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Attorney-General’s DepartmentCorporate 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 safety18

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 Attorney-General 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 cost-effective 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.


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 community impact

Community satisfaction with, and awareness of, national security strategies.


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


Total instances of national security policy advice, programme work and legislative change that are on time, within budget, and meets requirements


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.


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.



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.


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


Total instances of civil justice policy advice, programme work and legislative change that are on time, within budget and meets requirements.


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.


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.



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.


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


Total instances of criminal justice policy advice, programme work and legislative change that are on time, within budget and meets requirements.


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.


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.



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.


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


Total instances of policy advice, programme work and legislative change that are on time, within budget and meets requirements.


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.


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.



Deaths and total asset loss from emergency events, excluding road crashes.


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


Total instances of emergency management policy advice, programme work and legislative change that is on time, within budget and meets requirements.


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.


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.



Access to quality artistic and cultural experiences and skills development opportunities.


Stakeholder satisfaction with the department’s effectiveness in supporting participation in, and access to, the arts.


Total instances of policy advice, programme work and legislative change that are on time, within budget and meets requirements.


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.


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.



Stakeholder and client feedback on satisfaction and quality of collaboration to achieve significant whole-of-government objectives.


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 cross-cutting 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 long-established 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.

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