AFSA Corporate Plan 2025–26
AFSA's Corporate Plan 2025–26 sets out our purpose, key activities, operating environment and how we'll measure our performance. It outlines the factors that influence our work and planning, how we collaborate and engage with others, and our commitment to building our agency's capabilities.
Download AFSA's Corporate Plan 2025–26:
Message from the Chief Executive
I am pleased to share AFSA's Corporate Plan 2025–26, which outlines what we do, the environment we operate in, and how we're preparing for the future.
Our purpose is to ensure confidence in Australia's personal insolvency and personal property securities systems. These systems are critical to the stability and integrity of Australia's $3.9 trillion credit system.
In 2025–26, we expect to regulate more than 13,000 personal insolvencies, oversee around 13 million searches and 2.2 million new registrations on the Personal Property Securities Register (PPSR), and preserve the value of over half a billion dollars in assets confiscated under proceeds of crime legislation.
Our work focuses on 2 key activities across personal insolvency and personal property securities:
- overseeing and enforcing the law
- delivering regulatory services, including administration and our responsibility for managing criminal assets.
Together, these activities support people navigating financial difficulty, and enable greater economic participation.
In personal insolvency, we have a unique role as both regulator and system participant. Through the Official Trustee, we directly manage estates – gaining first-hand insight into how the system works. This practical experience sharpens our regulatory approach and informs improvements to ensure the system remains fair, responsive, and effective.
We are operating in a rapidly evolving environment. Economic pressures, shifting consumer behaviours and expectations, and increasing cybersecurity and digital delivery risks continue to shape how we work.
In response, we are building our regulatory capability, and investing in our people, technology, and data to stay ahead of these challenges.
This plan sets out our core responsibilities and how we'll deliver them over the next 4 years. It also outlines our vision of a strong credit system for the Australian community, and the strategic priorities that will guide our work.
These elements position us to meet our legislative obligations while evolving as a high-performing regulatory steward.
I take pride in the work we do and in how our people demonstrate the values of the Australian Public Service.
Together, we are creating a more visible, modern, and contemporary regulator – one that delivers tangible social and economic outcomes for the Australian community.
Statement of preparation
As Accountable Authority of the Australian Financial Security Authority, I present the Corporate Plan 2025–26. This plan covers reporting periods 2025–26 to 2028–29 and has been prepared in accordance with paragraph 35(1)(b) of the Public Governance, Performance and Accountability Act 2013 (Cth).
Tim Beresford
Chief Executive
Inspector-General in Bankruptcy
AFSA at a glance
AFSA's purpose and key activities reflect our formal regulatory responsibilities as set out in our enabling legislation and the broader Commonwealth legal framework. These articulate what we are accountable for delivering as a government entity.
Our vision and strategic priorities provide a forward-looking view of where we are heading as an agency. These guide how we work across all areas of AFSA, not just in our regulatory functions, and support a unified approach to stakeholder engagement, workforce capability, technology and digital, and agency culture.
Our agency
AFSA is responsible for Australia's personal insolvency and personal property securities systems, as well as managing criminal assets.
AFSA is an executive agency in the Treasury portfolio. We are responsible for Australia's personal insolvency and personal property securities systems, as well as managing criminal assets, which:
- provides Australian consumers and businesses with tools to manage financial risk
- contributes to investor and business confidence
- provides enhanced access to finance within the economy
- enables the dispersal of proceeds of crime to the Australian community.
Our vision
A strong credit system for the Australian community.
Our purpose
To ensure confidence in Australia's personal insolvency and personal property securities systems.
Inspector-General in Bankruptcy
The Inspector-General is responsible for administering the Bankruptcy Act, overseeing the registration of trustees and administrators, and investigating matters related to bankruptcy administration and trustee conduct.
Official Receiver
The Official Receiver receives and makes decisions on personal insolvency applications, maintains the National Personal Insolvency Index, and uses coercive powers to assist trustees in the recovery of assets.
Official Trustee in Bankruptcy
The Official Trustee administers bankruptcies and other personal insolvency arrangements where no registered practitioner is appointed, and manages the custody and realisation of criminal assets under proceeds of crime legislation.
Registrar of Personal Property Securities
The Registrar ensures the Personal Property Securities Register (PPSR) is operational, accessible, and compliant with legislation, and has powers to manage data access, enforce penalties, and conduct investigations.
Deputy Registrar of Personal Property Securities
The Deputy Registrar supports the Registrar and exercises all Registrar powers, except for the power to delegate.
AFSA's regulatory functions include:
- managing the application of the Bankruptcy Act 1966 (Cth) and the Bankruptcy (Estate Charges) Act 1997 (Cth) through oversight of Australia's personal insolvency framework, including provision of Official Trustee, registry and information services
- managing the application of the Personal Property Securities Act 2009 (Cth) through administration of the PPSR.
In delivering these functions, we create an environment in which businesses and the community can properly assess financial risk and make informed financial decisions.
We also manage confiscated money, liquidating confiscated assets and controlling the Confiscated Assets Account, in accordance with orders made under the Proceeds of Crime Act 2002 (Cth).
Personal insolvency system
Personal insolvency provides a safety net for individuals and businesses with unmanageable debt and a solution for people who are owed money.
If an individual is unable to pay their debts when they are due, they are insolvent. This can happen for many reasons, like job loss, unexpected expenses, or taking on too much debt.
Once a person becomes insolvent, they may require a solution available to them under Australia's personal insolvency framework, including bankruptcy, a debt agreement or a personal insolvency agreement.
AFSA's role is to ensure the personal insolvency system operates in a way that:
- provides a fair and orderly process for sorting out the financial affairs of people who are unable to pay their debts
- ensures assets in an estate are managed properly to maximise both returns to creditors and realisation of any balance to debtors
- provides a tailored approach to trustworthy, effective and compliant administration, and allows regulatory clients to receive timely support service referrals, particularly if they are experiencing vulnerability
- quickly deals with those who seek to avoid their obligations and duties to others.
We do this through regulation of the Official Trustee, industry professionals (bankruptcy trustees and debt agreement administrators), debtors, and creditors.
We also administer bankruptcies and other personal insolvency arrangements when a private trustee or other administrator is not appointed.
Enabling legislation
We are responsible for administering the following Acts and associated regulations:
- Bankruptcy Act 1966 (Cth)
- Bankruptcy (Estate Charges) Act 1997 (Cth)
- Bankruptcy Regulations 2021.
Personal property securities system
The personal property securities system is the legal framework that governs security interests in personal property. We operate and maintain the Personal Property Securities Register (PPSR) and support the Registrar of Personal Property Securities to detect, address and deter misuse.
The PPSR is the official government register of security interests in personal property (other than land, buildings and fixtures to land).
It is a publicly available noticeboard that facilitates access to credit by providing protection and peace of mind to consumers and businesses, for example by:
- enabling buyers to identify whether a security interest is registered over personal property
- supporting lenders to identify if a borrower already has security interests (such as money owing) registered against their personal property.
Security interests are created when a borrower (grantor) agrees with a lender (secured party) that specific property (collateral) can be taken, if a loan or other obligation is not repaid. This form of secured finance is particularly important in an insolvency, as registration on the PPSR establishes an order of priority for the recovery of assets or funds where there are competing interests.
We support and regulate those who use the PPSR, and make sure it:
- is managed responsibly
- is available to use
- contains reliable information.
Our aim is to create a positive impact for consumers and businesses by making the system as accessible and usable as possible.
Enabling legislation
We are responsible for administering the following Act and associated regulations:
- Personal Property Securities Act 2009 (Cth)
- Personal Property Securities Regulations 2010.
Criminal assets management
The Proceeds of Crime Act 2002 (Cth) allows proceeds of crime to be confiscated, forfeited to the Commonwealth and then used to benefit the Australian community.
AFSA works in partnership with the Australian Federal Police and other key agencies to support the Australian Government in disrupting and dismantling organised crime.
We support the Official Trustee in its custody and control, on behalf of the Commonwealth, of assets that have been restrained by the Australian Federal Police.
We preserve the value of assets, acting in a way that delivers the greatest commercial and social outcomes at the point of disposal (or return) of confiscated assets.
We also help the Official Trustee to sell or realise assets after they are forfeited. Funds collected through this process are accessed by the government to reinvest in local crime prevention, law enforcement, drug treatment and diversionary measures across Australia.
Enabling legislation
Our role is defined by the following Act and associated regulations:
- Proceeds of Crime Act 2002 (Cth)
- Proceeds of Crime Regulations 2019.
Key activities
We fulfil our purpose through regulatory oversight and enforcement, and regulatory administration and practice. These are ongoing responsibilities embedded in our core operations that ensure the integrity, efficiency and responsiveness of the systems we regulate.
Our key activities incorporate the Ministerial Statement of Expectations and are aligned with AFSA's Statement of Intent.
Regulatory oversight and enforcement
AFSA is responsible for regulating and ensuring compliance with laws related to bankruptcy and personal property securities in Australia. To do this, we exercise a layered and nuanced approach, combining education and outreach, proactive compliance, and enforcement action.
Our Regulatory Strategy 2023–27 guides our ongoing approach to the stewardship of Australia's personal insolvency and personal property securities systems.
We adopt a whole-of-system approach to regulation, using data and intelligence to prioritise where we focus our resources, and a surveillance-based approach to monitor our regulatory systems.
Our annual intelligence-informed Regulatory Action Statement specifies priority areas to address serious and significant regulatory harms, ensuring clarity for both our regulated population and the wider community.
We actively monitor our regulatory environment to determine emerging harms that may undermine confidence in the systems we are responsible for. This enables us to continue to sharpen our regulatory posture to maximise our impact and reach.
An effective system relies on regulated professionals who are competent, compliant, and consistent. They are in positions of trust and authority, which brings responsibility.
What is regulatory stewardship?
In the context of regulation, stewardship is the monitoring and care of regulatory systems for which an organisation, such as AFSA, has policy or operational responsibilities.
The goal of stewardship is to ensure that regulatory systems remain fit for purpose over the long term, which includes looking ahead and providing advice on future challenges and opportunities.
AFSA holds regulated professionals to a high account, commensurate with their responsibility and the expectations of regulatory clients and stakeholders.
We ensure that fairness and transparency remain central to how we communicate and make decisions, applying these principles consistently to all individuals and organisations.
Maintaining balance between regulating vulnerability and regulating misuse is one of the most important aspects of good regulation. We are committed to ensuring that people experiencing, or at risk of, vulnerability are supported. We also monitor for, and take decisive action against, those who misuse our systems.
| What we'll do from 2025–29 | |
|---|---|
| Strengthen our regulatory posture |
|
| Target our regulatory approach |
|
| Demonstrate collective stewardship |
|
| Table 1: Regulatory oversight and enforcement activities | |
Regulatory administration and practice
AFSA provides a range of functions, including information, support and administration to the public on behalf of the Australian Government including:
- administering bankruptcies and other personal insolvency arrangements when a registered practitioner or other administrator is not appointed
- providing information and supporting regulatory clients to make registrations or searches on the PPSR
- managing and disposing of criminal assets on behalf of the Commonwealth.
Our delivery of these functions combines industry knowledge, legal and financial acumen and technology to provide the right solutions, at the right time and through the most effective channels.
We have a range of different regulatory clients and stakeholders (for example, debtors, creditors, secured party groups and grantors), which requires us to tailor our approach and, in many circumstances, balance the competing interests between them in a way that is transparent, equitable and in accordance with relevant legislation.
Most people who interact with us simply need access to clear information, and effective systems and processes to get good outcomes.
People who interact with AFSA can expect that:
- our services are accessible
- our people act professionally
- they will be respected
- their data is safe.
Additionally, our people and processes are considerate of those who are experiencing vulnerability. This is reflected in the content and design of our website.
We seek to understand and anticipate regulatory client and stakeholder needs, and encourage the community to engage with us early and often.
| What we'll do from 2025–29 | |
|---|---|
| Uplift our digital capability |
|
| Improve engagement and access |
|
| Promote responsible engagement |
|
| Table 2: Regulatory administration and practice activities | |
Operating context
Our operating context comprises environment, capabilities, risk oversight and management, and stakeholder engagement.
Environment
Thinking about our operating environment and the future puts us in a better position to make decisions today. Over the next 4 years, we anticipate that there will be impacts to our operating environment that will influence achievement of our purpose.
Economic conditions – including the cost of living, unemployment, credit risk, and trends in credit and economic growth – directly influence personal insolvency and PPSR activity. Movements in the housing and other asset markets also significantly affect the disposal of criminal assets.
Over the 12 months to June 2025, economic conditions have stabilised. Inflation has declined, contributing to the Reserve Bank of Australia (RBA) cutting the cash rate in February and May, households increased their savings, and unemployment remained low. Despite these improvements, economic uncertainties and challenges remain.
The Australian economy continues to grow at a modest pace. As of March 2025, annual growth was only 1.3% (inflation-adjusted), unchanged from December 2024 and well below the pre-COVID 5-year average of 2.5%.
A prolonged decline in productivity has contributed to reduced living standards, with output per person continuing to fall. From March 2022 to March 2025, overall productivity dropped by 5.3%, marking the largest recorded decline.
Low levels of private investment and weak business confidence have contributed to this trend. Both the RBA and financial market economists have downgraded their Gross Domestic Product growth forecasts for September 2025 from 2.2% to 2.0%, signalling a slower-than-expected recovery.
Unemployment (seasonally adjusted) rose to 4.3% in June 2025, after holding steady between 4.0% and 4.1% from April 2024 to May 2025. A rise in youth unemployment largely drove this increase.
Public sector investment and spending have sustained labour market strength so far, but continued subdued private investment may push unemployment to 4.4% by June 2027, according to market forecasts.
The RBA's rate cuts helped stabilise the property market. By June 2025, national housing prices had grown by 3.4% over the year - unchanged from March, and down from 4.9% in December 2024. This suggests major city markets like Sydney and Melbourne are beginning to recover from earlier stagnation or decline.
Despite easing inflation, reduced cost-of-living pressures, ongoing labour market resilience, and a stabilising property market, Australia continues to face economic challenges.
Geopolitical tensions have intensified; technological disruption, particularly from artificial intelligence and its impact on jobs, is accelerating; and global trade conflicts are escalating. These pressures continue to dampen Australia's economic growth outlook.
AFSA will continue to actively monitor these economic developments to assess their impact on our regulatory responsibilities, administration and practice.
Credit risk remains elevated compared to last year but has stabilised. Non-performing loans (NPLs) have levelled off since June 2024 after rising through 2023. NPL ratios are expected to stabilise or decline following the RBA's cash rate cuts in 2025. This points to a more benign credit risk environment ahead.
Since late 2022, personal insolvencies – mainly from non-housing personal credit – have been rising from a historically low base. However, the pace of increase has slowed noticeably, with personal insolvencies growing by 5% over the 12 months to June 2025, compared to a sharper 17% rise the previous year.
Personal insolvencies are expected to continue rising gradually over the next 12 to 18 months, supported by improving credit risk conditions. However, this rise could accelerate if unemployment increases faster than expected, particularly due to persistently low private investment that may slow Australia's economic recovery in 2025 and beyond.
Movements in non-mortgage secured lending, especially motor vehicle loans, have closely aligned with trends in PPSR searches and new registrations. This reflects that non-mortgage secured loans are generally the types of credit for which securities are registered on the PPSR.
Year-on-year credit growth has gained momentum since late 2024, reaching 6.9% over the 12 months to May 2025, up from 5.2% over the same period in 2024. This growth is expected to continue throughout 2025 and beyond, mainly driven by mortgage lending as interest rates fall.
In contrast, non-housing personal credit, such as car loans and credit cards, grew more modestly, increasing by 4% over the 12 months to May 2025, down from 6% the previous year. This trend reflects motor vehicle demand returning to more typical levels after the post-COVID rebound in 2023 and 2024.
Since motor vehicle-related searches and registrations make up over 50% of annual PPSR volumes, this normalisation suggests slower growth for PPSR-related activities going forward.
AFSA will work in partnership with the Treasury to improve the personal insolvency and personal property securities systems.
This includes supporting the department on reform proposals to ensure the systems remain fair and balanced.
AFSA will use data, insights, and information from our connections with industry and community stakeholders to inform the development of solutions which meet policy objectives and maximise the stewardship of our regulatory systems.
Emerging technologies, particularly artificial intelligence, have the potential to transform the provision of financial services in Australia.
Artificial intelligence provides opportunities for more efficient, accessible and tailored products and services. However, it can also present risks such as the provision of false information, exploitation of consumer vulnerabilities and behavioural biases, and erosion of consumer trust.
AFSA sees opportunities to leverage these technologies to enhance our:
- regulatory effectiveness and intelligence-led regulation
- resource allocation
- regulatory user experience
- ability to address cybersecurity threats.
The adoption of newer digital assets, like cryptocurrency and non-fungible tokens, impacts the personal insolvency system, criminal asset management and the PPSR.
As a regulator, we must understand how these technological and digital advances affect people and businesses within the Australian credit system, and provide guidance and education to relevant stakeholders.
Capabilities
People, data and technology strengthen our capability. We are committed to prioritising and investing in initiatives that ensure AFSA is equipped to deliver our purpose and advance our vision.
People
Our people are our greatest strength and key drivers of change. Our people enable us to:
- meet our regulatory responsibilities
- deliver regulatory experiences to the Australian community
- achieve positive social and economic outcomes.
Together, we are working to build an empowered and capable workforce.
Our program of 'people initiatives' aims to embed a learning, inclusive and professionally curious culture that supports people and encourages them to learn.
AFSA's Workforce Strategy identifies 3 key priorities:
- Capability – building critical capabilities at individual, leadership and enterprise levels
- Culture – continuing to build a professional, inclusive and learning culture
- Capacity – attracting, retaining and investing in our people to become a model employer.
Our focus for 2025–26 is on practical solutions to attract and retain the right skillsets and mindsets that support us to deliver regulatory experiences.
Over the next year, we will continue to focus on talent management and holistic capability development, including regulatory expertise, data literacy, public administration and leadership skills.
Our executive are committed to these goals, which help us address our most critical capability gaps for the future, create a fulfilling employee experience, and attract and retain top talent.
| What we'll do from 2025–29 | |
|---|---|
| Plan for our future |
|
| Foster a strong data culture |
|
| Strengthen our culture and values |
|
| Table 3: Capability (People) activities | |
Employee engagement
Our APS Employee Census results are published online, along with our agency action plan, providing insights into:
- our people's experience of work
- action areas to strengthen our organisational health
- program enhancements to improve our ways of working.
Our 2024 APS Employee Census results show that we are in a period of transition. We are focusing on strengthening our regulatory stewardship and ensuring AFSA delivers outcomes for the Australian community.
To support our progress, we conducted a mid-year pulse check in February 2025, which demonstrated a positive shift in sentiment across key indicators – particularly in planning and prioritisation, leadership support, and our people feeling empowered to do their best work.
Recognising the continued focus on our people, we are committed to rebuilding and strengthening the overall employee experience. Our efforts aim to create a more connected, inclusive, and engaging workplace, with the employee engagement index (Table 4) providing a way in which we will track progress.
The employee engagement index score demonstrates commitment to the organisation and the extent to which our people are motivated, inspired and enabled to improve AFSA's outcomes.
We will report our results in the Annual Report 2025–26.
Australian Public Service Commission's Strategic Commissioning Framework
In line with the Australian Public Service (APS) Strategic Commissioning Framework, AFSA continues to build APS capability through reduced reliance on contractors and consultants for core work.
AFSA is committed to developing its people and strengthening the capability of the APS. The majority of our workforce are APS employees. We draw on external skills and expertise where necessary.
Through our corporate and workforce planning, we make decisions about our priorities and the capabilities we need to deliver them.Strong planning supports our use of APS employment as the default for core work.
In extenuating circumstances where we draw on external skills to perform core work, we capture the transfer of knowledge from contractors to our people in the scope of work to avoid perpetuating capability gaps.
In 2024–25, AFSA reduced its engagement of contractors by over 40%. In 2025–26, we seek to further reduce our contractor cohort by an additional 1%.
We will achieve this through strategic corporate and workforce planning that informs our decisions about priorities and the capabilities required to deliver them.
Robust planning will reinforce our commitment to using APS employment as the default for core work and serve as a critical tool in aligning our workforce with organisational goals.
We will report on our progress as required by the APSC.
| APS Employee Census | 2022 | 2023 | 2024 | 2025 target |
|---|---|---|---|---|
| AFSA's Employee Engagement Index Score | 69 | 73 | 69 | ≥ 71 |
| (-1) | (+4) | (-4) | (+2) | |
| Table 4: AFSA's APS Employee Census scores and 2025 target | ||||
Data and technology
We are continuing our data and technology transformation to replace outdated systems with modern platforms.
These improvements will enable us to adapt to the changing needs of Australians while ensuring our systems are reliable and scalable for the future.
These modern platforms will not only enhance the regulatory client experience but will also enable our people to work more efficiently and build the strong foundations for AFSA to be a more effective data-driven regulator.
This data and technology uplift is fostering an environment that:
- supports contemporary regulatory practices that enhance our effectiveness and make compliance easier
- enables the development of new education, surveillance and enforcement tools
- enhances data and analytics capabilities
- strengthens our cyber security resilience.
| What we'll do from 2025–29 | |
|---|---|
| Deliver our Technology Strategy |
|
| Build our data and analytics capability |
|
| Strengthen cyber security |
|
| Table 5: Capability (Data and Technology) activities | |
Risk oversight and management
Managing and engaging with risk is central to how we fulfil our role as a contemporary, intelligence-led regulator. A strong focus on risk enables us to regulate effectively, supporting sound decision-making, directing our efforts toward the right priorities, and allowing us to respond to emerging threats.
Our approach enables us to address regulatory harms and support innovation, while meeting our stewardship responsibilities. AFSA faces risks within our ecosystem (ecosystem risks), to our regulatory effectiveness (effectiveness risks) and to our organisation (enterprise risks).
Ecosystem and effectiveness risks may impact our ability to identify and respond to current and emerging harms and maintain confidence in Australia's personal insolvency and personal property securities systems.
Enterprise risks may impact trust in AFSA, our ability to deliver regulatory functions, or to meet our obligations.
We manage our risks by:
- working collaboratively with others
- implementing arrangements to support our regulatory stewardship and compliance
- safeguarding our resources and our people
- enabling effective and efficient operations
- reassessing our risk profile regularly and as part of strategic planning
- testing the effectiveness of key controls.
Our risk management framework and control and assurance strategy describe the relationship between controls, management oversight mechanisms, and independent advice and assurance.
Regular reporting and other arrangements support our framework, enabling us to:
- understand, identify and respond to risks, including emerging risks and issues
- enhance our risk culture and capability across all areas of AFSA.
AFSA's risk snapshot
Ecosystem risks
- Ecosystem coordination and regulatory partnerships
- Unexpected shifts in our operating environment
Effectiveness risks
- Managing legislative compliance
- Regulatory capability, stewardship, culture and integrity
- Regulatory effectiveness, experience, and performance
Enterprise risks
- Strategy and transformation
- Funding sustainability
- People and obligations
Stakeholder engagement
Like many other regulators, we proactively engage with a broad range of stakeholders and interested parties to promote regulatory effectiveness. In addition to our robust program of stakeholder engagement, we host an annual AFSA Summit which brings together leaders and stakeholders from across industry and government to discuss key issues relating to Australia's credit system.
The strength of Australia's credit system requires various regulators to work together, share intelligence and insights, and collaborate on initiatives that contribute to economic and social outcomes.
We exchange best practice examples with other agencies to ensure we are drawing on and contributing to the understanding of contemporary regulation.
We work with various federal and state government departments that oversee social and economic policies and programs relating to the credit system, our stakeholders, and our regulatory clients.
This includes the Public Trustee, or equivalent, in each state or territory with responsibilities for managing proceeds of crime, as well as the Department of Home Affairs, which administers Proceeds of Crime legislation.
AFSA is committed to contributing to government-led initiatives and is a member of the following bodies:
- Phoenix Taskforce (led by the Australian Taxation Office)
- Federal Regulatory Agency Group (coordinated by the Australian Small Business and Family Enterprise Ombudsman)
- National Regulators Community of Practice (led by the Australia and New Zealand School of Government).
We are also observers at the Council of Financial Regulators.
We have a strong history of cooperating and working with a range of regulators, including:
- Australian Taxation Office
- Australian Securities and Investments Commission
- Australian Competition and Consumer Commission
- Australian Transaction Reports and Analysis Centre
- Australian Federal Police.
These relationships help align our key priorities, increase mutual assistance, and maximise the effectiveness of inter-agency collaboration.
We regularly hold meetings with key policy and regulatory bodies in the credit system, including the Reserve Bank of Australia and the Australian Prudential Regulation Authority.
These discussions help both AFSA and our partners gain a deeper understanding of trends and changes in the credit system, at both the macro and micro levels. This insight is essential for AFSA to effectively carry out its role as a regulatory steward.
Engaging with government remains a key priority. AFSA is actively leveraging its data and insights to support improvements in policy and program design and delivery.
Our relationships with industry stakeholders, including our regulated community, are vital to our ability to regulate effectively and efficiently.
We engage with registered trustees, registered debt agreement administrators, industry associations, major creditors, and legal professionals to promote and monitor compliance with the legislation we enforce, and share insights about the credit system.
We hold regular forums and workshops, send newsletters, and meet directly with individuals and organisations. These professional relationships help us to better understand issues facing the credit system and enable us to be more effective in addressing them. We pride ourselves on our accessibility and proactive engagement.
We also ensure that we take opportunities to build partnerships with various financial counselling and consumer support stakeholders that our regulatory clients interact with before or after they deal with us.
In 2024–25, we established a Consumer Consultative Panel (the Panel), comprising 12 consumer and community organisations. The Panel meets regularly to discuss and provide advice directly to AFSA about the personal insolvency and personal property securities systems and the needs of the people who use them.
Academic and expert insights, particularly in credit and economic matters, are a valuable source of information that inform our understanding of the financial landscape and guide our responses to emerging trends.
Our commitment to working closely with the research sector unlocks the value of public data for the benefit of Australia's credit system. We collaborate closely with universities, academics, and researchers, playing a role in connecting industry with experts.
We regularly engage with international insolvency regulator counterparts in comparative jurisdictions, such as the United Kingdom, New Zealand, Singapore and Canada.
We are an active member of the following bodies:
- International Association of Commercial Administrators
- International Association of Insolvency Regulators
- International Association of Restructuring, Insolvency & Bankruptcy Professionals.
Performance
Our performance measures set out how our performance, in achieving our purpose, will be measured and assessed.
Approach to performance measurement
AFSA uses 8 performance measures, aligned to our 2 key activities, to demonstrate how we will deliver against our purpose.
As a regulator, measuring performance is complex. There are external factors we cannot control. The outcomes we seek to achieve are, in part, delivered by those we regulate, and public value is challenging to measure. Outcomes, such as maintaining confidence, can take many years to demonstrate.
We use a mix of qualitative and quantitative methodologies, and a combination of output, efficiency, effectiveness measures and targets to assess our performance each reporting period.
Our performance measures:
- comprehensively meet the legislative requirements
- provide a holistic view of our performance
- align with our vision and strategic direction
- incorporate the principles of regulator best practice.
Reporting on performance
We will report on our performance measures in our Annual Performance Statements, within our Annual Report. This will include the actual results we achieved, compared to our target for each performance measure, in addition to an analysis of our performance and the contributing factors.
We undertake regular quality assurance checks throughout the year to ensure that our results are accurate and that we maintain appropriate records.
We also regularly report insolvency statistics and publish insights that help the public to better understand personal insolvencies in Australia and the operation of the PPSR. These are available at Statistics and insights.
Performance measures
| ROE1 | Misuse in the personal insolvency system | ||||
|---|---|---|---|---|
| Program(s) | 1.1 Personal Insolvency and Trustee Services | |||
| Key activity | Regulatory oversight and enforcement | |||
| Qualitative / Quantitative | Quantitative | |||
| Output / Efficiency / Effectiveness | Effectiveness | |||
| Regulator performance principle(s) | Risk based and data driven | |||
| Context |
Most people within the personal insolvency system do the right thing and simply require efficient and effective services. For these clients, our focus is to make compliance as easy as possible. However, some clients deliberately misuse the personal insolvency system to avoid obligations, or for personal gain. As an intelligence-led regulator, it is AFSA's role to proactively identify misuse and act swiftly when someone has done the wrong thing. We work with the Official Trustee, registered trustees, registered debt agreement administrators, and others to surface and investigate potential offences against the Bankruptcy Act 1966 (Cth). Identifying, deterring, and addressing intentional misuse of the personal insolvency system is crucial to creating a strong credit system for Australia. |
|||
| Rationale | In line with AFSA's enduring regulatory priorities and purpose to ensure confidence in the personal insolvency system, measuring and reporting the rate of known misuse in the personal insolvency system demonstrates AFSA's commitment to deterring misconduct and upholding system integrity. | |||
| ROE1.1 – System participant misuse | ||||
| Methodology | This measure is calculated by determining the number of system participants who have been subject to adverse findings or disciplinary action within a reporting period. The number is divided by the total number of personal insolvencies recorded during the same period. The resulting figure is then multiplied by 100 to express the result as a percentage. | |||
| Data source | FORCE, AFSA's case management system (referrals). | |||
| Target | 2025–26 | 2026–27 | 2027–28 | 2028–29 |
| ≤ 1% | As per 2025–26 | As per 2025–26 | As per 2025–26 | |
| Results key | C – refer to appendix 1 | |||
| ROE1.2 – Practitioner intervention | ||||
| Methodology | This measure is calculated by determining the number of practitioners who have been subject to regulatory interventions within a reporting period. The number is divided by the total number of registered practitioners. The resulting figure is then multiplied by 100 to express the result as a percentage. | |||
| Data source | RECM, AFSA's case management system (practitioner surveillance). | |||
| Target | 2025–26 | 2026–27 | 2027–28 | 2028–29 |
| ≥ 10% to ≤ 25% | As per 2025–26 | As per 2025–26 | As per 2025–26 | |
| Results key | C – refer to appendix 1 | |||
| ROE1.3 – Practitioner misuse | ||||
| Methodology | This measure is calculated by determining the number of practitioners who have been subject to adverse findings or disciplinary action within a reporting period. The number is divided by the total number of registered practitioners. The resulting figure is then multiplied by 100 to express the result as a percentage. | |||
| Data source | RECM, AFSA's case management system (practitioner surveillance). | |||
| Target | 2025–26 | 2026–27 | 2027–28 | 2028–29 |
| ≤ 3% | As per 2025–26 | As per 2025–26 | As per 2025–26 | |
| Results key | C – refer to appendix 1 | |||
| ROE2 | Misuse of the Personal Property Securities Register | ||||
|---|---|---|---|---|
| Program(s) | 1.2 Operation of a National Register of Security Interests in Personal Property | |||
| Key activity | Regulatory oversight and enforcement | |||
| Qualitative / Quantitative | Qualitative | |||
| Output / Efficiency / Effectiveness | Output | |||
| Regulator performance principle(s) | Risk based and data driven | |||
| Context |
The PPSR is a public noticeboard of security interests claimed against the personal property of others. With around 2.2 million new registrations per year, AFSA relies on the secured party (user) to input the correct information to ensure that their registration is valid. To support this, we design our systems to minimise errors and prevent factually incorrect entries. We also actively sweep for inappropriate registrations and monitor known misusers of the PPSR. Misuse can attract civil or criminal penalties or result in the suspension or termination of a person's access to the PPSR. |
|||
| Rationale | In line with AFSA's enduring regulatory priorities and purpose to ensure confidence in the personal property securities system, measuring and reporting the rate of known misuse of the PPSR demonstrates AFSA's commitment to deterring misconduct and upholding system integrity. | |||
| Methodology |
This measure is utilising a qualitative, output-based methodology to establish a program (design, implementation, and operational foundations), with the intent to develop a quantitative measure once data and performance benchmarks are established. In 2025–26, we will:
This initiative has been selected by AFSA and is supported by documented achievement level. At the end of the reporting period, AFSA will undertake a qualitative self-assessment of our delivery performance with regard to the achievement level. The result will be converted into a percentage and reported using the results key. |
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| Data source | Internal report. | |||
| Target | 2025–26 | 2026–27 | 2027–28 | 2028–29 |
| 100% – initiative fully delivered | Quantitative target to be established | As per 2026–27 | As per 2026–27 | |
| Results key | C – refer to appendix 1 | |||
| ROE3 | Perceived regulatory effectiveness | ||||
|---|---|---|---|---|
| Program(s) | 1.1 Personal Insolvency and Trustee Services 1.2 Operation of a National Register of Security Interests in Personal Property |
|||
| Key activity | Regulatory oversight and enforcement | |||
| Qualitative / Quantitative | Qualitative | |||
| Output / Efficiency / Effectiveness | Effectiveness | |||
| Regulator performance principle(s) | Continuous improvement and building trust Collaboration and engagement |
|||
| Context |
AFSA works with, and through, a variety of stakeholders to ensure confidence in Australia's personal insolvency and personal property securities systems. Fulfilment of our role as a regulator requires us to identify and respond to harms, use our resources effectively and proportionately, provide guidance to those we regulate, and share insights about our ecosystem. We engage with our stakeholders through regular communications, forums and events, publications and periodic meetings. Through these engagements we seek to set our expectations, share our priorities and gain feedback that helps us to sharpen our approach. A key indicator of success is how our stakeholders perceive our regulatory effectiveness. |
|||
| Rationale | Measuring and reporting on whether AFSA is perceived as an effective regulator provides an indication of stakeholders' confidence in the personal insolvency and personal property securities systems which AFSA regulates. | |||
| Methodology | This measure is calculated by determining the median score from stakeholder responses to the survey question: 'On a scale from 0 (extremely ineffective) to 10 (extremely effective), how would you currently rate AFSA's effectiveness as a regulator?' | |||
| Data source | Aggregated interview results provided by independent market research consultancy. | |||
| Target | 2025–26 | 2026–27 | 2027–28 | 2028–29 |
| Positive sentiment | As per 2025–26 | As per 2025–26 | As per 2025–26 | |
| Where 0 to <5 indicates negative sentiment; ≥5 to <7 indicates neutral sentiment; and ≥7 to 10 indicates positive sentiment. | ||||
| Results key | C – refer to appendix 1 | |||
| PM1 | Vulnerability targeted initiatives | ||||
|---|---|---|---|---|
| Program(s) | 1.1 Personal Insolvency and Trustee Services 1.2 Operation of a National Register of Security Interests in Personal Property |
|||
| Key activity | Regulatory oversight and enforcement Regulatory administration and practice |
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| Qualitative / Quantitative | Qualitative | |||
| Output / Efficiency / Effectiveness | Output | |||
| Regulator performance principle(s) | Continuous improvement and building trust | |||
| Context |
Anyone can experience vulnerability. Some people who engage with the personal insolvency or personal property securities systems may also be experiencing circumstances which impact their ability to interact with our systems and processes, including understanding their options or meeting obligations. Our aim is to take a balanced approach to addressing vulnerability, providing appropriate support to all people and stakeholders engaging with our regulatory systems, including people in debt, creditors, practitioners and users of the personal property securities register. We will take tangible, meaningful, and measurable actions over the coming years to systematically reduce barriers for people experiencing, or at risk of, vulnerability. We will deliver targeted initiatives aligned to key objectives of the Vulnerability Strategy 2025–28. These initiatives will uplift our enterprise understanding and approach to reducing vulnerability harm in our systems. |
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| Rationale | In line with AFSA's enduring regulatory priorities, this measure reports on AFSA's delivery of initiatives to reduce barriers for people experiencing, or at risk of, vulnerability. | |||
| Methodology |
Each year, we will commit to a set of initiatives, delivered within the reporting period, that are focused on reducing barriers for people experiencing, or at risk of, vulnerability. In 2025–26, we will:
These initiatives have been selected by AFSA and are supported by documented achievement levels. At the end of the reporting period, the AFSA will undertake a qualitative self-assessment of our delivery performance with regard to the achievement levels. The overall result will be determined using a scoring system, where all initiatives have equal weighting. We will look at the result achieved for each initiative (assigning 0 for not delivered, 1 for partially delivered and 2 for delivered) and divide this by the maximum possible result (determined as the number of initiatives multiplied by 2). The result will be converted into a percentage and reported using the results key. |
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| Data source | Internal report. | |||
| Target | 2025–26 | 2026–27 | 2027–28 | 2028–29 |
| 100% – all initiatives delivered | As per 2025–26 | As per 2025–26 | As per 2025–26 | |
| Results key | A – refer to appendix 1 | |||
| RAP1 – Regulatory client experience | ||||
|---|---|---|---|---|
| Program(s) | 1.1 Personal Insolvency and Trustee Services 1.2 Operation of a National Register of Security Interests in Personal Property |
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| Key activity | Regulatory administration and practice | |||
| Qualitative / Quantitative | Qualitative | |||
| Output / Efficiency / Effectiveness | Effectiveness | |||
| Regulator performance principle(s) | Continuous improvement and building trust Collaboration and engagement |
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| Context |
The AFSA Service Centre (ASC) provides frontline services relating to personal insolvency and the PPSR. The ASC handles all incoming phone calls and email correspondence from our clients; debtors, creditors, people that make registrations on the PPSR, people that search the PPSR, practitioners and industry professionals. Collecting data about our client's experience (client's perceptions of regulatory interactions with AFSA) helps us to better understand and support the needs of our clients and improve our services. Due to the nature of our services, clients may not always be satisfied with their circumstances, however we want to ensure that they perceive AFSA's service delivery as accessible, trustworthy and fair. Clients can also provide compliments, suggestions, complaints and website feedback through various other channels. |
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| Rationale | The ASC is the frontline channel for AFSA to engage with personal insolvency and personal property securities clients and stakeholders. Satisfaction with AFSA's regulatory administration and practice functions is an indicator of whether AFSA is ensuring confidence in the systems it is responsible for. | |||
| Methodology | This measure is calculated by identifying the number of regulatory clients who selected either 'Positive' or 'Extremely Positive' in response to the survey question: 'Which of the following best describes your overall experience with AFSA?' This number is divided by the total number of clients who participated in the survey and then multiplied by 100 to express the result as a percentage. | |||
| Data source | Aggregated survey results provided by independent market research consultancy. | |||
| Target | 2025–26 | 2026–27 | 2027–28 | 2028–29 |
| A baseline result will be determined in 2025–26 and used to establish future targets* | Target to be determined using baseline data in 2025–26 | As per 2026–27 | As per 2026–27 | |
| Results key | C – refer to appendix 1 | |||
*To ensure a comprehensive analysis, our performance measure will establish a baseline for a second year. This approach will allow for the collection and analysis of a full year of data, to ensure a robust and representative baseline for RAP1, providing a sound basis for setting an informed and meaningful target.
| RAP2 | Register availability (NPII & PPSR) | ||||
|---|---|---|---|---|
| Program(s) | 1.1 Personal Insolvency and Trustee Services 1.2 Operation of a National Register of Security Interests in Personal Property |
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| Key activity | Regulatory administration and practice | |||
| Qualitative / Quantitative | Quantitative | |||
| Output / Efficiency / Effectiveness | Output | |||
| Regulator performance principle(s) | N/A | |||
| Context |
The National Personal Insolvency Index (NPII) is a publicly available electronic record of certain personal insolvency proceedings in Australia. The Inspector-General has responsibility for the operation of the NPII, while the Official Receiver maintains the NPII on behalf of the Inspector-General. Public searches of the NPII can be conducted using the Bankruptcy Register Search (BRS) to check if someone is, or has been, in a personal insolvency proceeding such as bankruptcy. The PPSR is a public noticeboard of security interests claimed against the personal property of others. When someone registers a security interest on the PPSR, they are letting the public know that they claim to have a security interest over certain personal property. This in turn may affect someone else's decisions in relation to that property, organisation or individual. To enable lenders, employers, purchasers, and other clients to make informed decisions, we aim to ensure that a search can be conducted 24 hours a day, 7 days a week. Like any online service, we require a small amount of maintenance time, and occasionally have system outages. |
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| Rationale | Measuring and reporting on AFSA's performance in ensuring the accessibility of critical online insolvency and personal property securities registers provides visibility of AFSA's delivery of legislative obligations. | |||
| Methodology | This measure is calculated by first determining the uptime percentage for the BRS and the PPSR individually. Each uptime figure is calculated by dividing the total time the service was available during the reporting period by the total time in the reporting period (excluding scheduled maintenance), then multiplying the result by 100 to express it as a percentage. The final measure is the average of the two uptime percentages. | |||
| Data source | Uptime Robot, AFSA's website monitoring service; Fujitsu, AFSA's PPSR platform manager. | |||
| Target | 2025–26 | 2026–27 | 2027–28 | 2028–29 |
| ≥ 99% (excluding scheduled maintenance) | As per 2025–26 | As per 2025–26 | As per 2025–26 | |
| In addition to the overall result, actual performance for both registers will be reported and analysed in the Annual Performance Statements. | ||||
| Results key | B – refer to appendix 1 | |||
| RAP3 | PPSR Searches-to-new registrations ratio | ||||
|---|---|---|---|---|
| Program(s) | 1.2 Operation of a National Register of Security Interests in Personal Property | |||
| Key activity | Regulatory administration and practice | |||
| Qualitative / Quantitative | Quantitative | |||
| Output / Efficiency / Effectiveness | Effectiveness | |||
| Regulator performance principle(s) | N/A | |||
| Context |
The Personal Property Securities Register (PPSR) contains over 10 million active registrations. Over the past 10 years, on average there have been 2.2 million new registrations on the PPSR each financial year. Increasing numbers of new registrations and searches reflect growing community awareness of the PPSR and the benefits it can provide. The searches-to-new registrations ratio indicates how useful the register is. A low ratio indicates that not many people are using the register, or it is only being used as part of a process. A greater ratio indicates that the register is seen as a valuable risk management mechanism, and users see value in searching the register before making lending decisions. |
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| Rationale | This measure provides an indication of whether the PPSR is useful for informing lending decisions and managing risk, in alignment with AFSA's purpose to ensure confidence in the personal property securities system. | |||
| Methodology | This measure is calculated by dividing the total number of searches conducted during the reporting period by the total number of new registrations made within the same period. | |||
| Data source | Fujitsu, AFSA's PPSR platform manager. | |||
| Target | 2025–26 | 2026–27 | 2027–28 | 2028–29 |
| No target | As per 2025–26 | As per 2025–26 | As per 2025–26 | |
| This measure is an indicator of the usefulness of the PPSR to users. Setting a target is considered unreasonable as performance is significantly influenced by external factors beyond AFSA's control, including market conditions, economic cycles, and regulatory changes that naturally drive fluctuations in search and registration volumes. Analysis of performance will consider AFSA's activities, the operating environment and external factors that drive changes in searches and registration volumes. | ||||
| Results key | N/A | |||
| RAP4 | Criminal assets management efficiency | ||||
|---|---|---|---|---|
| Program(s) | 1.1 Personal Insolvency and Trustee Services | |||
| Key activity | Regulatory administration and practice | |||
| Qualitative / Quantitative | Quantitative | |||
| Output / Efficiency / Effectiveness | Efficiency | |||
| Regulator performance principle(s) | Continuous improvement and building trust | |||
| Context |
AFSA works in partnership with the Australian Federal Police, and other key agencies, to support the Australian Government in disrupting and dismantling organised crime. Through the Official Trustee in Bankruptcy (Official Trustee), AFSA manages restrained assets and realises the value of forfeited assets. This function enables proceeds of crime assets to be turned into funds that are used to prevent and mitigate the harmful impact of organised and other crimes in Australia. While assets are under the custody and control of the Official Trustee, reasonable steps to preserve the assets are taken – this can include storage, servicing and maintenance. Once the asset is forfeited, and ownership transfers to the Commonwealth, the Official Trustee disposes of the assets, usually at public auction. It is important that AFSA acts in a way that delivers the greatest social outcomes in a cost-efficient manner at the point of disposal (or return) of confiscated assets. |
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| Rationale | This measures whether AFSA's cost of managing criminal assets does not exceed an acceptable proportion of the assets under management, demonstrating public value. | |||
| Methodology | This measure is calculated by taking the total cost incurred in managing criminal assets during the reporting period, excluding any doubtful debt write-offs, and dividing it by the gross value of assets under the custody and control of the Official Trustee as at 30 June. The result is then multiplied by 100 to express the result as a percentage. | |||
| Data source | POCMAN, AFSA's criminal assets management case management system. | |||
| Target | 2025–26 | 2026–27 | 2027–28 | 2028–29 |
| ≤ 5% | As per 2025–26 | As per 2025–26 | As per 2025–26 | |
| Results key | C – refer to appendix 1 | |||
Appendices
Appendix 1 – Performance measures
This appendix provides further information about our performance measures, including any changes to performance information from previous reporting periods.
Performance measure architecture
The architecture below (Figure 3) shows the linkage from AFSA's enabling legislation through our outcome, programs, key activities and performance measures.
This mapping aims to provide clarity between AFSA's Portfolio Budget Statements, Corporate Plan, and Annual Performance Statements.
We use a numbering system to support ease of tracking. Regulatory oversight and enforcement measures use a 'ROE' number, regulatory administration and practice measures use a 'RAP' number and those that relate to both use a 'PM' number.
How we report on performance results
The below results keys set out how we will report on our performance in the Annual Performance Statements, considering the type of measure, target and performance tolerance.
| Results key A | |
|---|---|
| Performance measure result | Annual Performance Statements result |
| ≥ 80% – 100% | Achieved |
| ≥ 50% < 80% | Partially achieved |
| < 50% | Not achieved |
| First year of data | Baseline |
| Results key B | |
|---|---|
| Performance measure result | Annual Performance Statements result |
| 100% | Achieved |
| ≥ 90% < 100% | Partially achieved |
| < 90% | Not achieved |
| First year of data | Baseline |
| Results key C | |
|---|---|
| Performance measure result | Annual Performance Statements result |
| Meets or outperforms target | Achieved |
| Does not meet target | Not achieved |
| First year of data | Baseline |
Changes to performance information
| ROE1 | Misuse in personal insolvency | ||
|---|---|---|
| Changes from previous year | ||
| 2024–25 | 2025–26 | Rationale for change |
|
Material misuse identified in RCA* + Material misuse identified from referral investigations
Total number of personal insolvencies
|
ROE1.1 System participant misuse ROE1.2 Practitioner intervention ROE1.3 Practitioner misuse |
The methodology and data sources have been improved to include practitioner intervention and practitioner misuse, to provide a more comprehensive and accurate view of risks within the insolvency system. |
| ROE2 | Misuse of the PPSR | ||
|---|---|---|
| Changes from previous year | ||
| 2024–25 | 2025–26 | Rationale for change |
| This measure is under development. | In 2025–26, we will: deliver a pilot program to systematically detect and assess compliance of registrations that exhibit patterns or signs that have been flagged as indicative of potential non-compliance. |
Following development in 2024–25, AFSA has defined an output-based methodology to measure its performance in 2025–26. |
| ROE3 | Perceived regulatory effectiveness | ||
|---|---|---|
| Changes from previous year | ||
| 2024–25 | 2025–26 | Rationale for change |
| This survey is being established in 2024–25 as an independent survey of a sample of key stakeholders (for example co-regulators and peak bodies). | This measure is calculated by determining the median score from stakeholder responses to the survey question: 'On a scale from 0 (extremely ineffective) to 10 (extremely effective), how would you currently rate AFSA's effectiveness as a regulator?' | The methodology has been updated to include more specific details, enhancing transparency. |
| PM1 | Vulnerability targeted initiatives | ||
|---|---|---|
| Changes from previous year | ||
| 2024–25 | 2025–26 | Rationale for change |
|
In 2024–25, we will:
|
In 2025–26, we will:
|
The specific activities within this output-based measure have changed, however the underlying methodology for calculating and reporting the outputs remains the same. |
| RAP1 | Regulatory client experience | ||
|---|---|---|
| Changes from previous year | ||
| 2024–25 | 2025–26 | Rationale for change |
|
AFSA is refreshing its client survey approach in 2024–25 to an online rolling census survey of ASC clients. The anticipated methodology is: Number of positive responses (to select client experience questions)
Number of clients surveyed
The final methodology will be reported in the Annual Performance Statements 2024–25. |
This measure is calculated by identifying the number of regulatory clients who selected either 'Positive' or 'Extremely Positive' in response to the survey question: 'Which of the following best describes your overall experience with AFSA?' This number is divided by the total number of clients who participated in the survey and then multiplied by 100 to express the result as a percentage. | The methodology has been updated to include more specific details, enhancing transparency. |
| RAP2 | Register availability (NPII and PPSR) | ||
|---|---|---|
| Changes from previous year | ||
| 2024–25 | 2025–26 | Rationale for change |
|
BRS uptime (less scheduled maintenance)
Total time in reporting period
×100
+
PPSR uptime (less scheduled maintenance)
Total time in reporting period
×100
÷ 2
Note: BRS availability is measured as the access point for the NPII. |
This measure is calculated by first determining the uptime percentage for the Bankruptcy Register Search (BRS) and the Personal Property Securities Register (PPSR) individually. Each uptime figure is calculated by dividing the total time the service was available during the reporting period by the total time in the reporting period (excluding scheduled maintenance), then multiplying the result by 100 to express it as a percentage. The final measure is the average of the 2 uptime percentages. | The methodology has been revised to streamline the formula, with no impact on the result. |
| RAP3 | PPSR searches-to-new registrations ratio | ||
|---|---|---|
| Changes from previous year | ||
| 2024–25 | 2025–26 | Rationale for change |
|
Searches made during the reporting period
New registrations made during the reporting period
|
This measure is calculated by dividing the total number of searches conducted during the reporting period by the total number of new registrations made within the same period. | The methodology remains unchanged. It is represented in written format to improve accessibility. |
| RAP4 | Criminal assets management efficiency | ||
|---|---|---|
| Changes from previous year | ||
| 2024–25 | 2025–26 | Rationale for change |
|
Total cost of managing criminal assets
(less doubtful debt write-offs during the reporting period) Gross value of assets under custody and control of the OT at 30 June
×100
|
This measure is calculated by taking the total cost incurred in managing criminal assets during the reporting period, excluding any doubtful debt write-offs, and dividing it by the gross value of assets under the custody and control of the Official Trustee as at 30 June. The result is then multiplied by 100 to express the result as a percentage. | The methodology remains unchanged. It is represented in written format to improve accessibility. |
Appendix 2 – PGPA Act requirements
AFSA's Corporate Plan has been prepared in accordance with the requirements of:
- section 35 of the Public Governance, Performance and Accountability Act 2013 (Cth)
- sections 16E and 16EA of the Public Governance, Performance and Accountability Rule 2014 (Cth)
- Resource Management Guide 132 (Corporate plans for Commonwealth entities).
| Requirement | Page(s) |
|---|---|
| Introduction | Page 2 |
| Statement of preparation | Page 2 |
| The reporting period for which the plan has been prepared | Page 2 |
| The reporting period covered by the plan | Page 2 |
| Purpose | Page 5 |
| Key activities | Pages 10 to 12 |
| Operating context | Pages 13 to 22 |
| Environment | Pages 14 to 16 |
| Capabilities | Pages 17 to 19 |
| Risk oversight and management | Page 20 |
| Cooperation (Stakeholder engagement) | Pages 21 to 22 |
| Subsidiaries (if applicable) | N/A |
| Performance | Pages 23 to 34 |