CORPORATE PLAN 2019–20 covering 2019–20 to 2022–23 ISSN 2205-2534 Contents © Commonwealth of , Australian Federal Police, 2019 Commissioner’s foreword ...... 2

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Unless otherwise noted, copyright (and any other intellectual property rights, if any) Purpose ...... 5 in this publication is owned by the Commonwealth of Australia (referred to below as the Commonwealth). Operating environment ...... 8

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Maximising operational impact ...... 9

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Internet: For general information, go to the AFP website: www.afp.gov.au. 1 Commissioner’s foreword

AFP Commissioner

As the accountable authority for the Australian Federal Police (AFP), ■ Ensuring we have a capable and future ready AFP, with the right people, Andrew Colvin APM OAM I present the AFP Corporate Plan 2019–20, which covers the four-year period processes, technology and infrastructure to meet today’s needs and into from 2019–20 to 2022–23 as required under section 35(1)(b) of the Public the future. Governance, Performance and Accountability Act 2013. I endorsed a revised risk management framework earlier this year. This framework is an essential component of achieving our objectives by engaging This plan incorporates a sustained commitment to position the AFP as a and managing risk as an intrinsic part of our day to-day work. It is also vitally progressive and capable law enforcement agency, prepared to meet the important to enhance the safety and well-being of our staff and the broader future crime challenges of tomorrow. The threat from terror remains while community. Under the new framework, the AFP has reanalysed its entity-level the nature of crime evolves, posing new complexities to navigate together risks to create an updated risk profile clearly linking our objectives to the with our existing responsibilities. Developing and managing capabilities and challenges and opportunities faced by the AFP. This work and the ongoing working with our partners to achieve this, enables the AFP to perform in this monitoring of our risk through business as usual processes will provide the AFP environment. The Department of Home Affairs plays an important role in this with a greater understanding of our risk exposure in the dynamic environment process and as the portfolio matures the AFP will continue to reap the benefits in which we operate. of stronger collaborations. I am proud to lead the AFP and help ensure that we remain at the forefront The evolution of the AFP’s performance framework has provided us with the of Australia’s law enforcement and efforts in policing for a opportunity to assess the valuable contribution that disruption and prevention safer Australia. activities can provide in achieving the AFP’s objectives. We remain committed to embedding these activities in our operational strategies and deepening relationships with partners to allow us to prevent and disrupt crime and other threats before they occur, domestically and offshore. To give effect to our vision of Policing for a safer Australia, we have defined three key goals:

■ Achieving maximum operational impact, through preventing, disrupting and responding to threats and promoting community confidence. This includes ensuring our priorities are actively informed by the Ministerial Direction Andrew Colvin APM OAM and reflect the policing and national security environment we operate in. August 2019 Further, our operational responses must reflect community values and promote the rule of law.

■ Promoting cultural and organisational health, by further developing our inclusive, diverse and safe workplace. It is important that we represent our community and harness the inherent abilities of all of our staff. We need to ensure we are looking after ourselves to enable us to do our job and support the communities we serve.

2 3 As Australia’s national policing agency, Department of Home Affairs Purpose we protect and Australia’s interests.

As Australia’s national policing agency, the AFP is a key member of the Australian Home Affairs Portfolio law enforcement and national security community, leading policing efforts to keep Australians and Australian interests safe, both at home and overseas. The AFP is an agency within the Home Affairs Portfolio. The Home Affairs Portfolio integrates Australia’s federal law enforcement, national and transport security, criminal This is encapsulated in the AFP’s vision statement – Policing for a safer Australia. justice, emergency management, multicultural affairs and and border- The AFP’s functions are listed in section 8 of the Australian Federal Police Act 1979 related functions to strengthen the strategic policy, planning and coordination that (AFP Act)1. This includes responsibilities under the Witness Protection Act 1994 and the support our operations. The Portfolio brings together the strengths of individual Proceeds of Crime Act 2002 and is also informed by an associated Ministerial Direction agencies, continuing to coordinate efforts to shared risks to creation of a safe, secure, articulated under subsection 37(2) of the AFP Act. prosperous and united Australia through close cooperation and sustained joint activity. The Portfolio continues to combat threats to national security. Through modernising The AFP provides policing services for the Australian Capital Territory and Australian trade and travel, the Portfolio contributes to Australia’s prosperity and ensures we external territories and protects Australian high office holders, foreign dignitaries, remain economically competitive in an increasingly complex environment. infrastructure and designated airports. The AFP works closely with international partners to disrupt crime overseas and support global security and regional stability. The structure of the outcomes and programs, as published in the AFP Portfolio Budget Statements (PBS)2, is shown overleaf. To achieve the above outcomes, the AFP has defined three goals:

■ Achieve maximum operational impact

■ Promote cultural and organisational health

■ Deliver a capable and future ready AFP Underpinning the three goals are seven objectives. These objectives further define our goals into matters that are clear and measurable and understandable for our staff and stakeholders.

1 www.legislation.gov.au/details/C2016C00710

2 https://www.homeaffairs.gov.au/reports-and-publications/reports/budgets/2019-20 4 5 Delivering on our vision, purpose, through meeting our goals outcomes and programs and objectives

Vision Policing for a safer Australia Achieve maximum operational impact Goals

Mission As Australia’s national policing agency, Promote cultural and organisational health we protect Australians and Australia’s interests Deliver a capable and future ready AFP

Outcomes Outcome 1 Outcome 2 Our insights into our Our organisation and its Objectives Reduced criminal and A safe and secure organisation, capabilities, employees are healthy, safe security threats to environment through policing effects and future and well Australia’s collective policing activities operating environment economic and societal on behalf of the are influential Our people, capabilities and interests through Australian Capital resources are effectively cooperative policing Territory Government services Our values are embodied applied against threats by the organisation and its people Our people have the right Programs Program 1.1 Program 2.1 skills, qualifications, are Federal Policing and ACT Community Our community, in the right place, at the Portfolio Budget Statements Budget Portfolio National Security Policing* government and right time stakeholders have confidence in us *This plan does not cover the Our process, technologies details of ACT Community and infrastructure are Program 1.2 Policing, which is subject to a International Police separate purchasing agreement equipped to meet the with the ACT Government: www. challenges of today and Assistance police.act.gov.au/about-us/ government-directions the future

6 7 Operating environment

The pace of criminal, social and technological change is rapid. It is driven by technical ■ The prevention of harm to Australians and Australia’s interests

innovation and widespread social adoption and acceptance of new technologies. ■ Minimising harm via disrupting threats at the first available opportunity These technologies are generating great community benefits, but also providing new ■ Responding to the manifestation of threats in the most efficient and effective opportunities for criminal exploitation. Increasingly this is being categorised by criminal manner to minimise harm, enable recovery, promote community resilience and and societal threats that are transnational in nature and operate across traditional state support the rule of law. and national boundaries. As Australia’s national policing agency this approach will inform ongoing Other threats continue to emerge surrounding global trade and geopolitical tensions, deliberations around: wealth inequality, climate change and political instability etc. These threats have the potential to impact policing directly such as via contributing to increased movements ■ Ensuring the AFP is the most appropriate agency to address an agreed threat of people, severe weather events or through interruptions to essential services such as ■ Determining the optimum time to intervene to prevent or minimise harm

fresh water, electricity and infrastructure. ■ Identifying where the threat is best addressed (e.g. domestically or internationally)

Our priorities are informed by the AFP Act, Ministerial Direction and by the policing ■ Delivering the most effective organisational approach to address harm that best and national security environments we operate in. These priorities however, must utilises our people and capabilities

remain highly responsive to the evolving operating and threat environment. They must ■ Supporting and harnessing our domestic and international partnerships to be informed by influential insights into our organisation, capabilities, policing effects address threats. and future operating environment. This will ensure our priorities remain contemporary and that we will be able to effectively detect and understand threats, deliver the most Maximising operational impact appropriate organisational response and ensure we continue to protect Australians and In order to ensure that AFP resources are applied for maximum operational impact Australia’s interests. against threats, opportunities and priorities the AFP has articulated the following areas of focus: Our approach ■ Countering terrorism In recent years, changes in the operating environment, combined with the successes of ■ Disrupting criminal networks our organisation, have contributed to increased demand for and scope of AFP services. As a consequence, while the reality of competing priorities is not new to the AFP, their ■ Leading national responses to human exploitation frequency and complexity is now contributing to increased pressures upon our people, ■ Combating economic and serious crimes

capabilities and organisational health. ■ Countering cybercrime

In order to sustainably manage these demands and ensure our people, capabilities and ■ Protection of assets, persons and aviation

resources are effectively applied against what matters most, the AFP has formalised an ■ Policing communities operating approach. This approach outlines how the AFP as a policing agency, can best Within each of these priority areas organisational strategies will articulate the AFP’s apply our limited resources and capabilities via prioritising: unique role, approach and vision of success surrounding the detection, prevention, disruption and response to threats to Australians and Australia’s interests.

8 9 Countering terrorism Disrupting criminal networks Recent domestic, regional and global events highlight that terrorism will continue to be Australia is experiencing an increase in organised criminal entities operating within our an enduring threat to the safety and wellbeing of Australians at home and abroad. The borders. These entities operate transnationally. They are better organised and deploy most likely form of a terrorist threat in Australia is generated from a small number of better technology to facilitate the movement of illicit goods, including drugs, firearms, extremists, principally lone actors or small groups, undertaking an unsophisticated low child exploitation material and funds. capability attack using simple tactics. While this is the most likely form of attack, more Serious and organised crime is international in nature, technology-enabled and complex and coordinated attacks cannot be ruled out. increasingly, functions as a business. As criminals continue to exploit technological advancements and globalisation, their activities have the ability to target thousands The AFP’s ability to detect, prevent and disrupt this threat is made more difficult as of Australians simultaneously from anywhere in the world. Profits generated from the time taken from radicalisation to attack planning and carrying out an attack is serious and organised crime in Australia are enormous and rival those of multinational increasingly getting shorter. This is further complicated as groups and individuals corporations. The cost of organised crime to Australia is conservatively estimated at $36 continue to take advantage of new technologies such as encrypted communication billion per year3. applications and readily available instructions on the internet on how to undertake The Telecommunications and Other Legislation Amendment (Assistance and Access) different attacks. Act 2018 provides a framework through which the AFP and the modern communications The threat from Australian foreign fighters seeking to return home from conflict zones industry can work together to address technological obstacles to investigations into poses a significant risk. Many of these individuals possess the skills, experience serious crimes and national security threats. This amendment has assisted in the and a predisposition to violent action. The management of foreign fighters and disruption of serious criminal networks. their families requires a holistic international and domestic collaborative response. These legislative developments and regulatory controls must be supported by Responses to incidents involving Australians or Australian interests will require greater innovation in policing responses, and building resilience in potential targets through cooperation and collaboration with domestic and international law enforcement and a range of collaborative measures and partnerships. Working in collaboration with intelligence partners. private industry, our national and international law enforcement partners, Australian intelligence partners and the community is, and must be, an enduring strength to Managing risks associated with violent extremism requires a coordinated, considered counter the threat. Through effective risk management the AFP can exploit opportunities and comprehensive national response. This will be achieved through ongoing to address the evolving crime threat environment. engagement with state, territory and international police and community and religious The Council of Australian Governments agreed to the National Strategy to Fight leaders to manage those vulnerable to radicalisation. Collaboration across sectors is Transnational, Serious and Organised Crime on 12 December 2018. The National required to identify and manage persons vulnerable to radicalisation or radicalised Strategy provides the framework for governments, the private sector, civil society individuals. Additionally, the AFP’s engagement with other stakeholders, such as the organisations, academia and the community to work together to secure Australia’s private sector and academia will remain crucial in supporting the national response to national interests in combating transnational, serious and organised crime (TSOC). It terror and security threats. This will be an enduring focus and will increasingly include assists us to focus our effort with our partners, offshore, at our border and onshore to individuals returning from conflict zones, and those in the correctional and criminal prevent, disrupt and respond to TSOC. justice systems.

10 3 https://www.acic.gov.au/about-crime/crime-types 11 Leading national responses to address human exploitation Combating economic and serious crimes The AFP is experiencing increased pressure to lead a national response to crimes The AFP has primary law enforcement responsibility for investigating economic and affecting vulnerable peoples and communities in Australia and overseas. Countering the serious crime against the Commonwealth. This includes, but is not limited to, fraud, proliferation of child exploitation, people smuggling and human trafficking represents a money laundering, counterfeiting and corruption. The AFP is proactively seeking to significant challenge to the AFP. address these activities through bolstering efforts to prevent, detect and disrupt these multi-dimensional crimes. This will be achieved through enhanced intelligence, Unfortunately, there continues to be a rise in instances and rates of child exploitation inter-agency liaison, capability development and engaging identified risks. Over the and Australians involved in the abuse of children, both online and in vulnerable next four years the AFP predicts that these crimes will intensify as the criminals continue communities around the world. This increase, much like other crime types, is to target Australia and Australian interests. exacerbated by the rapid advancement in technology and continuous evolution of new methodologies used by criminals. They exploit the internet’s ability to afford privacy, Complex fraud and corruption matters are generally protracted, requiring specialised anonymity and jurisdictional ambiguity to identify and target vulnerable children. skills and significant resources. Fraud and anti-corruption teams provide a robust framework to build inter-departmental and industry engagement to seek to address In response the AFP will focus on prevention and disruption activities as well as these matters collaboratively and effectively. prosecution. This will be achieved through education initiatives, such as ThinkUKnow, partnerships with the private sector and non-government organisations in Australia and overseas, working with victims of crime, and offshore capacity building in key destination and source countries. This also includes our leadership of the Australian Centre to Counter Child Exploitation which will bring together capabilities from across the public and private sectors, as well as civil society, to drive a collaborative national Countering cybercrime response to counter the exploitation of children in Australia. Rapid technological advancement is a key driver of Australia’s economic growth Australia remains a destination country for smuggled and trafficked people. Historically, and prosperity. Unfortunately, the opportunities presented by new technologies the majority of trafficked people identified by the AFP have been women exploited can be exploited by malicious actors who wish to bring harm to Australia and within the sex industry. Recently, more trafficking cases have involved men and women Australian interests. who have been trafficked to Australia for exploitation in a range of employment sectors Over the next four years the risks from cyber security threats are anticipated to other than within the sex industry; including domestic work, hospitality, agriculture significantly increase as technologies such as artificial intelligence, 5G communications and construction industries. Disrupting the flow of trafficked people remains a critical networks and the Internet of Things continue to develop. The quick uptake of new task for the AFP that is only possible with continued international engagement of technologies enables malicious actors to exploit vulnerabilities before effective counter partner states. measures are identified and implemented. These risks are pervasive and impact across all AFP areas of focus.

12 13 Working collaboratively with domestic and international partners across government, industry and academia the AFP seeks to enhance Australia’s cyber capabilities and create a costly, hostile environment for cyber criminals both onshore and offshore. The AFP’s priority areas of responsibility include the investigation of cybercrimes Policing communities against the Commonwealth government, critical infrastructure and other key systems of The effective, ethical and accountable policing of communities underpins the rule of national significance. law and are an essential prerequisite for human and economic development. Within the Australian Capital Territory (ACT), Commonwealth external territories, designated airports and internationally, the AFP’s policing responsibilities are broad. As a democratic, accountable and professional policing agency the AFP seeks to promote an international and regional environment that is stable, peaceful and Protection of assets, persons and aviation prosperous. To achieve this, the AFP will continue to work with local law enforcement As an open and highly integrated economy, Australia relies heavily upon the integrity both in the region and across the globe, building capability through sound governance, of its critical infrastructure. Critical infrastructure is therefore central to Australia’s training, leadership and resource management. This regional engagement is critical to wellbeing, security and prosperity. These assets include airports, ports, Defence meet the expectations of government, the Australian community and our partners. facilities and sensitive Commonwealth government entities. The AFP is also uniquely placed among its Commonwealth partners to deploy Protecting critical infrastructure from threats is a central role for the AFP, which is specialist capabilities within Australia and internationally in support of communities accomplished through the intelligence-informed and threat-based deployment of police responding to natural disasters, major events or significant crime. This includes the and protective service officers, supported by various AFP capabilities. This work not only maintenance of rapid deployment capabilities and an ability to maintain protracted serves to protect against threats but also ensures ongoing community confidence in peacekeeping operations. aviation, nuclear medicine and attendance at Commonwealth facilities and events. Over the next four years the AFP anticipates it will continue to implement its The AFP also underpins democratic processes via protecting the centre of Australian International Engagement Strategy and engage with foreign policy priorities via our Government. AFP ensures the freedom of movement and safety of high office holders, capacity development and police-led diplomacy efforts. diplomatic and consular personnel and other foreign nationals that the Commonwealth The AFP will continue to fulfil its obligations to the ACT providing a high quality deems to be at risk. community policing service for the ACT Government, within the context of this Finally, the AFP also promotes the rule of law by ensuring that ‘at risk’ Commonwealth arrangement and subsequent agreements between the AFP and ACT Government. witnesses are protected from threats and intimidation and are able to effectively participate in judicial processes.

14 15 We are ethical and values-driven, embracing diversity and inclusion. We value fairness, trust, respect, accountability, integrity, commitment and excellence in service to the Cultural and organisational health community and in working with each other.

The remit of the AFP is wide and we are called upon to perform a complex range of roles Elevating health to be an organisational goal demonstrates a commitment to our people and functions, dispersed across various geographic locations both domestically and by restoring and promoting health, and by preventing illness and injury, no matter overseas. We may serve as police officers, protective service officers or as professional the cause. appointees. As a policing organisation our legitimacy and ongoing stakeholder Beyond our staff, it is equally important that we prioritise the health of our organisation. confidence is dependent on our values and professional standards being embodied by In support of this we will continue to progress our work surrounding the development of the organisation and its people. The AFP cannot maintain stakeholder confidence, nor a sustainable funding model. Implementation of this model will be key to better aligning succeed without an enabling culture that values fairness, trust, respect, accountability, the demands on our organisation with resourcing in line with our operating approach integrity, commitment and excellence, in service of the community and for each other. and areas of focus. Further, the model will underpin our future work surrounding our Similarly, promoting cultural and organisational health, by further developing our operating model, capabilities and organisational structure. inclusive, diverse and safe workplace represents an enduring priority. To achieve Less obvious, but no less important, we will continue to improve our governance maximum operational impact we must represent our community and also effectively processes to ensure we are effectively managing our operations, finances, people and harness the talents of the entire community. Equally, we must draw upon the inherent capabilities. We will also ensure that we meet or exceed all external accountability abilities of all of our staff and ensure that we work in a safe environment and are obligations and that we continue to maintain the confidence of the community and encouraged to bring our best selves to work. All our people are committed to self-care other key stakeholders. and our leaders are educated and supportive of delivering a culture of health. A health education framework that enhances self-care knowledge and available support is critical for the future health and wellbeing of our people. The work undertaken by the AFP can be challenging both physically and mentally. As evidenced by the recent work of the ANAO, Phoenix Australia and Beyond Blue, the work our organisation undertakes can expose our people to traumatic events, sustained pressure and irregular working patterns. We need to ensure we are looking after ourselves to enable us to do our job and support the communities we serve. A healthy workplace recognises health as a key capability. For this reason, the AFP Health and Wellbeing Strategy aims to embed health into our thinking, business practices and our culture through a shared responsibility model between individuals, supervisors and the wider AFP.

16 17 Capable and future ready AFP

The ability of the AFP to achieve maximum operational impact and promote The strategy articulates how we will meet these needs into the future. It is for our whole organisational health, both now and into the future, is dependent upon the workforce, showing our leaders, managers and individuals how their roles fit within the appropriateness, strength and depth of our capabilities. These comprise our people, integrated workforce of the future. It demonstrates the AFP’s commitment to building a processes, technology and infrastructure. future, capable workforce, and is a call to action for each member that can be supported and enabled through everyday actions and behaviours. Our people The People Strategy will assist our people in operations, capability or capacity In this our 40th year the AFP has succeeded due to the capability and commitment of development, to deliver operational impact, build effective partnerships and be ready to our people. If we are to continue to succeed into the future, we need to continue to meet the needs of the future AFP. invest in our people, to ensure our people have the right skills, qualifications, are in the right place, at the right time to meet the demands of an ever-changing and complex People initiatives operating environment. In order to ensure our vision is realised, and that people A workforce On 17 September 2018 the AFP Executive Board approved the AFP People Strategy remain our greatest asset, the People Strategy prioritises aligned to 2018–2022 (the People Strategy). The People Strategy outlines how we need to position six areas which support the needs of our workforce capability An environment A secure, and support our workforce to meet future challenges. throughout the employee lifecycle. The six initiatives that harnesses ethical and talent inclusive identified in the strategy support the employee lifecycle environment It is critical that we continue to build an innovative and capability-based workforce, Our and needs of our workforce. people with a strong focus on sustaining critical job roles. Our people programs, policies and strategy enables: processes need to promote and encourage agility and adaptability in the workforce, and The six initiatives are supported by specific actions which A healthy A learning and safe our culture must embrace and leverage diversity and inclusion. are outlined in the People Strategy. Initiatives and actions organisation workforce are designed to be interlinked, to support an integrated Excellence in Doing this effectively will enable our people to build the dynamic environment which leadership and and streamlined approach for individuals, as well as the performance is imperative to achieving our objectives, while helping them to gain the skills and relevant people support areas. capabilities they need to be their best. Through adoption of an integrated workforce model, we are positioning the AFP to make the most efficient and effective use of its people. We seek to optimise the capabilities of both sworn and professional staff, Our processes, technologies and infrastructure with an emphasis on inclusion and flexibility. This includes a mix of police, protective Our processes, technologies and infrastructure elements of capability, support our services officers, technical specialists and support staff to ensure our workforce is people and the AFP to achieve our organisational goals. Possessing appropriate insights multidisciplinary and diverse, revolving around our capabilities and our partnerships. into our organisation, capabilities, policing effects and future operating environment allows the AFP to make better informed decisions about investment and development of enterprise level capability. We do this in partnership with the Home Affairs portfolio, state and territory jurisdictions and private entities, to ensure we are utilising the capabilities of our partner agencies.

18 19 To ensure our processes, technologies and infrastructure are equipped to meet the The AFP’s approach to risk management challenges of today and the future the AFP has developed and is implementing a capability model which consists of 16 agreed capabilities, supported by the following Risk management is about understanding and managing our risk environment and key documents: taking measures, where necessary, to ensure risks are contained to acceptable levels, consistent with our risk appetite and tolerances. ■ Capability Strategy: Provides the strategic intent and sets out the capability framework The AFP is committed to ensuring effective risk management remains central to all of our activities and is a core leadership competency. The aim is to ensure risk management ■ Capability Plan: Mobilises the capability strategy and outlines capability is embedded in our processes and culture, thus contributing to the achievement of our enhancements or change that is planned over the coming years objectives at every level. As capability development does not occur in a vacuum it is vital to understand the wider environment in which the AFP operates be that local, national and international. Managing risk is iterative and ongoing. It assists in setting strategy, achieving objectives Future scanning undertaken by the AFP is used to identify factors that will impact on the and making informed decisions. It is part of good governance and leadership, and is current and future capability requirements of the AFP. The Capability Strategy outlines fundamental to how the AFP is managed at all levels. the systematic process of capability development within the AFP. This ensures we are The AFP has appointed a Chief Risk Officer at the SES Band 3 level, enhancing leadership able to meet the future threats and maximise opportunities from changing technology. aspects of organisational risk management and championing risk awareness and The capability planning process consists of phases that align both the organisational engagement across the organisation, ensuring the AFP maintains a strong risk culture. strategy and the requirements identified by subject matter experts. The AFP’s Risk Profile and Risk Management Framework support effective decision The AFP’s strategic planning process will ensure capability investment is focused making in circumstances of uncertainty. They provide an improved ability to anticipate to meet emerging risks, opportunities and highlights interdependencies and areas change, emerging risk and disruption to AFP operations. They are vitally important for for collaboration. This work will be overseen by the AFP Capability Committee with enhancing the safety and wellbeing of AFP staff and the broader community. appropriate input from the AFP Operational, Finance and People Committees. To complement this work we will continue our implementation of the Technology and Innovation Strategy aimed at ensuring technology is a key contributor to our organisational success. This will further equip and enable our people and capabilities though the provision of functionality, data and insight in the required timeframe and format. Our work on capability to-date has highlighted that our infrastructure also needs to evolve to meet future challenges. Work will continue on the development of new accommodation in and consideration of options for . All of this work will be integrated into an AFP Domestic Property Strategy.

20 21 Strategic initiatives and related activities

Enterprise Risk Management The AFP is progressing enterprise-wide initiatives that are guided by our objectives to deliver against our strategic goals. These goals focus on achieving maximum The AFP continuously seeks to identify, measure and monitor the most material risks operational impact, promoting cultural and organisational health and delivering a across the organisation. The eight enterprise risks that could affect the AFP’s ability to capable and future ready AFP. Achieving our goals provides the means for the AFP to fulfil its vision of policing for a safer Australia are: protect Australians and Australia’s interests. ■ Health, safety and wellbeing

■ Culture, standards and integrity Goals, strategic initiatives and activities

■ Operational outcomes

■ Partnerships and stakeholder engagement Cultural and Maximum Capable and future ■ Effectiveness of AFP capabilities organisational operational impact ready AFP ■ Workforce health

■ Resourcing

■ Information Achieving maximum Promoting cultural and Ensuring we have a In addition to managing these risks as threats to the AFP’s objectives, they are operational impact, organisational health, capable and future ready also engaged as opportunities to be harnessed, making valuable contributions to through preventing, by further developing AFP, with the right people, our outcomes. disrupting and our inclusive, diverse processes, technology responding to threats and and safe workplace. It and infrastructure to meet Risk engagement and oversight promoting community is important that we today’s needs and into confidence. This includes represent our community the future. Each enterprise risk is appointed a risk lead at the SES Band 2 level, who is accountable ensuring our priorities and harness the inherent for managing the risk and reporting quarterly to the AFP’s key committees for oversight. are actively informed abilities of all of our staff. The AFP has recently introduced ‘control owners’ into its Risk Management Framework. by the Ministerial We need to ensure we are Control owners predominantly sit at the SES Band 1 level and are accountable for Direction and reflect the looking after ourselves implementing, maintaining and actively monitoring the effectiveness of key risk policing and national to enable us to do our controls. Control owners report to the risk lead(s). Many of the key controls across security environment we job and support the the organisation are used by appointees to manage risk related to a broad range of operate in. Further, our communities we serve. operational and corporate activities. operational responses The AFP Executive Board, in conjunction with the Audit Committee, provides additional must reflect community risk oversight and assurance. values and promote the rule of law.

22 23 Performance

Maximum Cultural and Capable and operational organisational future ready impact health AFP AFP Performance Framework and Performance Criteria In 2019—20 AFP performance will be assessed by the following 11 performance criteria under two groupings: Major activities 2019–20* ■ Public value and impact (three criteria) Finalise and Implement the Finalise and launch the AFP implement the Crime Action Plan from the Performance Management Strategy ■ Operational outcomes (eight criteria) Threat Strategies 2018–2023 Health 2019–2024 A summary of the measurement method is provided which are supported internally by and Wellbeing business rules and procedural documents. Targets for quantitative measures are given Continue to develop Implement the AFP Capability Strategy Strategy a strengthened for the four-year period of 2019—20 to 2022—23. Targets are either specific goals or Develop an operating model that prioritisation model directional trends to cater for the nature of the measurement method and inherent addresses emerging threats, manages variability of the intended results. risk and aligns with the internal and external environment Performance criteria groups Develop an AFP Domestic Public value and impact Property Strategy 1.1 Community confidence 1.2 Return on investment 1.3 Evaluations

Activities for 2020/21 –2022/23 Operational outcomes Deliver the new Continue Strengthen the connection Prevent Disrupt Respond Enforce prioritisation model implementing the between workforce planning and Action Plan from the organisational strategy to assist 2.1 2.2 2.5 2.7 2018–23 Health and executive decision-making Prevention case Disruption case Response case Enforcement case Wellbeing Strategy studies studies studies studies Develop a sustainable investment 2.3 2.6 2.8 plan aligned to AFP’s prioritisation Disruption numbers Response times Prosecution model and capability planning acceptance rate 2.4 Identify a modern and sustainable Avoidable incidents employment framework that supports an agile, innovative and initiative led organisation

Implement the AFP Performance Management Strategy 2019–2024 * Major activities to be commenced or continued during 2019-20, noting that these activities may not be completed during this period due to delivery methodology. 24 25 Public value and impact performance criteria are associated It is through operational outcomes that AFP investigations Public value with our purpose and are included in our Portfolio Budget Operational are able to have an effect on crime or provide a service to the and impact Statements. The responsibility for making Australia safer and outcomes community. The AFP has four main investigative outcomes; reducing the impact of crime is shared across Commonwealth prevent, disrupt, respond and enforce. The outcomes are not and state agencies, law enforcement, security and other policy necessarily discrete or mutually exclusive and there may be a agencies. Understanding our performance in these areas is number of intermediate and final outcomes from an investigation. critical to knowing if we have met our purpose and made an These performance criteria help us capture the main outcomes impact on the safety of Australia. from each AFP activity. For example, during an investigation there may be several opportunities to prevent and/or disrupt criminal activity and prosecute those involved.

Performance Measurement Target Target Target Target Performance Measurement Target Target Target Target criteria method 2019-20 2020-21 2021-22 2022-23 criteria method 2019-20 2020-21 2021-22 2022-23 PC 1.1 Annual phone survey Prevent Community canvassing public 2.1 Qualitative case studies of confidence opinion to obtain direct Prevention prevention activities undertaken feedback from members (Program 1.1) case studies to provide evidence on our n.a. n.a. n.a. n.a. of the community on 75% 75% 75% 75% successes and identify areas their confidence in the for improvement. AFP’s contribution to law enforcement and Disrupt national security. 2.2 Qualitative case studies of PC 1.2 Benefit/cost analysis of a Disruption disruption activities undertaken Return on selection of AFP activities case studies to provide evidence on our n.a. n.a. n.a. n.a. investment to assess their value. successes and identify areas 1 1 1 1 (Program 1.1) Current activities include for improvement. drug crime, financial crime 2.3 Count of domestic, offshore and and asset confiscation. Disruption online disruptions of criminal PC 1.3 Systematic and in-depth Internal assessments* numbers activity as captured in Case Note Evaluations internal and independent Entries in AFP systems. Reflects 206 Increasing trend Solomon International Timor- TBD (Program 1.2) assessments of programs operational activity where Islands Engagement Leste and strategies that prosecution may not be feasible PDP◊ Strategy PDP◊ provide evidence or cost-effective. to inform mission Independent assessments* 2.4 Count of protection incidents that programming and Timor- International Solomon TBD Avoidable could have been avoided. <2 <2 <2 <2 decision making. Leste Operations Islands incidents PDP◊ Gender PDP◊ Strategy

* Optional – unscheduled evaluations of International Operations that respond to emerging and/or changing operational objectives 26 ◊ Police Development Program 27 Performance Measurement Target Target Target Target criteria method 2019-20 2020-21 2021-22 2022-23 This page is intentionally left blank Respond 2.5 Qualitative case studies of Response disruption activities undertaken case studies to provide evidence on our n.a. n.a. n.a. n.a. successes and identify areas for improvement. 2.6 Proportion of aviation law Response enforcement/security incidents times responded to within timeframes. Priority 1 – within 10 minutes 90% 90% 90% 90% Priority 2 – within 20 minutes 90% 90% 90% 90% Priority 3 – within 120 minutes 95% 95% 95% 95% Priority 4 – within 24 hours 95% 95% 95% 95% Enforce 2.7 Qualitative case studies of Enforcement disruption activities undertaken case studies to provide evidence on our n.a. n.a. n.a. n.a. successes and identify areas for improvement. 2.8 Percentage of AFP cases Prosecution accepted for prosecution by acceptance the CDPP. Based on ongoing rate data recorded in AFP systems TBD Increasing trend including cases accepted for prosecution in the reporting period. 19-1010 28

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