inappropriate influence on Australia, and to undermine our sovereign institutions and decision-making.


Delivery strategy

Work with international and domestic partners to promote Australia’s counter-terrorism interests through effective international advocacy, cooperation and capacity building.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Effective counter-terrorism outcomes delivered through international and domestic engagement that promote Australia’s security interests.


Delivery strategyPromote international norms of safe, orderly and regular migration.


Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Increased participation by states and United Nations agencies in the Bali Process, Alliance 8.7 and other multilateral migration organisations and agreements in line with Australia’s interests.


Delivery strategyImplement the International Cyber Engagement Strategy, including a program of cyber capacity building assistance.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Australia’s advocacy for an open, free and secure cyberspace helps shape a peaceful and stable online environment, and enhances the ability of regional partners to take advantage of online opportunities.


Delivery strategyMaintain and strengthen global weapons of mass destruction (WMD) non-proliferation and conventional weapon arms control arrangements.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Successful promotion of Australia’s strategic interests related to WMD and conventional weapon risks, including through our multilateral engagement, implementing our related treaty obligations, and effectively chairing the Australia Group.



Priority Function 4: Deliver an innovative development assistance program Australia’s development assistance program is a reflection of our values and an investment in the stability and prosperity of our region and the world. Our assistance alleviates suffering and serves Australia’s national interests by helping countries to advance economic reform, build resilience to natural disasters and economic shocks, guard against the spread of infectious diseases and counter growing violent extremism. We will continue to support better state capability to improve governance, reduce poverty and promote inclusive economic growth. The development program will also magnify the influence Australia brings to bear on pressing regional and global problems, including efforts to meet the Sustainable Development Goals. The department will continue to lead Australia’s efforts to help prepare for, and respond to, disasters, particularly in the Indo-Pacific. The department reports annually on aid effectiveness through the Performance of Australian Aid report.1

Foreign Policy White Paper chapters Portfolio Budget Statements programsA stable and prosperous Indo-PacificGlobal cooperationA shared agenda for security and prosperityPartnerships and soft power

1.2 Official Development Assistance (ODA)

1.3 ODA – Multilateral Replenishments

Delivery partners

The department will continue to work with numerous entities across our portfolio, the Australian Government, state and territory governments, business and civil society.


Delivery strategy

Focus Australia’s development assistance predominately on the Indo-Pacific to promote the national interest of a stable and prosperous region.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Australian interests are promoted by our development program, including enhanced sustainable economic growth and poverty reduction in the Indo-Pacific.

• • • •

Assessment, including evaluations

, Aid Quality

Checks and Aid

Program Performance Reports

1 http://dfat.gov.au/about-us/publications/Pages/performance-of-australian-aid-2015-16.aspx


90 per cent of country attributable aid spent in the Indo-Pacific. • • • • Delivery


Delivery strategyManage the aid program effectively, efficiently and transparently to deliver results and value for money.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

An effective, transparent and efficient aid program in line with the Australian aid program’s performance framework, Making Performance Count.

• • • •

Assessment, including evaluations

, Aid Quality

Checks and Aid

Program Performance Reports

Delivery strategy

Lead the government’s response to humanitarian crises and conflicts in the Indo-Pacific and beyond, and enhance the capacity of national governments, regional and multilateral organisations, and community organisations to be better prepared, able to manage displaced populations, and able to respond and recover from crises.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Timely and effective responses to humanitarian crises, including an enhanced Indo-Pacific ability to prepare, respond and recover from crises.

• • • •Assessment, including evaluations

.


Priority Function 5: Advance global cooperation Australia’s interests are strongly served by acting with others to support a rules-based international order. We will work with major powers and like-minded partners, and in coalitions to advance and protect Australia’s interests, including in multilateral fora. The department will promote and protect the international rules that support stability and prosperity and enable cooperation to tackle global challenges. We will use a systematic and sophisticated approach to soft power to increase our influence and project an accurate, positive and contemporary image of Australia and our policies.

Foreign Policy White Paper chapters Portfolio Budget Statements programsA stable and prosperous Indo-PacificGlobal cooperationA shared agenda for security and prosperityPartnerships and soft power

1.1 Foreign Affairs and Trade Operations

1.4 Payments to International Organisations

1.5 New Colombo Plan1.6 Public Information Services and

Public Diplomacy

Delivery partners

As with our efforts to promote a stable and prosperous Indo-Pacific, global cooperation will require ongoing coordination and partnerships with a broad range of Australian Government agencies, bilateral and multilateral donors, private sector organisations, non-government organisations and civil society groups.


Delivery strategy

Further Australia’s interests, including to promote and protect the rules and institutions that support stability and prosperity, and enable cooperation tackle global challenges.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Australia helps shape the evolution of institutions, rules and forms of cooperation in line with our national interests. • • • • Assessment

Delivery strategyPursue a regionally integrated and global approach to key cross-cutting and transitional issues, such as education, health, human rights, gender equality, disability inclusion, stability, and environmental problems that directly affect Australia’s interests.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method


Australian bilateral, regional and multilateral engagement successfully promotes Australia’s interests and values, including in the Indo-Pacific, Europe, the Middle East, Latin America, North America and Africa.



Delivery strategyProject a positive and contemporary image of Australia, and promote a clear understanding of Australian policies, objectives and engagement with the Indo-Pacific region through the department’s soft power activities.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Soft power initiatives further Australia’s interests and influence. • • • • Assessment

Delivery strategyEffective diplomatic engagement with other foreign services, including through ensuring the security and protecting the dignity of foreign representatives in Australia.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

The diplomatic and consular corps posted or accredited to Australia are satisfied with the delivery of protocol services. • • • • Survey


Priority Function 6: Support Australians overseasAustralians are travelling overseas in unprecedented numbers. The department aims to ensure this engagement progresses as smoothly as possible. To this end, the Australian Passport Office (APO) will continue to provide Australians world-class, secure and interoperable passports. The department’s consular services will provide information and advice to empower Australians to help themselves while overseas. When Australians face problems, the department will provide appropriate consular services – including during crises. The department will cooperate with private sector and international partners, as well as across government, to broaden our reach and extend our capacity to advise and assist. The department’s Global Watch Office will provide a 24/7 capability to monitor and initiate response to international events that affect Australian interests.

Foreign Policy White Paper chapters Portfolio Budget Statements programsKeeping Australia and Australians safe, secure and free

2.1 Consular Services2.2 Passport Services

Delivery partners

We partner with Australia Post to make passport services, including applications and interviews, more efficient and convenient for Australian citizens. The Department of Human Services manages our telephone client services. Overseas, Austrade and Canadian missions provide passport and consular services in locations without a DFAT presence.


Delivery strategy

Provide Australians with timely access to secure international travel documentation through the delivery of high-quality passport services.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

The department maintains a high standard in processing passport applications, investigating and prosecuting fraud: 95 per cent of passports processed within

10 business days 98 per cent of priority passports

processed within two business days 100 per cent of identified high risk

passport applications scrutinised by specialist staff

90 per cent of administrative investigations finalised within five business days, and

95 per cent of referrals to prosecuting authorities accepted for prosecution

• • • • Delivery


Clients are satisfied with passport services – including online services – and the department’s security standards (report against objectives outlined in the 2017-18 DFAT Portfolio Budget Statements): 70 per cent of applications online 85 per cent satisfaction rate with

Australian Passport Information Service from client survey, and

85 per cent satisfaction rate of overall passport service from client survey

• • • • Delivery, survey

Australian passport security remains world leading, including through the delivery of the Passport Series R by 2020–21. • • • •

Assessment, delivery of Passport Series R

Delivery strategyProvide Australians with high quality consular and travel advisory services.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Timely, effective delivery of consular services to Australians overseas, including during crises. • • • • Assessment

Timely and accurate travel information provided to the public. • • • • Assessment

Delivery strategyCoordinate whole-of-government responses to large-scale crises involving conflict, civil unrest, natural disasters or terrorist incidents. Prepare for crises through Crisis Action Plans (CAPs) and through consular contingency planning for major events and high-risk scenarios.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Timely, effective and well-coordinated implementation of whole-of-government responses to large-scale crises overseas. • • • • Assessment


Priority Function 7: Provide a secure and effective overseas presenceCrucial to Australia’s influence is the quality and reach of our diplomacy. Australia’s global diplomatic network enables Australia to pursue its interests and help Australian business and citizens overseas. The department operates at 107 posts overseas and in every Australian state and territory. The department will work to ensure a secure Australian Government presence overseas through the provision of: security services, protected information and communications technology infrastructure, and an efficiently managed overseas property estate that meets the government’s requirements.

Foreign Policy White Paper chapters Portfolio Budget Statements programsFoundations for success 1.1 Foreign Affairs and Trade

Operations3.1 Foreign Affairs and Trade Security

and IT3.2 Overseas property

Delivery partners

The department works closely with all other portfolio and government agencies that form part of the Australian overseas network. Austrade plays a key role in managing a number of Australia’s overseas missions, including security, ICT and property requirements.


Delivery strategy

Strengthened protective security measures commensurate with the evolving international security environment.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Effective protective security guided by the DFAT Security Framework.

• • • •Assessment,

and implementatio

n of ANAO recommendati

ons

Delivery strategyContemporary and innovative security training and communications program, and widespread use of the DFAT Security Framework, contributing to a robust security culture across the department’s global network.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method


Staff engagement with security materials and products, and evidence of risk-based decision making on security issues using the DFAT Security Framework security risk management tools.

• • • •Assessment,

and delivery of ANAO

recommendations


Delivery strategyDeliver and maintain accessible, reliable and secure ICT systems and infrastructure that meet Australian Government requirements.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

Fit-for-purpose and secure ICT systems which support enhanced efficiencies. • • • • Assessment

Delivery strategyEfficient and effective management of the overseas and domestic estates that meets the government’s requirements and maintains property conditions and building services.

Performance measure

2018-19

2019-20

2020-21

2021-22 Method

The construction and refurbishment of departmental overseas property estate completed within agreed timeframe. • • • • Assessment

Asset Management Plans are in place for all owned properties in the overseas estate. • • • • Delivery

Satisfaction ratings on the performance of the service provider and the Overseas Property Office. • • • • Survey

Management and refurbishment of the domestic property portfolio, including the State and Territory Offices, to meet government requirements and deliver operational efficiencies.



2018-19 dfat corporate plan · web viewto this end, the australian passport office (apo) will...

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