{ "entity_id": "O-000817", "folder": "Defence-Housing-Australia", "name": "Defence Housing Australia", "type": "Corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Defence", "website": "http://www.dha.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": true, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 4, "n_kpi_targets": 4, "n_kpi_results": 4, "n_outcomes": 4, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "This strategy represents DHA’s commitment to providing a respectful and inclusive workplace where all its employees feel safe and confident to bring their whole selves to work and can perform to their best.", "official_site_url": "http://www.dha.gov.au", "source_documents": [ { "type": "strategie", "title": "Diversity and Inclusion Strategy 2022-25", "url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "period": "2026", "confidence": "medium" }, { "type": "annual_report", "title": "Annual Report", "url": "https://www.dha.gov.au/sites/default/files/documents/2026-03/Defence%20Housing%20Australia%20Annual%20Report%202024-25.pdf", "period": "2026", "confidence": "high" } ], "purpose": { "text": "This strategy represents DHA’s commitment to providing a respectful and inclusive workplace where all its employees feel safe and confident to bring their whole selves to work and can perform to their best.", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 5, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=5" }, "vision": null, "strategic_priorities": [ { "title": "Respected - Communicate and promote DHA’s recently refreshed Bullying and Harassment Policy to all employees to ensure t", "description": "Respected - Communicate and promote DHA’s recently refreshed Bullying and Harassment Policy to all employees to ensure there is shared understanding of expected behaviours at workplace.", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 12, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=12" }, { "title": "Connected – Revive our affinity groups with renewed membership from interested employees along with a dedicated Executiv", "description": "Connected – Revive our affinity groups with renewed membership from interested employees along with a dedicated Executive Champion from the leadership team to ensure we provide a networking platform to our employees across all diversity areas and a group for the business to consult with when driving change.", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 13, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=13" }, { "title": "Progressing - Make managers accountable in performance plans for identifying how they will support development of team d", "description": "Progressing - Make managers accountable in performance plans for identifying how they will support development of team diversity and a culture of inclusion.", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 14, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=14" }, { "title": "Contributing – Review our policies and frameworks to ensure all employees are fully adequately supported in their roles ", "description": "Contributing – Review our policies and frameworks to ensure all employees are fully adequately supported in their roles and have access to the right tools, systems, information and knowledge to perform to their best levels.", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 15, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=15" } ], "values": [ { "name": "Respected", "description": "", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": null }, { "name": "Connected", "description": "", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": null }, { "name": "Progressing", "description": "", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": null }, { "name": "Contributing", "description": "", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Respected employees", "description": "Employees feel respected, valued, and included in the workplace.", "activities": [ "Communicate and promote DHA’s recently refreshed Bullying and Harassment Policy", "Remove barriers for employees to report unacceptable behaviours", "Introduce a facilitated ‘unconscious bias’ training", "Provide targeted learning opportunities to senior leaders", "Promote and reinforce APS values and expected positive behaviours" ], "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 12, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=12" }, { "name": "Outcome 2: Connected employees", "description": "Employees feel connected to their co-workers and have a sense of belonging.", "activities": [ "Revive our affinity groups with renewed membership", "Celebrate specific diversity days", "Offer opportunities to employees to participate in initiatives to support external community/charity organisations", "Encourage employees to update their diversity information in Aurion and regularly participate in employees surveys" ], "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 13, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=13" }, { "name": "Outcome 3: Progressing employees", "description": "Employees have opportunities for career advancement and progression.", "activities": [ "Provide managers and leaders with resources and support tailored for different diversity groups", "Provide and promote development opportunities, including projects, secondments and mobility opportunities", "Provide and promote targeted coaching and mentoring programs", "Create diversity workplace dashboard in Tableau", "Commit to transparency and accountability through Workplace Gender Equality Agency (WGEA) reporting" ], "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 14, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=14" }, { "name": "Outcome 4: Contributing employees", "description": "Employees can fully contribute their talents and energies to the organisation.", "activities": [ "Develop and implement the reasonable adjustments policy and framework", "Participate in affirmative measures, RecruitAbility and similar programs", "Complete an accessibility review of layout and facilities", "Provide assistive technologies", "Review and ensure our awards and recognition framework is accessible to all employees and promotes our commitment to diversity and inclusion", "Provide tailored support programs for diverse sections of the workforce through EAP" ], "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 15, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=15" } ], "performance_measures": [ { "code": "ATSI01", "measure": "Percentage of workforce identifying as ATSI", "target": "4%", "latest_result": "3.5%", "status": "Partially achieved", "target_source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "target_source_page": 17, "result_source_url": "https://www.dha.gov.au/sites/default/files/documents/2026-03/Defence%20Housing%20Australia%20Annual%20Report%202024-25.pdf", "result_source_page": 17 }, { "code": "DIS01", "measure": "Percentage of workforce identifying as a person with an ongoing disability", "target": "10%", "latest_result": "4.1%", "status": "Partially achieved", "target_source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "target_source_page": 17, "result_source_url": "https://www.dha.gov.au/sites/default/files/documents/2026-03/Defence%20Housing%20Australia%20Annual%20Report%202024-25.pdf", "result_source_page": 17 }, { "code": "LGBTIQ01", "measure": "Percentage of workforce identifying as LGBTIQ+", "target": "7%", "latest_result": "5%", "status": "Partially achieved", "target_source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "target_source_page": 17, "result_source_url": "https://www.dha.gov.au/sites/default/files/documents/2026-03/Defence%20Housing%20Australia%20Annual%20Report%202024-25.pdf", "result_source_page": 17 }, { "code": "FEM01", "measure": "Percentage of women in positions classified at or above Executive Level 1", "target": "53%", "latest_result": "50%", "status": "Partially achieved", "target_source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "target_source_page": 17, "result_source_url": "https://www.dha.gov.au/sites/default/files/documents/2026-03/Defence%20Housing%20Australia%20Annual%20Report%202024-25.pdf", "result_source_page": 17 } ], "document_alignment_terms": { "must_support": [ "This strategy represents DHA’s commitment to providing a respectful and inclusive workplace where all its employees feel safe and confident to bring their whole selves to work and ", "Respected - Communicate and promote DHA’s recently refreshed Bullying and Harassment Policy to all employees to ensure there is shared understanding of expected behaviours at workplace.", "Connected – Revive our affinity groups with renewed membership from interested employees along with a dedicated Executive Champion from the leadership team to ensure we provide a networking platform to our employees across all diversity areas and a group for the business to consult with when driving change.", "Progressing - Make managers accountable in performance plans for identifying how they will support development of team diversity and a culture of inclusion.", "Contributing – Review our policies and frameworks to ensure all employees are fully adequately supported in their roles and have access to the right tools, systems, information and knowledge to perform to their best levels." ], "watch_terms": [ "Percentage of workforce identifying as ATSI", "Percentage of workforce identifying as a person with an ongoing disability", "Percentage of workforce identifying as LGBTIQ+", "Percentage of women in positions classified at or above Executive Level 1" ], "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": "This strategy represents DHA’s commitment to providing a respectful and inclusive workplace where all its employees feel safe and confident to bring their whole selves to work and can perform to their best.", "purposes_source_page": 5, "how_we_deliver": "DHA’s Diversity and Inclusion Strategy 2022–25 is based on the Diversity Council Australia’s Inclusion@Work Index, which says that inclusion occurs when all people are respected, connected, progressing, and contributing to organisational success.", "how_we_deliver_source_page": 11, "government_priorities": [ { "text": "Respected - Communicate and promote DHA’s recently refreshed Bullying and Harassment Policy to all employees to ensure there is shared understanding of expected behaviours at workplace.", "source_page": 12 }, { "text": "Connected – Revive our affinity groups with renewed membership from interested employees along with a dedicated Executive Champion from the leadership team to ensure we provide a networking platform to our employees across all diversity areas and a group for the business to consult with when driving change.", "source_page": 13 }, { "text": "Progressing - Make managers accountable in performance plans for identifying how they will support development of team diversity and a culture of inclusion.", "source_page": 14 }, { "text": "Contributing – Review our policies and frameworks to ensure all employees are fully adequately supported in their roles and have access to the right tools, systems, information and knowledge to perform to their best levels.", "source_page": 15 } ], "outcomes": [ { "name": "Outcome 1: Respected employees", "description": "Employees feel respected, valued, and included in the workplace.", "key_activities": [ "Communicate and promote DHA’s recently refreshed Bullying and Harassment Policy", "Remove barriers for employees to report unacceptable behaviours", "Introduce a facilitated ‘unconscious bias’ training", "Provide targeted learning opportunities to senior leaders", "Promote and reinforce APS values and expected positive behaviours" ], "source_page": 12 }, { "name": "Outcome 2: Connected employees", "description": "Employees feel connected to their co-workers and have a sense of belonging.", "key_activities": [ "Revive our affinity groups with renewed membership", "Celebrate specific diversity days", "Offer opportunities to employees to participate in initiatives to support external community/charity organisations", "Encourage employees to update their diversity information in Aurion and regularly participate in employees surveys" ], "source_page": 13 }, { "name": "Outcome 3: Progressing employees", "description": "Employees have opportunities for career advancement and progression.", "key_activities": [ "Provide managers and leaders with resources and support tailored for different diversity groups", "Provide and promote development opportunities, including projects, secondments and mobility opportunities", "Provide and promote targeted coaching and mentoring programs", "Create diversity workplace dashboard in Tableau", "Commit to transparency and accountability through Workplace Gender Equality Agency (WGEA) reporting" ], "source_page": 14 }, { "name": "Outcome 4: Contributing employees", "description": "Employees can fully contribute their talents and energies to the organisation.", "key_activities": [ "Develop and implement the reasonable adjustments policy and framework", "Participate in affirmative measures, RecruitAbility and similar programs", "Complete an accessibility review of layout and facilities", "Provide assistive technologies", "Review and ensure our awards and recognition framework is accessible to all employees and promotes our commitment to diversity and inclusion", "Provide tailored support programs for diverse sections of the workforce through EAP" ], "source_page": 15 } ], "values": [ "Respected", "Connected", "Progressing", "Contributing" ], "values_framework_name": "Diversity Council Australia’s Inclusion@Work Index", "kpi_targets_2025_26": [ { "code": "ATSI01", "measure": "Percentage of workforce identifying as ATSI", "target": "4%", "source_page": 17 }, { "code": "DIS01", "measure": "Percentage of workforce identifying as a person with an ongoing disability", "target": "10%", "source_page": 17 }, { "code": "LGBTIQ01", "measure": "Percentage of workforce identifying as LGBTIQ+", "target": "7%", "source_page": 17 }, { "code": "FEM01", "measure": "Percentage of women in positions classified at or above Executive Level 1", "target": "53%", "source_page": 17 } ], "kpi_results_2024_25": [ { "code": "ATSI01", "measure": "Percentage of workforce identifying as ATSI", "result": "3.5%", "status": "Partially achieved", "source_page": 17 }, { "code": "DIS01", "measure": "Percentage of workforce identifying as a person with an ongoing disability", "result": "4.1%", "status": "Partially achieved", "source_page": 17 }, { "code": "LGBTIQ01", "measure": "Percentage of workforce identifying as LGBTIQ+", "result": "5%", "status": "Partially achieved", "source_page": 17 }, { "code": "FEM01", "measure": "Percentage of women in positions classified at or above Executive Level 1", "result": "50%", "status": "Partially achieved", "source_page": 17 } ], "_source_urls": { "annual_report_url": "https://www.dha.gov.au/sites/default/files/documents/2026-03/Defence%20Housing%20Australia%20Annual%20Report%202024-25.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "FIGURE 17: DHA’s KPIs\nDHA Objectives\nStatement of Corporate Intent 2025–26 | 35\nOutcome\nKPIs Data source Target\n1.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.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": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "FIGURE 17: DHA’s KPIs\nDHA Objectives\nStatement of Corporate Intent 2025–26 | 35\nOutcome\nKPIs Data source Target\n1.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.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": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "Some internal targets that would help us measure our success are provided below:\n• Recruitment and retention of people in focus diversity groups – increased representation from diverse sections of\nworkforce – targets set under the DHA People Strategy 2022–25\nMetric Purpose Definition 2021 2025 2021\nbaseline target APS\nAboriginal and Torres Indicative of successful diversity promotion Percentage of workforce identifying as ATSI as reported 2% 3% 3.5%\nStrait Islander* initiatives and inclusive workplace culture in Aurion (Census) (3%) (4%) (4%)\nDisability* Indicative of successful diversity promotion Percentage of workforce identifying as a person with an 2% 3% 4.1%\ninitiatives and inclusive workplace culture ongoing disability as reported in Aurion (Census) (7%) (9%) (10%)\nLGBTIQ+ Indicative of successful diversity promotion Percentage of workforce identifying as LGBTIQ+ as 5% 6% 7%", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/DHA-20D-26I-20Strategy-202022-25.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.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": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "Some internal targets that would help us measure our success are provided below:\n• Recruitment and retention of people in focus diversity groups – increased representation from diverse sections of\nworkforce – targets set under the DHA People Strategy 2022–25\nMetric Purpose Definition 2021 2025 2021\nbaseline target APS\nAboriginal and Torres Indicative of successful diversity promotion Percentage of workforce identifying as ATSI as reported 2% 3% 3.5%\nStrait Islander* initiatives and inclusive workplace culture in Aurion (Census) (3%) (4%) (4%)\nDisability* Indicative of successful diversity promotion Percentage of workforce identifying as a person with an 2% 3% 4.1%\ninitiatives and inclusive workplace culture ongoing disability as reported in Aurion (Census) (7%) (9%) (10%)\nLGBTIQ+ Indicative of successful diversity promotion Percentage of workforce identifying as LGBTIQ+ as 5% 6% 7%", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/DHA-20D-26I-20Strategy-202022-25.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.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": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "Aligned housing 1 ADF member DHA Annual 80%\nsolutions delivered satisfaction with Occupant Survey\nhousing solutions\nthrough a modern,\ncustomer-centric\nADF member DHA Annual 85%\noperating model customer service Occupant Survey\nsatisfaction\n2.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.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": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "Aligned housing 1 ADF member DHA Annual 80%\nsolutions delivered satisfaction with Occupant Survey\nhousing solutions\nthrough a modern,\ncustomer-centric\nADF member DHA Annual 85%\noperating model customer service Occupant Survey\nsatisfaction\n2.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.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": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "[Page 44]\nPerformance\nframework\nThe Commonwealth Performance FIGURE 16: DHA Enterprise performance framework\nFramework, established by the PGPA\nAct and PGPA Rule, requires all\nCommonwealth entities to measure Plan\nand assess their performance in EXTERNAL AND INTERNAL INPUTS\nachieving their purpose.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.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": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "[Page 44]\nPerformance\nframework\nThe Commonwealth Performance FIGURE 16: DHA Enterprise performance framework\nFramework, established by the PGPA\nAct and PGPA Rule, requires all\nCommonwealth entities to measure Plan\nand assess their performance in EXTERNAL AND INTERNAL INPUTS\nachieving their purpose.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.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": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "The committees are:\nThe DHA Advisory Committee\nBoard of Directors\n• Board Audit and Risk Committee provides advice and information to\nA Board of Directors is established (BARC) DHA about the performance of DHA’s\nin accordance with Part III of the • Property and Services Committee functions.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.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": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "The committees are:\nThe DHA Advisory Committee\nBoard of Directors\n• Board Audit and Risk Committee provides advice and information to\nA Board of Directors is established (BARC) DHA about the performance of DHA’s\nin accordance with Part III of the • Property and Services Committee functions.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": 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