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2017–18 Corporate Plan May 2023

Creative CommonsWith the exception of the Commonwealth Coat of Arms and where otherwise noted all material presented in this document is provided under a Creative Commons Attribution 3.0 Australia licence, available at: http://creativecommons.org/licenses/by/3.0/au/. The details of the relevant licence conditions are available on the Creative Commons website (accessible using the links provided) as is the full legal code for the CC BY 3.0 AU licence, available at: http://creativecommons.org/licenses/by/3.0/au/legalcode.Commonwealth of Australia, Department of Foreign Affairs and Trade, Department of Foreign Affairs and Trade Corporate Plan 2017–2021, August 2017 ISBN: 978-1-74322-404-5 (PDF)ISBN: 978-1-74322-405-2 (Booklet)ISBN: 978-1-74322-406-9 (Word)

Contact Inquiries about this document should be directed to: Director, Corporate Planning SectionExecutive BranchDepartment of Foreign Affairs and TradeR G Casey BuildingJohn McEwen CrescentBarton ACT 0221Australia Phone +61 2 6261 3299

2017–18 Corporate Plan i

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CONTENTS

INTRODUCTION 2

CORPORATE PLAN-ON-A-PAGE 3

OUR PURPOSE 4

OUR OPERATING ENVIRONMENT 5

MANAGING OUR RISK 6

OUR CAPABILITY 7

OUR PERFORMANCE 9

2017–18 Corporate Plan 1

INTRODUCTION

I, as the accountable authority of the Department of Foreign Affairs and Trade (DFAT), am pleased to present the DFAT 2017–18 Corporate Plan. This Corporate Plan covers the period 2017–18 to 2020–21, as required under paragraph 35(1)(b) of the Public Governance, Performance and Accountability Act 2013.This Corporate Plan comes at a challenging time for DFAT. As will be outlined in the forthcoming Foreign Policy White Paper, Australia’s international interests have rarely been so important, or the environment in which we pursue them so complex. This presents substantial opportunities and challenges for Australia’s international engagement. DFAT, in support of its ministers, is at the forefront of this engagement, and we are proud of our ongoing work to promote and protect Australia’s interests internationally and contribute to economic growth and global stability. We do this in consultation with whole-of-government partners and broader Australian business, cultural, community and non-governmental groups. Over the next four years, the department will continue to develop foreign and trade policy advice to government, facilitate international trade and investment, deliver development assistance, promote international crisis response, provide consular assistance, issue secure passports efficiently, provide protocol services, and manage Australia’s overseas property and systems. The Corporate Plan outlines the broad scope of this work to the Australian public, as well as our purpose, outcomes and priority functions over the next four years. It also highlights the environment in which we – as a department – will work, the risks we face, the capabilities we are able to bring to bear, and the measures by which our performance will be judged.I place a particular priority on how we can best plan and measure our performance to deliver the desired result for the Australian people. The Corporate Plan, as our primary departmental planning and performance document, is central to this ongoing effort. It has therefore been designed to best enable its guidance to inform our work unit and individual planning and performance documents.


Frances AdamsonSecretary


CORPORATE PLAN-ON-A-PAGE


OUR PURPOSE

The department’s purpose is to make Australia stronger, safer and more prosperous by promoting and protecting our interests internationally and contributing to economic growth and global stability, particularly in the Indo–Pacific region.In support of this purpose, the department will continue to pursue three key outcomes (as outlined in the Portfolio Budget Statements 2017–18):

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

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

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

To achieve these outcomes, the department has eight priority functions for the next four years (2017–18 to 2020–21). 1. Promoting a stable and prosperous regional and global environment by cultivating

and deepening our engagement with bilateral and regional partners and multilateral institutions.

2. Improving market access for Australian goods and services, attracting foreign investment to Australia and supporting Australian business abroad.

3. Delivering an innovative aid program, centred on the Indo–Pacific region, which contributes to sustainable economic growth, poverty reduction and regional stability.

4. Enhancing Australia’s influence and reputation, broadening understanding in Australia and globally of the government’s international priorities, and providing quality protocol services to the diplomatic and consular corps accredited to Australia.

5. Strengthening the rule of law, international security, open and transparent global markets, and international frameworks and norms that promote human rights, gender equality and democratic principles.

6. Providing a secure, efficient and responsive passport service, and prompt, effective and courteous consular services to Australian citizens travelling or living abroad.

7. Leading the government’s response to international crises including humanitarian emergencies in the Indo–Pacific region.

8. Protecting our people, keeping government information and communications secure, and managing effectively Australia’s global property assets.


OUR OPERATING ENVIRONMENT

Australia will be pursuing its international interests in a complex and contested world over the life of this Corporate Plan. In implementing the government’s Foreign Policy White Paper and its day-to-day policy work, the department will play a leading role in pursuing Australia’s interests in a world in which: the international system is becoming more competitive, including in the Indo–Pacific

region, as power shifts between countries and non-state actors increase their reach and influence

the role of international law and other rules and norms that temper the exercise of power are increasingly under challenge

Asia will continue to be the most dynamic economic region, presenting significant economic opportunity for Australia

technological advances and changing patterns of trade and investment create new types of consumer demand from which competitive and agile economies can prosper.

Securing agreement through regional and global institutions will be more difficult, reflecting the divergent interests and values of a growing number of influential countries. At the same time, Australia’s interests will demand we contribute to global responses to issues like terrorism, proliferation, climate change and human rights.In the Indo–Pacific, the growing economic weight of emerging powers will continue to translate into increased capacity to project power in ways that affect our interests. Australia’s security and prosperity will depend on how the region’s major powers manage their relationships and how effectively Australia reacts to, and influences, key political, economic, military, and social developments. Negative consequences of escalating strategic competition in the Indo–Pacific and erosion of agreed norms and rules of behaviour remain major risks. The continuing dynamism of the Indo–Pacific region, driven by urbanisation and the expansion of the region’s middle classes, in particular, presents significant opportunity for Australia. Demand will likely remain strong for our minerals and energy, while growth in services trade and demand for food will benefit Australian companies. Our domestic competitiveness and ensuring trade and investment liberalisation are not wound back will be vital. Our trade agreements, support for reforms that deliver economic growth, and our promotion of regional economic integration will tap into new and emerging sources of growth. The outlook is not without risk: many of our Asian trading partners face difficult-to-implement structural reforms. Australia will need to work hard to support and promote the benefits of an open economy at home and internationally. The stability and security of our immediate region in the Pacific will remain strategically important to Australia. The region continues to face serious challenges, with economic growth constrained by high costs, distance from major markets, rapid growth in populations and the small scale of formal economies. Australia will need to continue to step up its engagement with the Pacific and work with countries and regional organisations to identify and support practical, constructive responses to these challenges that build capacity and strengthen resilience over the long term. As the


region’s key partner, Australia will need to remain ready to support responses to natural disasters. Australia and other countries will continue to face high and possibly growing threat levels from a range of transnational challenges, including terrorism, irregular migration, transnational crime and cyberattacks. As more Australians travel overseas, the department will play a key role in supporting their security and welfare through its passport and consular services.Within a constrained budgetary environment, the department will seek to maximise our diplomatic reach and advance Australia’s interests abroad while engaging in key policy debates at home.


MANAGING OUR RISK

Making the most of the opportunities and responding to the evolving challenges of our operating environment require us to be an innovative and agile department. We have to engage actively with risk to achieve our objectives.We manage a number of significant risks to our operations through our ‘Critical Risk List’. The threat of cyberattacks continues to grow. Keeping our systems safe requires continuous efforts to anticipate and respond to new threats. Ensuring the safety of our staff is a constant challenge given the difficult environments in which we often work overseas. We manage ongoing threats from foreign intelligence services, politically motivated violence, and terrorism. We also manage emerging risks to Australia’s foreign investment, trade and international obligations from growing protectionism. Given the importance of risk management to our success, the Secretary has asked all staff to develop and prioritise risk management as an essential professional skill. In 2017, the Secretary appointed the department’s first Chief Risk Officer and created an Enterprise Risk Section to drive improvements in our risk culture.Our approach to risk management is outlined in the DFAT Risk Management Guide. The guide articulates our target risk culture, explains the roles and responsibilities of staff, and provides step-by-step instructions on how to assess and manage risk. Several departmental committees and policy areas provide additional oversight of key risks, including on aid, IT, security, trade and workplace relations. The department’s Audit and Risk Committee and Internal Audit Branch provide assurance to the Secretary on risk management and ensure our risk management framework is fit for purpose.In 2017–18, we will implement a range of measures to improve our risk culture, including strengthening our governance arrangements and reporting on key risks, providing tailored training and using risk culture surveys to monitor and improve performance.


OUR CAPABILITY

Enhancing our organisational capability in response to the environment in which we work, and the risks we face, is a departmental priority. With the support of our Values Statement and Leadership Charter, the department continues actively to implement initiatives to ensure we have the skills, systems and resources necessary to achieve our purpose. This will help make us an increasingly resilient, innovative and efficient organisation, responsive to new challenges and the requirements of the government and the community. The department’s capability work streams cover:

leadership and culture planning and performance organisational structure, strategy and reform workforce planning and capability development risk and innovation strategic policy development and collaboration communications.

Central to the department’s ongoing efforts to achieve its purpose, we are undertaking ongoing workforce planning and implementing our Capital Investment Strategy.

Workforce planningThe breadth of our work and the complexity of the environment in which we operate means we need a range of skills and expertise to meet the government’s goals: whether it is our understanding of international institutions, bilateral relationships, international development, trade agreements, international economics and investment, consular and passport services to Australians, or corporate enabling services, developing a depth of knowledge is important for our credibility and ability to advance Australia’s interests. In late 2017, we will launch a five-year workforce plan to support the Foreign Policy White Paper. The workforce plan will focus on strengthening workforce capability by introducing clearer career paths and improving performance measurement. It will promote greater diversity, particularly at the SES level, through initiatives such as the Women in Leadership Strategy. Targets are set for the representation of women at the SES Band 1 and Band 2 levels, with the goal of achieving 40-40-20 gender balance at these levels by 2020. That is, 40 percent women, 40 percent men and 20 percent either. The plan will also promote ways to recruit and retain more Indigenous staff.

Capital Investment Strategy The department has a significant capital budget that reflects its diverse functions. Strategic capital planning continues to focus on what capabilities need to be enhanced or replaced and when to meet evolving strategic priorities. The department’s regular monitoring of capital expenditure will provide oversight, manage risks and help


maintain momentum of investment in three primary areas of ICT equipment, physical security and property.We will prioritise ICT-related activities that offer the highest strategic value to the department and our partner agencies. The ICT Strategy will focus on three objectives:

strengthening and regularly testing the reliability, resilience and security of the department’s ICT systems and ensuring that there are resources in place to maintain them

improving the quality of ICT service delivery to support the department’s strategic objectives

developing greater flexibility in realigning ICT resources to emerging departmental priorities.

The department provides ICT services to 44 partner agencies under a Memorandum of Understanding. It will improve and expand the services it offers, and increase the number of agencies receiving these services.In building more responsive and richer ICT solutions, the department will work collaboratively with industry and other government agencies to deliver high-quality ICT and information services domestically and overseas.The department will also conduct regular exercises to test the reliability of our information systems and disaster recovery capabilities. In addition, the department will survey departmental and partner agency users to measure satisfaction with ICT support, equipment and processes.

Ongoing capability enhancements The department is also undertaking a range of work to enable its capability. This includes:

the further development of appropriately skilled staff through the department’s Diplomatic Academy and innovationXchange

better protecting our staff, resources and information through ongoing work to improve security culture within the department and across the international network

working to improve the security clearance process through the transition of DFAT clearance information to a digital security clearance management system, which will create significant efficiencies and improve client interface and service

the ongoing maintenance and reviewing of the department’s Asset Management Plans for all owned properties in the domestic and overseas estate

the provision of effective and efficient diplomatic mail delivery to Australian Government representatives across the globe.


OUR PERFORMANCE

This section sets out the priority functions and major operational activities that contribute to the department’s purpose, including indicators of performance over the next four years. This should be read in conjunction with the 2017–18 Portfolio Budget Statement, the 2017–18 Portfolio Additional Estimates Statements (expected to be released in early 2018) and the 2016–17 Annual Report (expected to be published in October 2017). In this plan, we are seeking to measure our performance in a way that provides a clear line of sight between the department’s purpose and priorities. Performance measures are being reviewed and refined iteratively, including aligning this Corporate Plan with the performance targets in the Portfolio Budget Statements.


Priority Function 1: Promoting a stable and prosperous regional and global environment The department, in support of its ministers, will seek to cultivate and deepen Australia's engagement with bilateral and regional partners and with multilateral institutions, with a particular focus on the Indo–Pacific region. In doing so, the department will assist our ministers and the government positively to shape the international environment through development of strong bilateral relationships; coalition-building with other nations with common interests; and an activist approach to using regional and global institutions and forums to create – or strengthen existing – rules and norms that promote stability, peace and prosperity. The Indo–Pacific is rapidly entrenching its position as the centre of gravity of the global economy and emerging strategic competition. Developments in this region will have the greatest impact on Australia and provide the context in which we pursue both our global and bilateral interests. Contributing to the management of geo-economic competition and building a strategic culture of collaboration will be significant challenges.

Major operational activities

Through the Foreign Policy White Paper process, lead whole-of-government development and implementation of a forward-looking strategy to guide Australia’s international engagement and advance Australia’s interests globally and regionally.

Contribute effectively to the domestic policy agenda, including through using our substantial international network and expertise to address policy challenges.

Use our overseas missions to build strong bilateral relationships and for high-quality information gathering, analysis and advocacy in support of government policies.

Develop and maintain extensive networks and coalitions of like-minded international partners in pursuit of shared objectives to maximise Australia’s influence.

Provide timely, high-quality advice to portfolio ministers on international developments and appropriate policy responses.

Create and exploit opportunities to advocate Australian interests internationally through high-quality support for ministerial visits to key partners and international forums.

Seek opportunities to introduce more innovative approaches to foreign policy, trade and investment, and development programs, as well as in our service delivery and corporate functions.

Performance measures

Method Description Timing

Case studies

The department will use case studies to assess: Annually



our whole-of-government coordination and leadership to advance Australia’s interests internationally

our ability to shape outcomes which reflect Australia’s interests, including through coalition-building with international partners

the quality and timeliness of advice, briefing and support in relation to Australia’s foreign policy interests.

Review Review the impact and effectiveness of the step up in Pacific engagement which supports stronger economic and security partnerships, and people-to-people linkages with the region.

2020–21


Priority Function 2: Improving market access for Australian goods and services, attracting foreign investment and supporting business We will work to open new markets for Australian exports of goods and services and to maximise inflows of productive investment, address trade and investment barriers (including non-tariff barriers), and support Australian business in their overseas commercial endeavours. This includes working with Australian government partners to ensure Australia’s foreign investment regime supports Australia’s position as an attractive and competitive destination for productive foreign investment. We will promote a mutually reinforcing resources, energy and climate agenda internationally and domestically.The department, under the leadership of its ministers, will advance these objectives through the negotiation and implementation of trade and investment agreements at the bilateral, regional, plurilateral and multilateral levels. With non-tariff barriers taking on greater prominence as tariffs come down, we will continue to consult closely with industry as we seek to address these issues, including through the forward work programs in our free trade agreements (FTAs) and through regional and multilateral bodies such as the World Trade Organization (WTO) and the Asia–Pacific Economic Cooperation (APEC). We will pursue and advocate for global and domestic reforms that deliver trade and investment liberalising, pro-growth and market-based policy outcomes. We will support and advance economic integration in the Indo–Pacific region. In international fora, we will advocate for reforms and policies to promote growth in service sectors across the region. We will use practical capacity-building assistance to support developing economies overcome barriers. We will work to achieve a more effective multilateral trading system. We will continue to support the Foreign Investment Review Board (FIRB) and government review of foreign investment proposals against the national interest on a case-by-case basis. Additionally, we will actively engage in domestic policy reform processes across the economy to ensure Australia is an attractive destination for productive investment.


Energetically negotiate, implement and promote priority bilateral and regional free trade agreements.

Promote economic reform, open markets and practical collaboration in APEC, the WTO, the Group of 20 (G20) and the Organisation for Economic Cooperation and Development (OECD).

Shape the future negotiating agenda in the WTO, focusing on securing outcomes that support Australia’s commercial and policy interests.

Promote productive foreign investment into Australia. Advance Australia’s interests through active participation in the WTO’s dispute

settlement system. Provide high-quality economic analysis and influence the government’s domestic

economic reform agenda to enhance Australia’s competitiveness. Engage closely with business and across government to support the international

competitiveness of Australia’s services sector, including through informing our


ongoing and ambitious trade negotiations program and work in regional forums such as APEC.

Proactively and systematically engage in the public debate on globalisation and international trade, foreign investment and open markets with the Australian community.

Vigorously support Australian business engaging in global trade and investment by providing advice on the ground in export markets, enhancing consultation with business on major economic and political developments, facilitating access to information on our free trade agreements, working to address barriers and leveraging whole-of-government assets to support commercial success.



FTA Portal The government’s FTA Portal, which already provides information on all of Australia’s existing FTAs for goods traders, will expand to cover services commitments in all existing agreements by 2018-19 with future FTAs to be captured by the portal within one month of their entry into force.

2018–19

FTA conclusion In addition to Australia’s existing 10 FTAs, the department will work to conclude three new comprehensive FTAs that are genuinely liberalising and commercially meaningful to Australian businesses by 2021.

2020–21

Review Review the effective implementation of Australia’s FTAs, including commercially meaningful outcomes resulting from the General Review of the Association of Southeast Asian Nations (ASEAN)-Australia-New Zealand FTA (AANZFTA) and reviews of Australia’s bilateral North Asia FTAs.

Ongoing

Review Review the effectiveness of actions taken by posts and state and territory offices to support Australian businesses’ ability to take advantage of global trade and investment opportunities.

Annually

Case studies The department will use case studies to assess: our delivery of trade and investment outcomes for

Australian business; our promotion and protection of Australia’s economic

interests in bilateral, regional, multilateral and plurilateral outcomes; and

the satisfaction of Australian businesses with our support.

Annually


Priority Function 3: Delivering an innovative aid program The aid program promotes Australia’s national interests by contributing to sustainable economic growth and poverty reduction, particularly in the Indo–Pacific. The department is responsible for implementing Australia’s aid program in line with the government’s development policy, Australian aid: promoting prosperity, reducing poverty, enhancing stability, and its associated performance framework, Making Performance Count: enhancing the accountability and effectiveness of Australian aid. The aid program operates in a number of countries with challenging security environments and weak governance. By their nature, aid investments contain a high degree of risk that requires careful management. Early identification and management of risks contributes to managing aid effectively. The department will continue to use a range of risk management measures including fraud control, partner assessments, due diligence assessments, and the application of safeguards on environmental protection, resettlement and child protection.Aid investments managed by the department are directed to six priority areas that support private sector development and human development (see figure 1).Figure 1: The Australian aid program’s strategic framework1

1 Our overarching aid policy document – Australian aid: promoting prosperity, reducing poverty, enhancing stability – can be found at http://dfat.gov.au/about-us/publications/Documents/australian-aid-development-policy.pdf.


http://dfat.gov.au/about-us/publications/Documents/australian-aid-development-policy.pdf

http://dfat.gov.au/about-us/publications/Documents/australian-aid-development-policy.pdf


To ensure an effective and innovative aid program, the department will: Continue to tailor aid investments according to individual country contexts with a

focus on economic partnerships in growing middle-income countries in Asia and strong development partnerships in the Pacific.

Promote strong alignment between Australia’s aid program and the department’s foreign policy and trade priorities, and with domestic policy agendas.

Design and implement aid investments that are informed by rigorous analysis and evidence and represent value for money.

Pursue new approaches to aid delivery to improve impact and value for money. Our innovationXchange has a key role in this, engaging creative thinkers globally, across the public and private sectors, to deliver a more innovative aid program.

Advance gender equality and women’s empowerment through funding specific initiatives and effectively integrating gender equality into all sectors, and actively support disability inclusion across the aid program.

Use the momentum provided by the 2030 Agenda for Sustainable Development and Australia’s commitment to the Sustainable Development Goals and Financing for Development agenda.


Implement internal review actions to improve the effectiveness and efficiency of how the department delivers our aid program.



Aid program performance reports

Reports progress against country and regional program objectives.

Annually

Performance of Australian Aid report

Detailed reporting against the aid program performance framework will be published annually in the Performance of Australian Aid report2. The report: reviews progress with the implementation of the

government’s policy and performance framework for the aid program

provides an update on progress towards the aid program’s strategic targets

summarises the performance and results of country, regional and global aid programs

examines performance across the six priority investment areas outlined in Australia's aid program policy.

The performance assessments in this report are quality assured by DFAT’s Office of Development Effectiveness and overseen by the department's Independent Evaluation Committee.

2018–19

Annual Aid Evaluation Plan

Identifies and reports on over 40 independent evaluations conducted across the department.

2017–18

Strategic targets Noting that the department has already achieved eight of its ten strategic targets from the Making Performance Count aid performance framework, fully implement the remaining two targets: more than 80 per cent of investments, regardless of

their objectives, will effectively address gender issues in their implementation

promote economic development by increasing Australia’s aid for trade investments to 20 per cent of the aid budget by 2020.

2017–18

2019-20

More effective Ongoing review of progress on implementation measures. Ongoing

2 The Performance of Australian Aid report can be found at http://dfat.gov.au/about-us/publica-tions/Pages/performance-of-australian-aid-2015-16.aspx



and efficient aid program delivery


Priority Function 4: Enhancing Australia’s influenceThe department will take a systematic and holistic approach to building Australia’s international influence, or soft power.


Develop and support programs that highlight Australia’s economic, creative, cultural, sporting, innovation, science and education strengths.

Build deeper and broader people-to-people and institutional links through the New Colombo Plan, Australia Awards, Australian Volunteers for International Development, the Australian Non-Governmental Organisations (NGO) Cooperation Program, the department’s foundations, councils and institutes, and the Global Alumni Engagement Strategy.

Communicate clearly and strategically, with both domestic and international audiences, about Australia’s objectives and achievements in foreign policy, trade and development, and emphasise Australia’s engagement with the Indo–Pacific region.



Review The department will review: the overall effectiveness of our efforts to build

Australia’s international influence, through global surveys and indices such as the Portland Soft Power 30

the effectiveness of the International Media Visits program, as measured by the number and quality of media reports generated by each visit

the ongoing implementation of our Digital Media Strategy, using quantitative measures including the number of accounts and followers; plus qualitative measures including international and community perceptions of Australia’s digital diplomacy (e.g. the annual State of Digital Diplomacy report)

the management of domestic and international media enquiries, by volume and timeliness.

Annually

Evaluation The department will evaluate the implementation and effectiveness of: our Public Diplomacy Strategy 2014–16 the New Colombo Plan, noting that by 2018 the

department aims to support at least 10,000 Australian undergraduates per year to study in the Indo–Pacific region

our Digital Media Strategy 2016–2018

2017–18 2018–19

2018–19

2020–21



the Australia Global Alumni Engagement Strategy 2016–2020.


Priority Function 5: Strengthening rule of law, international security, open and transparent global markets, international frameworks and norms A key objective of the department’s work is to strengthen international frameworks, norms, the rule of law, and open and transparent global markets in areas as diverse as human rights, gender equality, peace and security, the environment, anti-corruption, banking and criminal justice. We, in support of our ministers, prosecute our interests in a variety of multilateral and regional forums, including through the United Nations (UN), the WTO, ASEAN-led regional architecture, and international financial and legal institutions. This is essential because some issues directly affecting Australia – for example climate change, health pandemics and the rules governing international shipping and aviation – cannot be resolved by Australia acting alone or with just one or two other countries. Our multilateral work also reinforces regional and bilateral relationships.Not all countries agree with Australia and its policies all the time, which can reduce our ability to shape institutions and norms to reflect our interests. We will lead the government’s efforts to shape the international environment through an activist approach to using regional and global institutions and forums to create rules and norms that promote stability, peace and prosperity.


Seek and promote the peaceful resolution of international disputes and adherence to international law.

Robustly advance Australia’s commitment to human rights through the Human Rights Council, the UN Security Council and the UN General Assembly.

Cooperate with international and regional partners to support durable responses to large movements of refugees and displaced populations, including supporting refugee resettlement and combatting human trafficking and people smuggling.

Strengthen international efforts on counter-terrorism, transnational crime, peacekeeping, peacebuilding, non-proliferation, disarmament and sanctions, and promote norms of responsible behaviour for outer space and cyberspace.

Strengthen the department’s whole-of-government leadership roles through coordination of inputs to key national security decision-making processes, intelligence support and strategic policy contributions.

Advance the Women, Peace and Security (WPS) agenda and Australia’s National Action Plan on WPS and support the development of a new whole-of-government National Action Plan.

Promote open and transparent markets regionally and globally, including through practical collaboration in APEC, the WTO, the G20 and the OECD.

Support an open rules-based trading system through our engagement with the work of the WTO in sustaining global trade rules.

Integrate climate considerations into our development, trade and foreign policy priorities to promote robust implementation of the Paris Agreement and strengthen international partnerships in the transition to a lower-emission, climate-resilient global economy.


Strengthen global development norms and support sustainable development, including the reduction of poverty and inclusive development outcomes.

Work with countries and humanitarian partners to implement the commitments made at the World Humanitarian Summit and ensure the international humanitarian system is fit for purpose.

Step up efforts to implement the Indigenous Peoples Strategy and ensure that multilateral institutions such as the Expert Mechanism on the Rights of Indigenous Peoples are as effective as possible.

Expand our efforts to implement the Gender Equality Strategy, including efforts to integrate gender into foreign policy and trade policy.



Deliver outcome Australia will be elected to the Human Rights Council for the 2018–2020 term.

2017–18

Review If elected to the Human Rights Council, the department will review: our performance over the first six months of our term Australia’s entire term on the Human Rights Council,

including achievement of its voluntary human rights pledges.

2017–18

2020–21

Review The department will review the implementation of a comprehensive Cyber Engagement Strategy.

2017–18

Deliver outcome The department will combat trafficking and modern slavery by engaging the private sector, including through the presentation of a dedicated work plan to regional ministers through the Bali Process.

2018–19

Deliver outcome The department will finalise an ASEAN–Australia Counter-Terrorism Memorandum of Understanding.

2017–18

Deliver outcome The department will promote and achieve a consensus outcome for the High Level Panel on a Fissile Material Cut Off Treaty.

2017–18

Evaluation The department will advance India’s applications for membership of export control regimes, including the Nuclear Suppliers Group.

Annually

Deliver outcome The department will promote and achieve increased ratification of the Arms Trade Treaty across the Asia–Pacific region.

Ongoing



Review The department will review ongoing support of whole-of-government contributions to two proposed Global Compacts on Refugees and Migration to ensure alignment with Australia’s national interests.

2018–19

Case studies The department will use a case study to assess the success of our performance at the 2018 Commonwealth Summit in: shaping multilateral outcomes, institutions and norms

to advance the interests of Australia and our Commonwealth partners

providing whole-of-government leadership and coordination on multilateral issues and in multilateral forums.

Annually

Case studies The department will use case studies to demonstrate the integration of climate considerations within the development program.

Biennially


Priority Function 6: Providing passport and consular services

Passport services

With demand forecast to remain strong over the next four years, the department will continue providing a secure, efficient and responsive passport service to Australian citizens.


Further develop and implement the technology and business processes that underpin the Australian passport system, making best use of innovations in biometrics, electronic transactions, document security, data validation and fraud detection and prevention.

Continue to pursue assiduously our national and international security goals, and work closely with relevant Australian agencies, partner governments and the International Civil Aviation Organization to curb misuse of passports by criminals and terrorists.



Review The department will review the high-quality delivery of passport services to clients, including by providing efficient processing of regular and urgent passport applications: percentage of passports processed within 10 business days3

percentage of priority passports processed within two business days

number of reports of faulty passports client satisfaction survey average speed of answering calls to the Australian

Passport Information Service.

Ongoing

Review The department will review the provision of high standards of interoperability of Australian passports and services measured by compliance with the International Civil

Aviation Organization’s Doc 9303.

2017–18

Deliver outcome The department will deliver the new Passport Series R. 2020–21

Case study The department will use a case study to assess our performance in continuing work with the Department of

Annually

3 Processing time does not include delivery time.



Immigration and Border Protection to develop the concept of a digital passport (for both inbound and outbound Australians).


Consular services

The department will continue to provide Australians with high-quality consular services and responsive travel advice. With more Australians travelling overseas than ever before, the department will need to be ready with clear public messaging to respond to meet the growing demand for consular advice and assistance.


Through the government’s network of overseas posts and our 24/7 consular service in Australia, continue to provide clear, timely and accurate information to assist Australians to make decisions about their travel overseas.

Implement the second Consular Strategy to guide consular policy and practice for the period 2017–19, and publish an annual ‘State of Play on Consular Services’ to help Australians better understand the department’s consular role so that they are better able to look after themselves overseas.

Continue our cooperation and dialogue with private sector groups and NGOs to expand our messaging and build better partnerships, and work with the Consular Colloque and Consular Consultative Group to expand cooperation and support effective stakeholder outreach on consular matters.

Further develop our processes for obtaining regular direct feedback from those we assist, and use the information gathered to drive continuous improvement.



Review The department will review the timeliness and accuracy of information provided to the public, including on responding to incidents and updates to travel advice.

Annually

Case studies The department will use case studies to assess our performance in providing timely and effective delivery of consular services to Australians overseas, including during crises.

Annually


Protocol services

The department will provide high quality protocol services to the diplomatic and consular corps in Australia to enable them to perform their functions efficiently and facilitate bilateral relations, consistent with our international obligations.


Facilitate the establishment and operation of diplomatic and consular missions in Australia through timely accreditation of diplomatic and consular personnel and appropriate application of their privileges and immunities.

Protect the security and dignity of the diplomatic and consular corps in Australia. Enhance the engagement program for the diplomatic corps with portfolio ministers

and the department.



Review The department will review: our responsiveness to requests for diplomatic visas and

accreditations for corps members and their dependants the diplomatic and consular corps’ satisfaction with the

delivery of protocol services, including privileges and immunities

the engagement of the diplomatic corps in departmental and ministerial advocacy opportunities.

Annually


Priority Function 7: Leading the government’s response to international crises and humanitarian emergencies Australia is committed to responding to international crises that affect our interests, whether consular, humanitarian or political in nature. The department will continue to lead the government’s crisis response to ensure a coordinated whole-of-government approach that helps affected Australians and supports impacted countries, especially in the Indo–Pacific region. We will deliver comprehensive advice to government, as well as immediate consular assistance to affected Australians and their families. Our international crisis response will address the differentiated needs of affected people and build communities’ disaster resilience.The department will ensure effective contingency planning is in place to prepare for, respond to, and recover from international crises and humanitarian emergencies. This will be done in close cooperation with our consular, bilateral and development partners.


Provide comprehensive whole-of-government leadership and coordination on international crises.

Monitor and respond to crises using departmental mechanisms including: the Global Watch Office; the Kidnap Response Task Force; activation of the Crisis Centre; deployment of government officials, experts and technical capabilities; funding through key Australian and international humanitarian partners; and providing emergency relief supplies and logistics support.

As outlined in our Humanitarian Strategy and consular strategies, work closely with trusted partners who can provide effective assistance and access to affected communities and individuals (men and women, boys and girls).

Develop effective contingency plans to help Australian missions overseas respond to crises.

With a focus on the Indo–Pacific region, build the capacity of national governments, regional organisations, and civil society to manage crises themselves.

Learn from each response and facilitate information sharing and innovation to improve our operational responses.



Review The department will review: our crisis management mechanisms in delivering a

coordinated whole-of-government response to international crises

our life-saving assistance to vulnerable people in crisis situations.

After each major crisis



Case Studies The department will use case studies to assess: our leadership and coordination of the government’s

response to international crises our humanitarian leadership within the Indo–Pacific

region and international humanitarian system the effectiveness of disaster risk-reduction and

recovery programs.

Annually

Priority Function 8: Protecting staff, information and property The security and safety of Australian Government personnel and their dependents overseas, together with the security of its missions, remains a high priority for the department in an unpredictable and challenging security environment, including an increasing risk to secure government communications.


Reinforce security awareness and a robust security culture through training, vetting and outreach activities underpinned by relevant compliance and risk management principles.

Implement appropriate and practical physical, operational and technical security mitigations at overseas posts and Australian offices.

Deliver an accessible, reliable and secure International Communications Network (ICN) by 2018 and then build prompt, cost-effective information and communications technology (ICT) solutions on the ICN platform to support business priorities.

Manage the design, construction, operation, and maintenance of Australia’s global property assets to ensure safe, secure and healthy work and living environments. Maintain an efficient and effective diplomatic mail service through the timely delivery to overseas posts.



Delivery and follow-up review

The department will deliver a new DFAT Security Policy Framework (DSF), which embraces a risk management approach while adhering to mandatory Australian Government policy and provides clear and accessible security policy information to all staff. The department will then review the implementation and effectiveness of the new DSF and adoption of the risk management tools by Post Security Officers via survey.

2017–18

2018–19

Review The department will review organisational security 2017–18



culture, including through: breaches, contact reports, security incidents and investigations; and staff engagement on security materials.

Review The department will review the implementation of recommendations of the 2015 Ritchie Review and ANAO Audit on Protecting Australia’s Missions and Staff Overseas (ANAO Report No.5 2017–18) according to a program of work 2017–2021.

Annually

Audit The department will audit the DFAT global network and its business systems in compliance with the Australian Signals Directorate’s cyber mitigation strategies, and report to the DFAT Security Committee.

Annually

Review The department will survey departmental and partner agency users to measure their level of satisfaction with ICT support, equipment, and processes.

Biennially (commencing 2018–19)

Review The department will review the implementation of the Business Technology Strategy 2017–19. The strategy identifies endorsed reforms to align ICT capabilities with the business needs of the department.

Annually

Review The department will review the results of the annual client services satisfaction surveys for the outsourced service provider (JLL) and the Overseas Property Office to each show baseline approval ratings of 80 per cent or better.

Annually

Project completion

The department will complete the Major Construction Project in Nairobi, leading to occupancy of the new chancery.

2018–19

Project completion

The department will complete the Major Construction Project in Washington by the following stages: design phase of the new chancery in Washington to

be completed construction of new building practical completion of new building occupancy of new chancery.

2017–182019–21

2020–21

2021–22
