Corporate plan

Our corporate plan is an important part of our accountability—to government, consumers, businesses and the community. It communicates our medium-term direction and intended business approach. Importantly, it reflects our commitment to place our clients at the centre of what we do—supporting the sustainable flow of credit within the Australian economy, through our role in administering Australia’s personal insolvency and personal property securities systems.

Message from the Chief Executive

Hamish McCormick

I am pleased, as the accountable authority of the Australian Financial Security Authority (AFSA), to present AFSA’s 2020–21 corporate plan, covering the period 2020–21 to 2023–24, as required under paragraph 35(1)(b) of the Public Governance, Performance and Accountability Act 2013.

Our corporate plan outlines our focus for the next four years, what we will do to achieve our purpose, and how we will measure our success. Responding to the impacts of COVID-19 will be an important backdrop for our work.

We work to achieve our purpose by striving to be a world-class government service provider and a firm and fair regulator. For the Australian public to continue to have confidence in the systems we administer, they need to have trust in us and our ability to adapt quickly to a changing environment.

Business and the general community expect that we will regulate in a balanced way, creating an environment that makes compliance easier, while ensuring intentional misuse of the personal insolvency and personal property securities systems is dealt with appropriately.

Similarly, we know that to maintain confidence, effectiveness, efficiency and quality, we need to be able to support the changing needs of Australians by ensuring we deliver the right services, to the right people, at the right time and in the right form.

As we work to serve the Australian public by delivering on our purpose, we recognise the various risks in our operating environment. We will continue to manage those risks by investing in our capabilities and by partnering with others who share similar objectives.

I would like to acknowledge the cooperation provided by our diverse stakeholders, as these engagements enable better outcomes for users of the systems we administer.

I thank my staff for their professionalism, expertise and ongoing commitment to those who use and rely on our services. I look forward to working with all staff to meet the challenges and deliver on the opportunities the coming years will bring.

Hamish McCormick
Chief Executive
Inspector-General in Bankruptcy
Registrar of Personal Property Securities

Who we are and what we do

The Australian Financial Security Authority (AFSA) is an executive agency in the Attorney-General’s portfolio.

We are responsible for Australia’s personal insolvency and personal property securities systems, which:

  • provide Australian consumers and businesses with tools to manage financial risk
  • contribute towards investor and business confidence
  • provide enhanced access to finance within the economy.

As part of administering and regulating these systems, we provide official trustee and registry services.

Our work supporting these systems helps to protect creditors and consumers, and also provides formal options for people to deal with unmanageable levels of debt.

Our vision

We strive to be a world-class government service provider and firm and fair regulator, delivering improved and equitable financial outcomes for consumers, business and the Australian community.

Our purpose

Ensuring confidence in Australia’s personal insolvency and personal property securities systems.

Our key activities

To achieve our purpose over the coming years, we have identified key activities that will allow us to respond to our environment, meet government service delivery expectations, and deliver on our role as a regulator.

World-class government service provider

As a world-class government service provider, we will:

  • drive enhanced digital options to improve user experience, enable self-service and meet the service quality expectations of the community
  • focus on enabling our users to make better informed decisions, reducing unnecessary administrative and regulatory burdens, and improving end-to-end service design so our services are effective and efficient
  • explore the opportunities of cloud hosting for the Personal Property Securities Register and will use the lessons learned to inform decisions in the future digital journeys of our other services
  • modernise and rationalise our technology environment by using fit-for-purpose integrated technology solutions, which will underpin the delivery of external digital services and the digital experience of our employees, while also improving operational efficiency.

Key activities

Services: deliver an ongoing program to enhance information and services, driven by business and community feedback, and legislative requirements.

Governance: implement a program of review to ensure the security, reliability, integrity and accessibility of information.

Technology: deliver an ongoing program to support enhanced services and access to information, and drive operational efficiency.

Firm and fair regulator

We will analyse our existing data and other externally available datasets to gain behavioural insights and improve compliance outcomes. This will enable us to target intervention and deterrence actions before the integrity of the systems we administer can be harmed. Our data-centric approach includes introducing intelligence functions that allow us to focus our information, messaging and communication to support our regulatory role.

Key activities

In the areas of data and governance, we will:

  • use data to design and deliver an effective compliance program that increases our focus on key harms and significant noncompliance risks.
  • engage with stakeholders to identify, and raise awareness of, key areas of noncompliance risk.
  • engage with stakeholders to understand emerging issues and responsibilities in our environment, and to define mutual expectations, while being responsive to feedback.

Our performance measures are designed to provide transparency around the effectiveness of our key activities.

Our operating context

To maintain confidence in the systems we administer and regulate, we need to address the challenges and opportunities in our environment.

The Royal Commission into Misconduct in the Banking, Superannuation and Financial Services Industry has made us refocus on what kind of regulator we want to be.

Our economy is shifting—as is the nature of insolvencies—and it is changing the way we work with people who need to interact with the personal insolvency and personal property securities systems.

The community now expects easy-to-access services that are available when and where people need them.

World-class government service provider

""

As a world-class government service provider, we need to not only deliver our services efficiently and effectively, but also adapt and respond to the changing needs of Australians.

We will achieve our purpose through providing information and services (including enhanced digital services) to meet the needs of those who use our personal insolvency and personal property securities systems.

Our focus is on delivering the right service to the right person, at the right time and in the right form.

Enhancing information and services to meet users’ needs

We want to make it easier for people to interact with us. We are committed to modernising our services—moving to online forms and automated processes—which benefits both us and our service users. Using a co‑design approach, we work closely with business, consumers and industry to continually enhance and optimise their experience of our digital services. This includes improving our tools and keeping pace with user expectations for easy-to-use digital services.

As a world-class government service provider, we need to maintain a high standard of information that is relevant, accessible, useable and reliable. It is important that we protect personal privacy while managing data as an asset to support firm and fair regulation, and broader economic policy and research.

We strive to deliver value through commercially sound practices that produce effective, efficient and sustainable services. We are committed to allocating our resources to ensure that our service delivery reflects international best practice for the government sector.

Firm and fair regulator

""

To be a firm and fair regulator, we need to deliver outcomes that all our stakeholders consider appropriate, effective and consistent.

We will achieve our purpose by improving use of our data and communication channels to support and protect the interests of those who rely on our personal insolvency and personal property securities systems. Using our communication channels more effectively will influence behaviour and drive compliance with personal insolvency and personal property securities legislation.

Improving communications and data analysis to drive compliance and protect the interests of our service users

We focus on ensuring the personal insolvency system operates in a way that maximises returns to creditors, and deals expediently and appropriately with those who seek to avoid their obligations and duties to others—for example, by concealing assets to the detriment of creditors.

At the same time, we support people experiencing financial hardship to make sensible, informed and timely decisions about the right insolvency option for them. By supporting informed decision-making among some of the most vulnerable in our community, we enable those with unmanageable debts to obtain relief during difficult and stressful times.

In operating the Personal Property Securities Register (PPSR), we work to nurture an environment that encourages those who search or register to do the right thing, while putting in place measures to deal with those who intentionally seek to misuse it.

We also seek to create an environment that minimises harm caused by significant noncompliance with the law, and we support users of our systems—including people with unmanageable debt, creditors, insolvency practitioners, and those who register on and search the PPSR—to adhere to an expected standard of behaviour.

We have zero tolerance for untrustworthy advisers who seek to profit from intentionally misleading people about insolvency options. We also have zero tolerance for those who intentionally misuse the PPSR to frustrate or harm others. We will use the tools, powers and influence that we have against such people.

Our strong industry experience administering insolvent estates assures creditors that all and any available assets will be sold and proceeds distributed to creditors. This enables credit providers to assess the risk of lending to individuals, which supports the sustainable flow of credit.

Our working knowledge of personal insolvency and personal property securities laws, and our experience in making informed administrative decisions, fosters confidence in our systems, supporting financial risk management and increasing access to finance.

Working to achieve compliance and addressing noncompliance are important aspects of being a firm and fair regulator—as is ensuring the vulnerable and misinformed are supported and protected by having timely access to our services. By doing this, we develop our reputation as a trusted and respected partner and plays an important part in contributing to the overall health of Australia’s economy.

Our environment

We operate in a dynamic environment that requires us to be responsive and forward-looking. Our capacity to respond to challenges and opportunities is key to achieving our purpose. Building our capability in this area helps us to anticipate and prepare for changes in our operating environment.

Key aspects of our operating environment that have the potential to affect us include:

  • significant changes in Australia’s short- to medium-term economic outlook. Economic events can lead to significant changes in the number of people experiencing unmanageable debt and a decline in consumer-led personal property security registrations. Further, the disruption to business activity and employment as a result of COVID-19 could increase demand for our insolvency services.
  • culture. The prevailing culture impacts behaviour within the personal insolvency and personal property securities systems. An ethical and compliant culture is best maintained when everyone plays their part to support the integrity of the systems.
  • expectations of regulators. The community expects that regulators will make sure the personal insolvency and personal property securities systems operate fairly by addressing harms, such as untrustworthy advisers who misuse these systems or seek to mislead or take advantage of vulnerable people.
  • legislative changes and government expectations. Legislative reform agendas continue to drive changes in the financial sector. We must be transparent in the way we implement any revised requirements, making services accessible and equitable, and protecting the privacy of personal information.
  • disruptive technology and business models. As technology continues to drive changes to financial sector operations, we need to remain aware of market developments and adapt to meet changing requirements.
  • changing demands of the financial sector. Demand for our data is growing as the financial sector increasingly seeks to use it to help inform decision-making. Maintaining the integrity of our data assets is key to meeting expectations of the financial sector.
  • vulnerable people. We recognise that certain people find it more difficult to access information due to their life circumstances. We need to understand the unique needs of these groups to tailor solutions, so they get the right information at the right time, allowing them to make informed decisions.
  • expectations for a more ‘joined-up’ and contemporary public sector. Community and business expectations continue to drive the need to review the way we provide our services. Those expectations include providing services through the channels that users want, and pursuing opportunities for linked-up services and regulation across government.
  • cyber threats. We operate in an environment where the threat of cyber attack is ever present and becoming more sophisticated. Strong, fit-for-purpose security controls that respond to contemporary cyber threats are key to ensuring our services remain reliable, available and secure.

Our capabilities

To continue delivering on our purpose, and to grow our role and influence in supporting sustainable credit flows within the Australian economy, we have identified three key organisational capabilities that we need to invest in: our people, our data and our services

Our people

Our focus is on building an organisation that attracts, retains and develops a highly engaged, adaptable and professional workforce that delivers high-quality outcomes. We are a dynamic organisation and as our landscape changes, our workforce must adapt and thrive.

We develop and deliver strategies and initiatives that maximise the success of our people in achieving our purpose, while we navigate our opportunities and challenges. Our future viability is dependent on a workforce that is dynamic, contemporary, highly skilled and responsive to community and business needs, and government priorities.

Innovative, fair, trustworthy and collaborative

To achieve this, we will focus on developing and nurturing:

  1. a highly engaged, adaptable and professional workforce that delivers high-quality outcomes
  2. a dynamic and contemporary agency that is fair and trustworthy, and responsive to community expectations and government priorities
  3. a culture focused on world-class service delivery supported by innovation, collaboration and flexibility.

Our data

We are responsible for managing and protecting significant personal and economically sensitive data. The quality of our data—and our ability to analyse that data—is a critical capability in fulfilling our purpose.

We will continue to protect our data, and will use relevant data sources to identify risks in the systems we administer and target our regulatory and compliance activities.

We need enhanced data analytics capability to support all externally facing programs and services, build our information management capability, and serve the Australian economy by releasing relevant personal insolvency and personal property securities data.

We need greater ability to capture, manage and analyse data in a way that allows us to understand user vulnerabilities, address emerging threats, and be a world-class government service provider and a firm and fair regulator.

We will achieve this by:

  • providing open access to our data, enabling the private sector to innovate and provide a range of service offerings for consumers within a healthy and competitive market
  • using our information management and data analytics capability to support predictive modelling that will benefit the Australian economy
  • actively participating in whole-of-government initiatives and delivering better practice government statistics
  • maintaining a privacy culture that respects the personal information we collect, store, analyse and use.

Quality data and analytics capability will enable us to improve compliance outcomes. As we move towards maturing our intelligence capability to provide insights, we will be able to better focus our services and communication to support our compliance role.

Using our data to improve compliance

Effective regulation is a core service that we deliver to everyone who participates in—or is affected by—Australia’s personal insolvency and personal property securities systems. To deliver this service, we need capabilities that will enable us to effectively influence behaviour and thereby improve compliance. This includes managing the natural tensions between the needs of people with unmanageable debt, creditors, practitioners, lenders and the community, and responding in a manner that is proportionate to the potential harm caused by noncompliance.

Our enforcement capabilities need to ensure that we are taking the right action against people who do not comply with the law. Importantly, we need to develop an independent assurance capability that supports our timely identification of matters that warrant enforcement action.

Influence behaviour to improve upfront compliance

To improve our information-based decision-making using a single source of data, we will focus on introducing new technologies and processes that allow us to identify—and then influence—key behaviours and improve upfront compliance. This will also enable us to increase our focus on key harms to the personal insolvency and personal property securities systems.

Even with the best monitoring and intelligence-gathering activities, fraud may not be easy to identify early without the assistance of others. We need to continue to foster community vigilance to help us detect fraud and protect the trust that the public places in the systems we administer.

We need to enhance our ability to cooperate and actively engage with other regulators and law enforcement agencies to disrupt bad behaviour and refer suspicious cases as appropriate. This joint capability allows us to target unscrupulous, unregulated and untrustworthy advisers who prey around the edges of the insolvency system, exploiting vulnerable people in financial crisis.

We will implement our approach to compliance in an integrated, risk-based manner.

Our services

Provide the right services to Australians—in the way and at the time people need them

We are committed to being a leading service delivery agency that is responsive to the needs of the Australian community and businesses, and the priorities of the government.

In addition to investing in our people and data capabilities, we need to further develop our digital, stakeholder engagement, and regulation and enforcement capabilities. This will ensure we are a world-class government service provider that delivers the right service to Australians—in the way and at the time people need them—and a firm and fair regulator.

We will be able to use data and user research to deliver information through the right channel in a way that:

  • helps people make informed decisions about how to deal with unmanageable debt
  • helps people use the Personal Property Securities Register effectively
  • influences behaviour by encouraging best practice and compliance with legislation.

We need to continue the digital transformation of our services. We will achieve this by:

  • developing a ‘digital first’ program of work, including the digitisation of our forms to improve user experience and simplify compliance
  • digitising all our channels by 2022 to meet our users’ needs
  • broadening our existing digital channels, especially to new social media platforms
  • expanding user-centred design techniques and agile development methods to all service user groups
  • investing in and enhancing our marketing and research capability, including our ability to deliver targeted information to our audiences and discover potential problems
  • using diverse sourcing strategies, commercial data centres and whole-of-government service delivery platforms
  • extending our use of cost-effective, secure and efficient technologies.

Cooperation

Our approach to working with our stakeholders is underpinned by the principles of professionalism, responsiveness, easy-to-access services and accountability, as embodied in our client service charter and the Australian Public Service Values and Code of Conduct.

Effective cooperation with our stakeholders is key to ensuring confidence in the systems we administer, and trust in AFSA.

We work to achieve our purpose by engaging with a wide range of stakeholders, including:

  • people who transact on the Personal Property Securities Register, such as finance providers, businesses, consumers, legal practitioners, accountants, business advisers and government agencies
  • practitioners, industry experts and professional associations, such as peak bodies, registered trustees, registered debt agreement administrators, financial counsellors, accountants and legal practitioners
  • the media
  • statisticians, academics and researchers
  • government agencies, nationally and internationally
  • people who owe money and are considering, or currently using, one of the options provided by the Bankruptcy Act
  • organisations or people who are owed money and who are considering taking bankruptcy action against a person experiencing financial hardship or who are currently involved in a bankruptcy case.

We are committed to delivering better planned and more-informed services by establishing and nurturing relationships that build understanding, connections, capacity and trust, and promote dialogue.

Stakeholder engagement is mutually beneficial. It develops lasting relationships, encourages sharing of information and expertise, and contributes to problem-solving. It helps us achieve our purpose and, in turn, build a stronger organisation for our service users and stakeholders.

Engagement provides the opportunity for our stakeholders to contribute as experts in their field, have their issues heard, and participate in the decision-making process. Our co-design activities enable stakeholders to be part of the process of designing service delivery improvements.

Our engagement with stakeholders encompasses a diverse range of approaches, including:

  • partnerships to develop co-regulation strategies
  • facilitating and participating in various forums, such as industry and whole-of-government forums
  • proactively seeking direct engagements
  • engaging in education programs
  • using collaboration technologies, such as AFSAsandpit.

Risk management

We continuously enhance our approach to risk management and oversight, working to ensure that our governance, practices and supporting framework take account of environmental changes and are informed by emerging best practice.

Our key focus is on fostering a risk-aware culture. We embed risk management into all levels of our operations and strive to ensure that all staff understand how their work helps to identify and manage risk across our agency. Our culture is supported by our well-defined governance structure; the National Management Board is our peak governing body, supported by the Audit Committee, the Program Board, and operational committees and project boards.

Our risk management framework and plan, along with our internal control framework, describe the relationship between operational controls, management oversight mechanisms and independent assurance. We are currently exploring approaches to building a comprehensive picture of controls and oversight mechanisms, allowing us to readily identify any control gaps and gain assurance that key controls are operating as intended.

To manage risk, we:

  • maintain an up-to-date risk management policy and framework
  • clearly articulate risk management responsibilities for all employees, including through training
  • regularly review and update risk artefacts (which document and evaluate risks and controls)
  • allocate the oversight of risk management activities, and responsibility for the risk management system and processes, to different committees
  • identify and understand the potential for improved outcomes by taking advantage of opportunities arising from a risk event
  • participate in the Comcover risk management benchmarking survey.

We have identified our key risks as those factors that could affect the delivery of our purpose. Loss of stakeholder confidence in the services we provide and being unable to effectively respond to the harms in the systems we administer are the most significant consequences of our key risks being realised.

How we currently manage our key risks—and the changes we are putting in place to manage them more comprehensively—are shown in the following table.

Managing our risk

Strategic risk

How we manage the risk

Regulatory failure

Without effective regulation, we would be unable to:

  • safeguard against financial loss for creditors
  • protect people with unmanageable debt against poor advice
  • support effective relief from unmanageable debt
  • maintain the reliability of the Personal Property Securities Register.

We foster user and stakeholder confidence by ensuring high national standards of personal insolvency practice, and compliance with the Bankruptcy Act 1966 (Bankruptcy Act) and the Personal Property Securities Act 2009 (Personal Property Securities Act). We constantly review our regulatory strategies and operations to ensure that we are regulating in areas where we need to, and not overregulating or underregulating in areas that we do regulate.

We have processes for registering, inspecting and assessing practitioners through our insolvency compliance program. We are committed to increasing transparency in reporting on regulatory outcomes and the performance of personal insolvency practitioners. We collect relevant data and undertake analysis to ensure regulation is effective, and provide this information to all stakeholders affected by insolvency.

Service delivery failure

Our users and stakeholders expect our services to be secure, accessible, convenient and reliable. Not maintaining service capacity harms the ability of users to make informed decisions and impacts sustainable credit flows within the Australian economy.

We draw on our strong stakeholder relationships and a user-centred approach to help us manage the risk of a service delivery failure, and also to manage expectations and promote compliance. We seek to design and deliver strategies that improve the user experience and meet user needs by promoting open access to our services.

Sudden change in demand in the personal insolvency sector

Insolvency practitioners play a crucial role in the insolvency system and it is imperative for all stakeholders that only those with suitable qualifications, experience and skills enter the market.

A sudden change in demand in the personal insolvency sector may impact access to insolvency practitioners’ services, undermine the preservation of knowledge and expertise, and reduce competition.

We support a personal insolvency practitioner sector that is responsive to market demands and is competitive, professional and sustainable.

Control and/or quality of data is compromised through incorrect or unauthorised data entry, access, use or release

Our data provides the basis of key decision-making processes within the economy. Misuse of our information may harm the confidence of our stakeholders and impact sustainable credit flows within the Australian economy.

Data integrity underpins community trust in our services, including our registers (the National Personal Insolvency Index and the Personal Property Securities Register). We work to ensure that our data remains secure, accurate and consistent by applying appropriate security and quality processes across the data cycle.

Users of our services unable to make informed decisions

Failure to preserve the integrity of the personal insolvency and personal property securities systems harms the community’s confidence that these systems operate fairly and in accordance with the law. Uninformed decision-making affects the likelihood of people with unmanageable debt and creditors achieving favourable outcomes.

We work to ensure we comply with legislative and government requirements. We devote resources to effectively regulate the personal insolvency practitioner sector and actively engage with our stakeholders. We work to ensure we have robust technologies, efficient processes and a professional workforce to deliver our services. We strive to provide critical information to our users, and effective and efficient transactions.

We maintain user and stakeholder confidence by ensuring that the processes and systems we use to administer the Bankruptcy Act and Personal Property Securities Act remain relevant, secure and responsive to the needs of the community.

Performance measures

2020–21 to 2023–24

We use quantitative and qualitative performance criteria to measure the effectiveness and efficiency of our key activities as we progress towards achieving our purpose.

During 2019–20, we moved away from our corporate goals terminology of ‘foster confidence’, ‘deliver value’, ‘effective services’ and ‘quality information’ to identify key activities focused on being a world-class government service provider and a firm and fair regulator. This new approach provides additional clarity and transparency on the type of organisation we want to be, and how successfully we are delivering our purpose.

Our key activities are aligned with our vision and purpose, and our performance measures articulate the benefits that our key activities are intended to deliver to the community.

We have reviewed and adjusted our performance measures to ensure an appropriate suite of reliable, verifiable and unbiased performance criteria that relate directly to our purpose and key activities, and provide a view over time of the efficiency and effectiveness of our actions.

1. Deliver an ongoing program to enhance information and services, driven by business and community feedback and legislative requirements

Performance Measure

PBS*

Methodology

Target 2020–21

Target 2020–22

Target 2020–23

Target 2020–24

Effective and efficient services

Enhance digital services to improve the user experience and drive operational efficiency

    

1.1,

1.2

 

Stakeholder feedback demonstrating improved satisfaction and reduced burden

Improved user satisfaction and reduced effort

As for 2020–21

As for 2020–21

As for 2020–21

Effective and efficient management of assets held by Official Trustee

Effectively and efficiently manage assets and cash held in trust for beneficiaries throughout the asset life cycle, in accordance with relevant legislation, directions and guidelines

 

1.1

Case studies demonstrating implementation of asset management efficiencies

Effective action taken to maximise returns on assets

As for 2020–21

As for 2020–21

As for 2020–21

Payment services

Proportion of distributions to creditors paid within 3 months of last receipt of money

 

1.1

Case management system records

≥ 80%

As for 2020–21

As for 2020–21

As for 2020–21

2. Implement a program of review to ensure the security, reliability, integrity and accessibility of information

Quality information

Provide accessible, accurate, relevant and easily understood information in a timely way

 

1.1,

1.2

 

Stakeholder feedback demonstrating improved information services

Effective action taken to digitise and improve information services

As for 2020–21

As for 2020–21

As for 2020–21

3. Deliver an ongoing program to support enhanced services and access to information, and drive operational efficiency

Effective and efficient services

Enhance digital services to improve the user experience and drive operational efficiency

 

1.1

Automated monitoring that calculates minutes of service availability (excludes publicised maintenance periods)

≥ 99%

As for 2020–21

As for 2020–21

As for 2020–21

Online service availability

Proportion of time the Personal Property Securities Register is available

 

1.2

 

Automated monitoring that calculates minutes of service availability (excludes publicised maintenance periods)

≥ 99%

As for 2020–21

As for 2020–21

As for 2020–21

4. Use data to design and deliver an effective compliance program that increases our focus on key harms and significant noncompliance risks

Minimising harm

Create an environment that minimises harm caused by significant noncompliance with the law or a failure by the regulated community to act in accordance with an expected standard of behaviour

 

1.1,

1.2

 

Records of stakeholder engagement and feedback

Evidence of risk/issue identification

Evidence of actions taken under our compliance program, and the impact of those actions

 

Firm and fair compliance outcomes

As for 2020–21

As for 2020–21

As for 2020–21

5. Engage with stakeholders to identify, and raise awareness of, key areas of noncompliance risk

Managing compliance and promoting awareness

Proactively apply appropriate regulatory, enforcement and other actions to encourage compliance and address noncompliance

 

1.1,

1.2

 

Records of stakeholder engagement and feedback

Case studies demonstrating application of compliance action taken under our compliance program

 

Effective action taken to manage compliance

As for 2020–21

As for 2020–21

As for 2020–21

6. Engage with stakeholders to understand emerging issues and responsibilities in our environment, and to define mutual expectations, while being responsive to feedback

Influencing behaviour

Effectively influence stakeholders to act in accordance with expected standards of behaviour

 

1.1,

1.2

 

Records of stakeholder engagement and feedback

Comprehension data from interactions with stakeholders

 

Effective action taken to respond to emerging issues and improve the understand­ing of compliance responsibili­ties

As for 2020–21

As for 2020–21

As for 2020–21

* Represents the relevant anticipated program number(s) in our forthcoming Portfolio Budget Statements 2020–21.
≥ Greater or equal to

End matter

We have prepared this corporate plan in accordance with the requirements of:

  • subsection 35(1) of the Public Governance, Performance and Accountability Act 2013
  • the Public Governance, Performance and Accountability Rule 2014.

Copyright

© Commonwealth of Australia 2020

Creative Commons

All material presented in this document is provided under a Creative Commons Attribution 4.0 International (CC BY 4.0) licence, with the exception of the Commonwealth Coat of Arms, this authority’s logo, any third party material, any material protected by a trademark, all images and photographs, and where otherwise noted.

The details of the relevant licence conditions are available on the Creative Commons website (creativecommons.org/licenses/by/4.0), as is the full legal code for the CC BY 4.0 licence.

The document should be attributed as the ‘Australian Financial Security Authority Corporate Plan 2020–21’.

Use of the Coat of Arms

The terms under which the Coat of Arms can be used are detailed on the Department of the Prime Minister and Cabinet website at pmc.gov.au/government/commonwealth-coat-arms.

Further information

For further information about this publication, please contact:

Corporate Publications
Australian Financial Security Authority
GPO Box 821
Canberra ACT 2601

Email: corporatepublications [at] afsa.gov.au

This corporate plan is available at afsa.gov.au/about-us/corporate-publications/corporate-plan.

Our website: afsa.gov.au

Note

The Australian Government has deferred the 2020–21 Budget until October 2020 as part of its response to the COVID-19 pandemic. As a result, AFSA’s forthcoming Portfolio Budget Statements 2020–21 will not be tabled in parliament until October 2020. The key activities and performance measures presented in this corporate plan are closely aligned with our portfolio budget statements, which may be influenced by the outcomes of the 2020–21 Budget.