{ "entity_id": "B-002269", "folder": "Australian-Army", "name": "Australian Army", "type": "Defence Force Branch", "jurisdiction": "Commonwealth", "portfolio": "Defence", "website": "http://www.army.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 10, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 2, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To defend Australia and its national interests in order to advance Australia’s security and prosperity. [AR p.8]", "official_site_url": "http://www.army.gov.au/", "source_documents": [ { "type": "annual_report", "title": "Defence Annual Report 2024–25 (PDF, 39.12 MB)", "url": "http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "Defence Annual Report 2023–2024 (PDF, 8.11 MB)", "url": "http://www.defence.gov.au/sites/default/files/2024-10/Defence-Annual-Report-2023-24_FA.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "Defence Annual Report 2022–2023 (PDF, 3.99 MB)", "url": "http://www.defence.gov.au/sites/default/files/2023-10/Defence-Annual-Report-2022-23.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "Defence Annual Report 2021–2022 (PDF, 6.86 MB)", "url": "http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "Defence Annual Report 2020–2021 (PDF, 4.3 MB)", "url": "http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf", "period": "2020-21", "confidence": "high" } ], "purpose": { "text": "To defend Australia and its national interests in order to advance Australia’s security and prosperity. [AR p.8]", "source_url": "", "source_page": 8, "source_deep_url": "" }, "vision": null, "strategic_priorities": [ { "title": "advancing our conventionally-armed, nuclear-powered submarine capability", "description": "advancing our conventionally-armed, nuclear-powered submarine capability", "source_url": "", "source_page": 27, "source_deep_url": "" }, { "title": "enhancing our long-range strike capabilities and our Guided Weapons and Explosive Ordnance enterprise", "description": "enhancing our long-range strike capabilities and our Guided Weapons and Explosive Ordnance enterprise", "source_url": "", "source_page": 27, "source_deep_url": "" }, { "title": "strengthening our northern bases", "description": "strengthening our northern bases", "source_url": "", "source_page": 27, "source_deep_url": "" }, { "title": "improving the growth and retention of a highly skilled defence workforce", "description": "improving the growth and retention of a highly skilled defence workforce", "source_url": "", "source_page": 27, "source_deep_url": "" }, { "title": "boosting innovation, including through the Advanced Strategic Capabilities Accelerator", "description": "boosting innovation, including through the Advanced Strategic Capabilities Accelerator", "source_url": "", "source_page": 27, "source_deep_url": "" }, { "title": "prioritising our partnerships in the Indo-Pacific", "description": "prioritising our partnerships in the Indo-Pacific", "source_url": "", "source_page": 27, "source_deep_url": "" } ], "values": [ { "name": "Service", "description": "", "source_url": "", "source_page": null }, { "name": "Courage", "description": "", "source_url": "", "source_page": null }, { "name": "Act with purpose", "description": "", "source_url": "", "source_page": null }, { "name": "Respect", "description": "", "source_url": "", "source_page": null }, { "name": "Be adaptable, innovative and agile", "description": "", "source_url": "", "source_page": null }, { "name": "Integrity", "description": "", "source_url": "", "source_page": null }, { "name": "Be accountable and trustworthy", "description": "", "source_url": "", "source_page": null }, { "name": "Excellence", "description": "", "source_url": "", "source_page": null }, { "name": "Be inclusive and value others", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Defend Australia and its national interests", "description": "Defend Australia and its national interests through the conduct of operations and the provision of support for the Australian community and civilian authorities in accordance with Government direction.", "activities": [ "Conduct operations and deployments to defend Australia and its national interests.", "Defence is a strategy-led organisation. It supports operationalising and implementing the Government-directed biennial National Defence Strategy." ], "source_url": "", "source_page": 8, "source_deep_url": "" }, { "name": "Outcome 2: Protect and advance Australia’s strategic interests", "description": "Protect and advance Australia’s strategic interests through the provision of strategic policy, the development, delivery and sustainment of military, intelligence and enabling capabilities, and the promotion of regional and global security and stability as directed by Government.", "activities": [ "Enable intelligence-informed decision-making.", "Invest in Defence people.", "Defence’s international engagement – operational presence; support to regional security capability; people-to-people engagement; and bilateral and multilateral diplomatic engagement – support a strategy of denial in our primary area of military interest.", "Deliver future capability.", "Develop the sovereign defence industrial base required for our national security.", "Defence supports improved regulatory performance, capability and culture through regulatory stewardship in line with the Government’s commitment to Australian Public Service reform." ], "source_url": "", "source_page": 8, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "cumulative", "target": "27 GW", "latest_result": "88%", "status": "Achieved", "target_source_url": "", "target_source_page": 14, "result_source_url": "http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf", "result_source_page": 40 } ], "document_alignment_terms": { "must_support": [ "To defend Australia and its national interests in order to advance Australia’s security and prosperity. [AR p.8]", "advancing our conventionally-armed, nuclear-powered submarine capability", "enhancing our long-range strike capabilities and our Guided Weapons and Explosive Ordnance enterprise", "strengthening our northern bases", "improving the growth and retention of a highly skilled defence workforce", "boosting innovation, including through the Advanced Strategic Capabilities Accelerator", "prioritising our partnerships in the Indo-Pacific" ], "watch_terms": [ "cumulative" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "To defend Australia and its national interests in order to advance Australia’s security and prosperity. [AR p.8]", "purposes_source_page": 8, "how_we_deliver": "Defence meets Government-directed requirements through: Outcome 1: Defend Australia and its national interests through the conduct of operations and the provision of support for the Australian community and civilian authorities in accordance with Government direction. Outcome 2: Protect and advance Australia’s strategic interests through the provision of strategic policy, the development, delivery and sustainment of military, intelligence and enabling capabilities, and the promotion of regional and global security and stability as directed by Government. [AR p.8]", "how_we_deliver_source_page": 8, "government_priorities": [ { "text": "advancing our conventionally-armed, nuclear-powered submarine capability", "source_page": 27 }, { "text": "enhancing our long-range strike capabilities and our Guided Weapons and Explosive Ordnance enterprise", "source_page": 27 }, { "text": "strengthening our northern bases", "source_page": 27 }, { "text": "improving the growth and retention of a highly skilled defence workforce", "source_page": 27 }, { "text": "boosting innovation, including through the Advanced Strategic Capabilities Accelerator", "source_page": 27 }, { "text": "prioritising our partnerships in the Indo-Pacific", "source_page": 27 } ], "outcomes": [ { "name": "Outcome 1: Defend Australia and its national interests", "description": "Defend Australia and its national interests through the conduct of operations and the provision of support for the Australian community and civilian authorities in accordance with Government direction.", "key_activities": [ "Conduct operations and deployments to defend Australia and its national interests.", "Defence is a strategy-led organisation. It supports operationalising and implementing the Government-directed biennial National Defence Strategy." ], "source_page": 8 }, { "name": "Outcome 2: Protect and advance Australia’s strategic interests", "description": "Protect and advance Australia’s strategic interests through the provision of strategic policy, the development, delivery and sustainment of military, intelligence and enabling capabilities, and the promotion of regional and global security and stability as directed by Government.", "key_activities": [ "Enable intelligence-informed decision-making.", "Invest in Defence people.", "Defence’s international engagement – operational presence; support to regional security capability; people-to-people engagement; and bilateral and multilateral diplomatic engagement – support a strategy of denial in our primary area of military interest.", "Deliver future capability.", "Develop the sovereign defence industrial base required for our national security.", "Defence supports improved regulatory performance, capability and culture through regulatory stewardship in line with the Government’s commitment to Australian Public Service reform." ], "source_page": 8 } ], "values": [ "Service", "Courage", "Act with purpose", "Respect", "Be adaptable, innovative and agile", "Integrity", "Be accountable and trustworthy", "Excellence", "Be inclusive and value others" ], "values_framework_name": "Defence behaviours", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "cumulative", "target": "27 GW", "source_page": 14 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "cumulative", "result": "88%", "status": "Achieved", "source_page": 40 } ], "_source_urls": { "annual_report_url": "http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "B-002269", "entity_name": "Australian Army", "folder_name": "Australian-Army", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "For the 2024–25 reporting period:\n› Performances measures 1.1, 1.2, 2.1, 4.1 and 5.2 were achieved;\n› Performance measures 6.1, 7.1 and 8.1 were substantially achieved;\n› Performance measures 4.2 and 4.4 were partially achieved;\n› Performance measure 4.3 was not achieved; and\n› Performance measures 3.1 and 5.1 did not have targets but established baselines for\nfuture reporting.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002269", "entity_name": "Australian Army", "folder_name": "Australian-Army", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "For the 2024–25 reporting period:\n› Performances measures 1.1, 1.2, 2.1, 4.1 and 5.2 were achieved;\n› Performance measures 6.1, 7.1 and 8.1 were substantially achieved;\n› Performance measures 4.2 and 4.4 were partially achieved;\n› Performance measure 4.3 was not achieved; and\n› Performance measures 3.1 and 5.1 did not have targets but established baselines for\nfuture reporting.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002269", "entity_name": "Australian Army", "folder_name": "Australian-Army", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "Target 4.2a\nThe Defence workforce has the technical skills required to deliver the National Defence Strategy as\nmeasured through the Defence Strategic Workforce Segments.\n(Partially achieved)\nTarget 4.2b\nThe net flow of the ADF and APS workforce over a 12 month period against the Budgeted\nWorkforce Requirement by Strategic Workforce Segment.\n(Partially achieved)\nSource\nPortfolio Budget Statements 2024–25, Programs 2.2, 2.12, 2.20, 2.21, 2.22, 2.23\n2024–28 Defence Corporate Plan (March 2025), page 2625\nPerformance result\nPartially achieved\n24 The average funded strength (ADF workforce) / average staffing level (APS workforce) consumption.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-002269", "entity_name": "Australian Army", "folder_name": "Australian-Army", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "Target 4.2a\nThe Defence workforce has the technical skills required to deliver the National Defence Strategy as\nmeasured through the Defence Strategic Workforce Segments.\n(Partially achieved)\nTarget 4.2b\nThe net flow of the ADF and APS workforce over a 12 month period against the Budgeted\nWorkforce Requirement by Strategic Workforce Segment.\n(Partially achieved)\nSource\nPortfolio Budget Statements 2024–25, Programs 2.2, 2.12, 2.20, 2.21, 2.22, 2.23\n2024–28 Defence Corporate Plan (March 2025), page 2625\nPerformance result\nPartially achieved\n24 The average funded strength (ADF workforce) / average staffing level (APS workforce) consumption.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-002269", "entity_name": "Australian Army", "folder_name": "Australian-Army", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "Mr Donald Cross Mr Cross has a background in financial 11/11 (DARC) $95,391\nMember statement audit; internal audit; management 2/2 (AFSC)\nMember of the Audit assurance; and performance, program and 3/3 (AFPRSC)\nFindings Subcommittee risk management.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002269", "entity_name": "Australian Army", "folder_name": "Australian-Army", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "Mr Donald Cross Mr Cross has a background in financial 11/11 (DARC) $95,391\nMember statement audit; internal audit; management 2/2 (AFSC)\nMember of the Audit assurance; and performance, program and 3/3 (AFPRSC)\nFindings Subcommittee risk management.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002269", "entity_name": "Australian Army", "folder_name": "Australian-Army", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "Target 6.1a\n80 per cent or more of approved Integrated Investment Program projects by domain are on track to\ndeliver the scope approved by Government.\n(Achieved)\nTarget 6.1b\n80 per cent or more of approved Integrated Investment Program projects by domain are on track to\ndeliver within the schedule approved by Government.\n(Substantially achieved)\nTarget 6.1c\n80 per cent or more of approved Integrated Investment program projects by domain are on track to\ndeliver within the cost (including contingency) approved by Government.\n(Achieved)\nSource\nPortfolio Budget Statements 2024–25, Programs 2.2, 2.3, 2.4, 2.5, 2.6, 2.7, 2.8, 2.9, 2.10, 2.11,\n2.13, 2.14, 2.15, 2.16\n2024–28 Defence Corporate Plan (March 2025), page 27\nPerformance result\nSubstantially achieved\nAnalysis\nDefence substantially achieved its intended performance against this measure in 2024–25,", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002269", "entity_name": "Australian Army", "folder_name": "Australian-Army", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "Target 6.1a\n80 per cent or more of approved Integrated Investment Program projects by domain are on track to\ndeliver the scope approved by Government.\n(Achieved)\nTarget 6.1b\n80 per cent or more of approved Integrated Investment Program projects by domain are on track to\ndeliver within the schedule approved by Government.\n(Substantially achieved)\nTarget 6.1c\n80 per cent or more of approved Integrated Investment program projects by domain are on track to\ndeliver within the cost (including contingency) approved by Government.\n(Achieved)\nSource\nPortfolio Budget Statements 2024–25, Programs 2.2, 2.3, 2.4, 2.5, 2.6, 2.7, 2.8, 2.9, 2.10, 2.11,\n2.13, 2.14, 2.15, 2.16\n2024–28 Defence Corporate Plan (March 2025), page 27\nPerformance result\nSubstantially achieved\nAnalysis\nDefence substantially achieved its intended performance against this measure in 2024–25,", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002269", "entity_name": "Australian Army", "folder_name": "Australian-Army", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "Table 4.7: Indivdual payments of more than $14,000 to advertising and market research agencies,\nby Service and Group, 2021–22\n2021–22\nService/Group and expenditure\nagency name ($) Purpose\nNavy\nAdvertising\nCox Inall Change Pty Ltd 31,104 ADF recruitment advertising\nVMLY&R Pty Ltd 69,199 ADF recruitment advertising\nEstate and Infrastructure\nMedia advertising\nMediabrands Australia 14,861 Advertising a request for quote linked to Fresh Rations tender\nDefence People\nAdvertising\nVMLY&R Pty Ltd 14,118,569 Creative & Digital Services\nVMLY&R Pty Ltd 3,250,195 Creative & Digital Services\nMarket research\nChat House Research Pty Ltd 77,770 Market research – DFR Brand\nHall & Partners 967,858 Brand tracking/monitoring\nKantar Public Australia Pty Ltd 50,106 Market Research – ADF Gap Year\nWhereto Research Based 206,310 Market Research – ADF Sentiment", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-002269", "entity_name": "Australian Army", "folder_name": "Australian-Army", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "Table 4.7: Indivdual payments of more than $14,000 to advertising and market research agencies,\nby Service and Group, 2021–22\n2021–22\nService/Group and expenditure\nagency name ($) Purpose\nNavy\nAdvertising\nCox Inall Change Pty Ltd 31,104 ADF recruitment advertising\nVMLY&R Pty Ltd 69,199 ADF recruitment advertising\nEstate and Infrastructure\nMedia advertising\nMediabrands Australia 14,861 Advertising a request for quote linked to Fresh Rations tender\nDefence People\nAdvertising\nVMLY&R Pty Ltd 14,118,569 Creative & Digital Services\nVMLY&R Pty Ltd 3,250,195 Creative & Digital Services\nMarket research\nChat House Research Pty Ltd 77,770 Market research – DFR Brand\nHall & Partners 967,858 Brand tracking/monitoring\nKantar Public Australia Pty Ltd 50,106 Market Research – ADF Gap Year\nWhereto Research Based 206,310 Market Research – ADF Sentiment", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-002269", "entity_name": "Australian Army", "folder_name": "Australian-Army", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "Table 4.7: Indivdual payments of more than $14,000 to advertising and market research agencies,\nby Service and Group, 2021–22\n2021–22\nService/Group and expenditure\nagency name ($) Purpose\nNavy\nAdvertising\nCox Inall Change Pty Ltd 31,104 ADF recruitment advertising\nVMLY&R Pty Ltd 69,199 ADF recruitment advertising\nEstate and Infrastructure\nMedia advertising\nMediabrands Australia 14,861 Advertising a request for quote linked to Fresh Rations tender\nDefence People\nAdvertising\nVMLY&R Pty Ltd 14,118,569 Creative & Digital Services\nVMLY&R Pty Ltd 3,250,195 Creative & Digital Services\nMarket research\nChat House Research Pty Ltd 77,770 Market research – DFR Brand\nHall & Partners 967,858 Brand tracking/monitoring\nKantar Public Australia Pty Ltd 50,106 Market Research – ADF Gap Year\nWhereto Research Based 206,310 Market Research – ADF Sentiment", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002269", "entity_name": "Australian Army", "folder_name": "Australian-Army", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "Table 4.7: Indivdual payments of more than $14,000 to advertising and market research agencies,\nby Service and Group, 2021–22\n2021–22\nService/Group and expenditure\nagency name ($) Purpose\nNavy\nAdvertising\nCox Inall Change Pty Ltd 31,104 ADF recruitment advertising\nVMLY&R Pty Ltd 69,199 ADF recruitment advertising\nEstate and Infrastructure\nMedia advertising\nMediabrands Australia 14,861 Advertising a request for quote linked to Fresh Rations tender\nDefence People\nAdvertising\nVMLY&R Pty Ltd 14,118,569 Creative & Digital Services\nVMLY&R Pty Ltd 3,250,195 Creative & Digital Services\nMarket research\nChat House Research Pty Ltd 77,770 Market research – DFR Brand\nHall & Partners 967,858 Brand tracking/monitoring\nKantar Public Australia Pty Ltd 50,106 Market Research – ADF Gap Year\nWhereto Research Based 206,310 Market Research – ADF Sentiment", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] } ], "legislation_administered": [], "artifacts": [ { 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