Attorney-General S Department Corporate Plan 2016-17

Attorney-General’s Department

Corporate Plan 2016–17

978-1-925290-22-6 (Print)

978-1-925290-23-3 (Online)

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Commercial and Administrative Law Branch

Attorney-General’s Department

3–5 National Ct.

BARTON ACT 2600

Call: 02 6141 6666

Email:

Contents

Secretary’s statement

The role of the Attorney-General’s Department

Strategic priorities 2016–20

Support the Attorney-General as First Law Officer by providing high-quality legal services to the Commonwealth
Protect Australia by delivering effective national security policies, legislation and programmes
Maintain an efficient and effective Commonwealth justice system
Pursue national responses to serious and organised crime, and improve community safety
Enable a free society with balanced rights, freedoms and responsibilities
Provide national leadership in emergency management

Secretary’s statement

Asthe accountable authority of the Attorney-General’s Department, I am pleased to present the 2016–17 corporate plan, which covers the periods 2016–17 to 2019–20, as required under paragraph 35(1)(b) of the Public Governance, Performance and Accountability Act2013.

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

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

Chris Moraitis PSM

Secretary

The role of the Attorney-General’s Department

Our purpose is to achieve a just and secure society

The department supports the Attorney-General as First Law Officer. The Attorney-General is the chief legal adviser to government and minister responsible for national security. We also support the Minister for Justice in relation to counter-terrorism, law enforcement, criminal justice and emergency management.

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

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

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

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

Our strategic priorities for 2016–20

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

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

3. Maintain an efficient and effective Commonwealth justice system.

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

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

6. Provide national leadership in emergency management.

Our strategic context

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

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

A changing environment

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

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

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

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

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

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

Capability

People

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

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

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

Funding

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

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

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

Budget projections

Administered 1, 2, 3 / Estimated actual expenses in $’000
PBS Outcomes
A just and secure society through the maintenance and improvement of Australia’s law and justice framework and its national security and emergency management system / 2016–17 / 2017–18 / 2018–19 / 2019–20
477,297 / 367,675 / 317,861 / 321,831
Departmental 4 / Estimated actual expenses in $’000
PBS Outcomes
A just and secure society through the maintenance and improvement of Australia’s law and justice framework and its national security and emergency management system / 2016–17 / 2017–18 / 2018–19 / 2019–20
354,190 / 357,504 / 355,768 / 360,308

Information from 2016–17 PBS

Excludes special appropriation and special accounts
Excludes expenses not requiring appropriation in the budget year
Excludes expenses not requiring appropriation in the budget year and special accounts
Includes expenditure against appropriations and independent revenues

Technology

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

support the department’s evolving business needs and enable innovative use of technology applications and devices in everyday operations
support our partners, including by providing ICT networks that support security needs
reduce duplication across government in line with long-established goals.

Partnerships

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

How we approach risk

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

Our approach to risk is underpinned by the following:

a risk management framework, based on the Commonwealth Risk Management Policy, AS/NZS ISO 31000: 2009, Risk Management Principles and Guidelines, and informed by the Comcover Better Practice Guide: Risk Management
a strategic risk register monitored regularly by the Executive Board
regular and comprehensive review and reporting to senior management and the Audit and Risk Management Committee
a fraud control plan, which accords with the Commonwealth Fraud Control Guidelines 2014
an internal audit program, mapped to the department’s strategic risks.

Strategic priorities 2016–20

Relationship between Corporate Plan and PBS

Legal
STRATEGIC PRIORITY 1 / Support the
Attorney-General as
First Law Officer, including by providing high-quality legal advice to the Commonwealth / PBS objectives:
Programme 1.1
Programme 1.2
Programme 1.3
Programme 1.9 / Civil Justice and Legal Services
National Security and Criminal Justice
Australian Government Solicitor
Royal Commissions
Security
STRATEGIC PRIORITY 2 / Protect Australia by delivering effective national security policies, legislation and programmes / PBS objective:
Programmes 1.2 and 1.7 / National Security and Criminal Justice
Justice
STRATEGIC PRIORITY 3 / Maintain an efficient and effective Commonwealth justice system / PBS objective:
Programme 1.1
Programme 1.4
Programme 1.5
Programme 1.6
Programme 1.9 / Civil Justice and Legal Services
Justice Services
Family Relationships
Indigenous Legal and Native Title Assistance
Royal Commissions
Crime
STRATEGIC PRIORITY 4 / Pursue national responses
to serious and organised crime, and improve community safety / PBS objectives:
Programmes 1.2 and 1.7 / National Security and Criminal Justice
Rights
STRATEGIC PRIORITY 5 / Enable a free society with balanced rights, freedoms, and responsibilities / PBS objective:
Programme 1.1
Programme 1.4
Programme 1.6 / Civil Justice and Legal Services
Justice Services
Indigenous Legal and Native Title Assistance
Emergencies
STRATEGIC PRIORITY 6 / Provide national leadership in emergency management / PBS objective:
Programme 1.7
Programme 1.8 / National Security and Criminal Justice
Australian Government Disaster Financial Support Payments

Performance assessment

Measuring our success
The department’s performance framework (used for both the corporate plan and the PBS) comprises four key performance indicators under which are performance metrics related to each strategic priority.
We evaluate our performance through a stakeholder survey, plus internal and external data. A substantial part of the department’s work is done in collaboration with government, community and business stakeholders. Our key measure is their satisfaction with our work and the results we achieve together. / Key performance indicators

our community impact
our effectiveness in achieving objectives
our efficiency in meeting goals
our professionalism, skills and commitment.

Legal

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

STRATEGIC PRIORITY 1
Support the Attorney-General as First Law Officer by providing high-quality legal services to the Commonwealth.
PLANNED ACTIVITY 2016–17

support the Attorney-General as First Law Officer and the Solicitor-General as Second Law Officer in their roles as counsel and legal adviser to the Commonwealth
provide high-quality legal services to the Government, Cabinet and Commonwealth agencies
enable AGS to remain competitive in the contestable government legal services market and be the model practitioner in government related law
oversee and coordinate significant legal policy issues affecting the Commonwealth, in particular those concerning constitutional, cross-jurisdictional or international matters
provide legal and policy advice on issues involving public international law
provide support for the Commonwealth’s engagement with Royal Commissions
progress the review of Commonwealth legal services, aimed at ensuring the effective provision of quality legal services to the Government.

PERFORMANCE MEASUREMENT 2016–20
KPI 1
Our effectiveness in achieving objectives
Measure
Stakeholder and client satisfaction with our effectiveness and the quality
of our legal services
Goal for 2016–17
Satisfaction rating of 80% / KPI 2
Our efficiency in meeting goals
Measure
Legal and legal policy advice completed
Goal for 2016–17
Work meets all requirements / KPI 3
Our professionalism, skills and commitment
Measure
Stakeholder and client satisfaction with the professionalism, skills and commitment of our staff
Goal for 2016–17
Satisfaction rating of 80%

Security

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

STRATEGIC PRIORITY 2
Protect Australia by delivering effective national security policies, legislation and programmes.
PLANNED ACTIVITY 2016–17

develop and implement counter-terrorism legislation reforms
develop strategies and activities to counter violent extremism, and engage with jurisdictions on intervention and diversion programmes and community referral pathways
support the Australian intelligence community through legislative reviews and policy development and implementation
engage internationally to enable operational and policy cooperation, and support capability building of relevant counterpart agencies
implement programmes, reviews and reforms in the areas of cyber security, critical infrastructure, telecommunications, interception reform, facial biometric matching, and identity security
operate the Australian Government Crisis Coordination Centre and National Security Hotline to coordinate national responses to crises and disasters and provide a single point of contact for the public to report possible signs of terrorism
provide incident response and information exchange through the Computer Emergency Response Team
undertake strategic security and risk planning and coordination for ANZAC commemorative services, the Rugby League World Cup 2017 and Gold Coast Commonwealth Games 2018.

PERFORMANCE MEASUREMENT 2016–17
KPI 1
Our community impact
Measure
Satisfaction with and awareness of national security strategies
Goal for 2016–17
Satisfaction rating of 80% / KPI 2
Our effectiveness in achieving objectives
Measure
Stakeholder and client satisfaction with the effectiveness of the department’scontribution to national security
Goal for 2016–17
Satisfaction rating of 80% / KPI 3
Our efficiency in meeting goals
Measure
National security policy advice, programme work and legislative changes
Goal for 2016–17
Work meets all requirements / KPI 4
Our professionalism, skills and commitment
Measure
Stakeholder and client satisfaction with the professionalism, skills and commitment of staff delivering national security initiatives
Goal for 2016–17
Satisfaction rating of 80%

Justice

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

STRATEGIC PRIORITY 3
Maintain an efficient and effective Commonwealth justice system.
PLANNED ACTIVITY 2016–17

develop options to implement a plebiscite on same-sex marriage
continue to develop and implement ways to respond to family violence in the family law system
implement further reforms to the federal courts systems to improve their efficiency and funding arrangements
support implementation of the amalgamation of Commonwealth administrative law tribunals through leading inter-agency reviews of the AAT’s appropriation arrangements and the legislative framework governing practice and procedure at the AAT
support a review of the operation of the sunsetting regime that applies to legislative instruments
support ongoing development of commercial law and policy, including in areas of personal property securities and personal insolvency (bankruptcy)
continue to ensure safe systems of cooperation among nations for inter-country adoption.

PERFORMANCE MEASUREMENT
KPI 1
Our community impact
Measure
Australia’s regional and global position on civil justice (Factor 7) in the World Justice Project’s Rule of Law Index measuring how the rule of law is experienced by the public of countries around the world
Goal for 2016–17
Position of 15 or above
(maintain or improve current position) / KPI 2
Our effectiveness in achieving objectives
Measure
Stakeholder and client satisfaction with the department’s effectiveness in maintaining the Commonwealth justice system
Goal for 2016–17
Satisfaction rating of 80% / KPI 3
Our efficiency in meeting goals
Measure
Civil justice policy advice, programme work and legislative changes
Goal for 2016–17
Work meets all requirements / KPI 4
Our professionalism, skills and commitment
Measure
Stakeholder and client satisfaction with the professionalism, skills and commitment of staff involved in maintaining the Commonwealth justice system
Goal for 2016–17
Satisfaction rating of 80%

Crime