Corporate Plan 2021-22

Commissioner's foreword

The Australian Federal Police (AFP) is taking deliberate actions to maximise impact on the criminal environment. Never was this more apparent than during the successful resolution of Operation Ironside in June 2021. We worked together with partners across the globe to bring down major criminal networks allegedly responsible for large drug imports and attempts to kill. Our work is far from over in keeping Australians safe. The women and men of the AFP are committed to keeping Australians and Australia's interests safe from criminal harm. Our operational capabilities will keep growing. We will stay relentless in our pursuit of a safer Australia.

The AFP Corporate Plan 2021–2022 maps our new three-outcome structure, encompassing National and International Policing, ACT Policing, and Specialist Protective Services and International Policing Missions. This structure more clearly reflects the breadth and complexity of our role. We will keep building public awareness to increase understanding of our role, encourage community engagement, and ensure recruitment efforts attract diverse candidates.

We remain committed to growing a high performing, values-driven and innovative policing organisation that holds the confidence of our community, government and partners. We will:

  • improve the health and wellbeing of our people
  • continuously deliver a modern policing agency through organisational reform
  • improve productivity and operational effectiveness
  • develop leaders to lead change and drive high performance, and
  • improve diversity and inclusion to reflect our community.

To support and enable our people to achieve our goals, we continue to be guided by three operating principles:

  • support the frontline by providing the frameworks, training and tools for frontline officers to do their jobs effectively
  • reduce red tape by reviewing potential barriers to efficient and effective decision-making, and
  • enhance partnerships by proactively engaging and working closely with our key partners both in Australia and internationally.

I am confident this plan demonstrates our organisation is well-positioned to meet the challenges of today and tomorrow. We will remain a step ahead and outsmart serious crime.

Statement of preparation

I, as the accountable authority for the Australian Federal Police, present the AFP Corporate Plan 2021–2022. This plan covers the four-year period from 2021–2022 to 2024–2025 as required under section 35(1)(b) of the Public Governance Performance and Accountability Act 2013 (Cth). It outlines our environment, priorities, approach, and the results we will deliver.

Reece P Kershaw APM
Australian Federal Police

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Home Affairs Portfolio

The Home Affairs Portfolio brings together the Department of Home Affairs, the Australian Federal Police, the Australian Border Force, the Australian Criminal Intelligence Commission including the Australian Institute of Criminology, the Australian Security Intelligence Organisation, the Australian Transaction Reports and Analysis Centre, and the Office of the Special Investigator.

The Portfolio efficiently integrates Australia's national security and intelligence community, including functions related to federal law enforcement, national and transport security, criminal justice, emergency management, multicultural affairs, immigration and border management related functions. By design, the Portfolio has enabled a more robust national security posture, enhanced operational capabilities and improved information and intelligence sharing.

Through coordinated strategic policy, planning and sustained joint effort, the Portfolio structure has enhanced our ability to mobilise our workforce, provide surge capacity across agencies, share platforms and break down the common silos that can hinder our ability to rapidly respond. The Portfolio's structure enables coordinated and effective responses to increasingly complex national security challenges, including responses to all-hazards crises and critical disruptions. Utilising our unique capabilities, powers and activities across all facets of the Portfolio, we are prepared and equally equipped to collectively advance our nation's interests and contribute to Australia's economic and social recovery as we emerge from the COVID-19 pandemic. The Portfolio is well-positioned to achieve the vision of a prosperous, secure and united Australia.

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Our purpose

As Australia's national policing agency, we protect Australians and Australia's interests.

Our role is to enforce Commonwealth criminal law and protect Commonwealth interests from criminal activity in Australia and overseas. We work closely with domestic and international partners to combat complex, transnational, serious and organised crime impacting Australia's national security.

Our core functions

Provide POLICING SERVICES to the Australian Capital Territory, Jervis Bay and Australia's external territories Policing Commonwealth law, SAFEGUARDING Commonwealth interests and investigation of state offences that have a federal aspect Domestic engagement and COOPERATION to disrupt crime and keep Australians safe
ASSIST international policing and non-government bodies to disrupt crime and support regional security, safety and stability PROTECTION of Commonwealth INFRASTRUCTURE, places and property PROTECTION of designated high office holders, dignitaries and witnesses
OFFSHORE peace, stability and security operations, capacity building missions and capability development CONFISCATING property or wealth from criminals that has been illegally obtained Any other policing function essential to keeping Australians and Australian interests safe including protective and custodial services

Our strategic operating framework includes our vision, mission, goal, Portfolio Budget Statement outcomes, and operating principles, as shown below.

Policing for a safer Australia
National and International Policing

Reduce criminal and national security threats to Australia's collective economic and societal interests through cooperative national and international policing services, primarily focused on the prevention, detection, disruption, investigation and prosecution of criminal activity.
As Australia's national policing agency, we protect Australians and Australia's interests
ACT Policing

A safe and secure environment through policing activities on behalf of the Australian Capital Territory Government.
Maximum impact on the criminal environment
Specialist Protective Services and International Policing Missions

Safeguarding Australians and Australian interests through the delivery of policing services primarily focused on protective services, aviation policing and international missions.
Operating principles
Support the frontline
Ensuring staff have the right systems, tools, processes and support to enable them to operate effectively
Reduce red tape
Ensuring AFP governance and processes enable staff to make timely and risk informed decisions in support of their duties
Enhance partnerships
AFP operational effectiveness is enabled by mutually beneficial partnerships that recognises that individual agencies' respective strengths, capabilities and demands

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Our operating environment

Threats continue to emerge surrounding global trade, geopolitical tensions, wealth inequality, climate change, political instability and health including the COVID-19 pandemic. These threats have the potential to impact policing via severe weather events, interruptions to essential services, quarantine, and testing and border control requirements. Our work in digital environments is increasingly important. The internet and other technological advancements such as encrypted communication and ransomware continue to enable criminal activity and harm everyday Australians.

To meet the demands of these rapidly evolving environments, we worked closely with government to implement a new funding model. This model enables us to strategically and flexibly use our resources to inflict maximum damage on the criminal environment.

Effective disruption and response to threats is rarely within the scope of one agency – as such, we value our partnerships. We will continue to work with key partners both in Australia and internationally, including state and territory police forces, Commonwealth agencies especially those in the Home Affairs Portfolio, and the Australian intelligence community.

National and International Policing

The frequency, sophistication and evolving nature of cybercrime continues to have widespread impacts on the Australian community and national interests. The AFP has responded, making cybercrime a standalone crime priority and a key focus area for 2021 and beyond. As part of Australia's Cyber Security Strategy 2020, an $89.9 million investment by Government provides significant additional funding for the AFP to bolster its operational capacity, technical capability and enhance its investigative response to combat cybercrime. Cybercrime is borderless and challenges the traditional policing approach. The AFP is tackling cybercrime through strong domestic and international partnerships and continual evolution of our technical, investigative and disruption capabilities.

Terrorism and foreign interference remain an enduring threat to the safety and security of Australians and Australia. Protecting the Australian community from terrorist threats continues to be a high priority for the AFP. Religiously Motivated Violent Extremism is diversifying, and the numbers of Ideologically Motivated Violent Extremists is increasing. The release of convicted terrorist offenders into the community and persons prosecuted for terrorism offences is increasing and requires ongoing management to mitigate future risks. The continued management of Australian foreign terrorist fighters who travelled offshore to fight with extremist group remains an ongoing threat. The AFP further continues to prioritise prosecutions for acts of espionage and foreign interference and those targeting unauthorised access of sensitive government information.

The AFP is working closely with domestic and foreign law enforcement and intelligence partners to manage all of these challenges, including undertaking joint operations and sharing of capabilities and intelligence.

Child exploitation is increasingly prevalent and sophisticated. To address this, the AFP and the AFP-led Australian Centre to Counter Child Exploitation (ACCCE) continue to identify innovative ways to prevent, disrupt and deter child exploitation. This includes a focus on developing the technological capability required to continue to investigate and pursue child sex offenders and dismantle child exploitation networks. Using a collaborative approach, the AFP and the ACCCE continue to work with our state and territory partners, through the Joint Anti Child Exploitation Teams (JACETS) in some states, and our international law enforcement partners to remove children from the harm of child sexual exploitation and to reduce the incidence and impact of aggravated online child sexual exploitation.

As seen in Operation Ironside, transnational serious and organised crime (TSOC) is technology-enabled and increasingly functions as a business. Working in collaboration with private industry, our national and international law enforcement partners, national intelligence partners and the community is, and must be, an enduring strength to counter this threat. The AFP is implementing the TSOC Strategy Framework to maximise operational impact by making the criminal environment hostile for TSOC to operate.

The AFP uses a multi-agency approach to strengthen the Commonwealth's capability to respond to fraud and corruption. This includes the AFP working alongside partner agencies to conduct intelligence gathering and investigations. Noting the vast majority of TSOC is profit-motivated, the AFP led Criminal Assets Confiscation Taskforce (CACT) will aggressively deprive persons and criminal groups of the proceeds, instruments and benefits of offending to undermine the profitability of criminal enterprises. The CACT is aiming to restrain $600 million of criminal assets (in gross terms) in the five years to 30 June 2024.

ACT Policing

ACT Policing will continue its work to transition to a community-focused Police Services Model to address increased demands and the rising complexity of social and crime-related issues to further improve community safety.

This includes further strengthening both Government and non-Government partnerships to ensure a holistic response to criminal offending. Where possible, ACT Policing will seek to identify opportunities to proactively intervene and work with its partners to address the underlying social issues leading offenders to commit crime. This will involve working with Government to ensure responses to family and domestic violence remain victim-focused, but allow for the identification of early intervention opportunities to break the cycle of family violence. ACT Policing will also seek to explore ways to improve its engagement with vulnerable groups, including the Aboriginal and Torres Strait Islander community. This will include working with the community to implement the recommendations provided by the ACT and Commonwealth Ombudsman in their report, ACT Policing's administrative framework for engagement with the ACT Aboriginal and Torres Strait Islander community.

Specialist Protective Services and International Policing Missions

In 2021–22, Outcome 3 will be fully operational. This realignment of existing protective and international services will further strengthen the AFP's ability to protect Australia's interests domestically and internationally.

Threats to Commonwealth infrastructure, aviation, democratic processes and actions against police are expected to remain. Specialist Protective Services and International Policing Missions takes a proactive, flexible and intelligence-driven approach to ensure the safety of individuals and interests deemed by the Commonwealth to be at risk. We will leverage technology and intelligence solutions to enhance their capability ahead of an expected increase in protection requirements.

The AFP will promote regional stability and continue to uplift the capacity of neighbouring countries through international police development missions. The AFP will continue to provide community policing services to the communities of Jervis Bay, Norfolk Island, Cocos (Keeling) Islands and Christmas Island.

Through the National Operations State Service Centre and National Missing Persons Coordination Centre, the AFP will continue to provide critical connecting and coordinating services. These entities transmit and receive vital operational information to support state and territory partners and the AFP to deliver effective policing outcomes.


The COVID-19 pandemic has changed the AFP's operating environment for the near future. The AFP will continue to work with state and territory police on quarantine activities. The AFP will also continue its investigations of fraud arising from economic stimulus measures and of the improper exportation of, and profiteering from, essential goods. At the same time, the operating environment can change rapidly at short notice, so the AFP will continue to provide an agile and multifaceted response.

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Our priorities

Our priorities are informed by the Ministerial Directions made under the Australian Federal Police Act 1979 (Cth) and the AFP Portfolio Budget Statement. They reflect current and emerging threats in our policing and national security operating environments, and we remain highly responsive to these environments.

We manage our priorities with deliberate operational strategies and methodologies:

  • prevent harm to Australians and Australia's interests
  • minimise harm by disrupting threats at the first available opportunity
  • respond to the manifestation of threats in the most efficient and effective manner to minimise harm, enable recovery, promote community resilience and support the rule of law
  • enforce criminal law and assist partners to enforce the criminal law.

Priorities for each outcome are outlined below.

National and International Policing

The AFP will prioritise combating serious threats arising from:

  • cybercrime
  • terrorism and espionage and foreign interference
  • child exploitation
  • transnational serious and organised crime
  • fraud and corruption.

The AFP will expand the influence and reach of its International Network and leverage that influence to prevent and disrupt crime offshore and prevent it coming to Australia. The AFP will continue to further Australia's international policy goals regarding crime.

ACT Policing

In addition to contributing to the National and International Policing priorities, ACT Policing will work with the ACT Government, partner agencies and community to provide community policing services to the ACT. These services will focus on the following priorities, as set out in the ACT Ministerial Direction:

  • Transition to a community-focused policing services model
  • Increase early intervention and diversion strategies
  • Contribute to Canberra as a restorative city, improving responses to vulnerable groups
  • Strengthen the ACT's response to domestic and family violence
  • Work proactively to reduce and prevent alcohol-fuelled violence
  • Improve road safety
  • Disrupt serious and organised criminality
  • Minimise the harm associated with illicit drugs
  • Counter the threat of terrorism and violent extremism.

Specialist Protective Services and International Policing Missions

Specialist Protective Services

The AFP will prioritise the protection of threats directed towards:

  • Commonwealth protected persons
  • Commonwealth assets and critical infrastructure
  • designated Australian airports
  • our people, capabilities and policing infrastructure.

International Police Assistance and External Territories

The AFP will continue to promote regional stability and improve the policing capability of neighbouring countries through:

  • international police development missions
  • bilateral training and other learning opportunities
  • coordination of police assistance activities across and in partnership with our Pacific partners.

The AFP will provide safety and security through the provision of community policing services to the communities of:

  • Jervis Bay
  • Norfolk Island
  • Cocos (Keeling) Islands
  • Christmas Island.

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Strategic initiatives and activities

Objective Outcome Activity 2021-2022 2022-2023 2023-2024 2024-2025
Improve the health and wellbeing of our people 1, 2 & 3 Continue to implement SHIELD within the AFP's health and wellbeing services implementation phase
Continue to embed the 2018–2023 Health and Wellbeing Strategy implementation phase    
Develop a Strategic Workforce Plan development phase implementation phase    
Organisational reform to continuously deliver a modern policing agency 1 Embed the operational prioritisation model implementation phase
3 Embed the contemporary operating model for Protection Operations implementation phase    
Continue to strengthen service provision delivered via the National Operations State Service Centre implementation phase
1, 2 & 3 Develop and implement an AFP Innovation Strategy and research agenda that continues to enhance a culture of innovation and continuous improvement. development phase implementation phase    
Implement the outcomes from the Enabling Services Review implementation phase    
Improve productivity and operational effectiveness 1, 2 & 3 Proactively pursue legislative reform to ensure AFP's ability to respond to current and emerging criminal threats and evolving technologies. implementation phase
Continue to implement the AFP Reserve implementation phase
Implement the recommendations from the Governance Instrument Framework Review implementation phase  
1 Trial the Investigations Management Solution and embed into the AFP's investigative process development phase implementation phase    
Enhance the AFP's technological capability to counter online child exploitation, including implementation of the Australian Victim Identification Database and the Child Abuse Reporting and Triage System development phase implementation phase
Establish the Joint Police Cybercrime Coordination Centre development phase implementation phase    
Implement the TSOC Strategy Framework and embed into the AFP's day-to-day operational practices development phase implementation phase
Continue to grow the Bribery Prevention Network in conjunction with the public and private sectors implementation phase
Restrain $600 million (gross) of criminal assets, in the five years to 30 June 2024 implementation phase  
Continue to enhance the operation of the Counter Foreign Interference Taskforce implementation phase  
Continue to enhance capabilities for the management of released High Risk Terrorist Offenders (HRTO). implementation phase      
2 Continue to embed the Police Services Model in ACT Policing implementation phase  
Develop leaders to lead change and high performance 1, 2 & 3 Implement and embed the new year-long SES Development Program, guided by the SES Development Program Framework development phase implementation phase  
Continue to deliver the AFP Innovation Fund to support activities that advance the AFP as a high performing and innovative policing agency implementation phase
Continue to invest in training and development opportunities for our people to develop skills and capability, focussing on policing and leadership implementation phase
Improve diversity and inclusion to reflect our communities 1, 2 & 3 Continue to enhance diversity and inclusion through strategy development and recruitment initiatives implementation phase
Embed cultural awareness and reconciliation through the First Nations Unit implementation phase

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Risk management and oversight

The AFP operates in a complex and dynamic environment which can introduce layers of uncertainty into operational planning and decision-making. The ability to make sound decisions under conditions of uncertainty is a core professional and leadership skill in the AFP. The international standard ISO31000:2018 Risk Management – Guidelines defines risk as 'the effect of uncertainty on objectives', which makes managing and engaging risk an essential component of all AFP activities.

All AFP appointees are responsible for managing risks, and may have specific responsibilities to ensure timely implementation of risk management processes in accordance with the AFP risk management framework (the risk framework). The risk framework and supporting / guidance materials are maintained by a central risk and assurance team, with each Command maintaining a register of risks to the achievement of their objectives. Operational and project risk management is also supported and undertaken through the risk framework, along with enterprise-level risk management.

A good investigator is a calculated risk-taker who is accountable for their actions and whose decisions are reasonable, proportionate and necessary.

The AFP's risk framework provides a well-considered and structured basis for engaging and managing risk by focusing on control effectiveness. Quantifying control effectiveness enables a more accurate understanding of the actual risk exposure faced, contributing to good decisions, innovation, efficiency and safety in the achievement of objectives.

Building on the risk infrastructure in the risk framework, the AFP is developing a risk culture strategy in order to enhance understanding and normalisation of sound risk management practices in all aspects of AFP activities. Enhancing risk culture will strengthen risk identification, engagement and management, support informed decision-making, business planning and performance.

Enterprise-level risks to AFP achievement of objectives

The AFP continuously seeks to identify, measure and monitor risks across the agency. A key purpose of risk management at the enterprise-level is to support effective decision-making in circumstances of uncertainty and provide an improved ability to anticipate change, emerging risk and disruption to AFP operations. The entity-level risk profile outlines the AFP's key enterprise-level risks, risk leads, key controls, treatments and their effectiveness.

The AFP executive boards, in conjunction with the AFP Audit and Risk Committee, governance and business area management, contribute to holistic risk oversight and assurance processes.

There are eight enterprise-level risks managed by the AFP:

Threat Opportunity
Health, safety and wellbeing Risk of illness, injury or other health conditions which decrease the wellbeing and performance of the AFP workforce Investment in the health, safety and wellbeing of AFP appointees has many benefits. From an organisational performance perspective, it enables staff to work to their potential and achieve the AFP's objectives
Culture, standards and integrity Risk of systemic failures to comply with the AFP's standards, values, regulatory framework and statutory requirements A respectful values-driven culture supports effective leadership, learning and accountability. Workplace diversity fosters innovative solutions to complex problems, agility and adaptability, and enhances organisational capability
Operational outcomes Failure to achieve the AFP's identified operational outcomes, which impacts on the safety and security of Australians and Australia's interests Achievement of the AFP's operational outcomes has a preventative effect on criminal activity, enhances national security, and builds the trust of the Australian community, AFP partner agencies and Government
Partnerships and stakeholders Failure to develop and coordinate effective relationships with community, Government and partners Enhanced partnerships and stakeholder engagement increases the AFP's ability to innovate, access, build, and sustain capabilities required for success
Effectiveness of AFP capabilities The AFP's capabilities and infrastructure fail to adjust to a changing operating environment which impacts on the AFP's ability to generate future operational outcomes The AFP remains contemporary in combating new and complex types of crime. It can harness considerable operational objectives in an evolving crime threat environment
Workforce Failure to attract, retain and maintain a workforce with the right skills and capabilities Attracting people with the right skills, qualifications and characteristics, developing their skills and expertise, and placing them in the right roles, enables the AFP to achieve its strategic objectives
Resourcing Mismanagement or misuse of resources Effectively managing the AFP's finances enables the AFP to retain public confidence; recruit, retain, develop and equip personnel; develop effective capabilities and achieve AFP objectives within its operating budget
Information Risk of systemic failure to effectively access/collect, use, manage or protect information By optimising access to and utilisation of information holdings, the AFP can enhance its effectiveness and ability to achieve objectives. By protecting information from inappropriate disclosure or loss, the AFP is able to effectively operate, and retain the trust of AFP appointees, the community and its partners

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Our capabilities and enablers

The AFP's capabilities and enabling functions support the delivery of priorities and core business activities. Corporate services and specialist support is delivered across the AFP's three outcomes. Business support partners are in place to support each of the Commands.

The AFP takes a cohesive and strategic approach that aligns bottom-up operational needs with top‑down enterprise solutions and opportunities. This approach acknowledges that:

  • delivering maximum impact on the criminal environment involves substantially the same capabilities, to varying degrees, regardless of the crime type or operating environment
  • multiple operational, technical and support capabilities must align and collaborate to maximise operational effect
  • supported by quality leaders, there must be a mix of people, process, tools and technology elements in developing and delivery of capabilities for operational effect
  • efficiency and effectiveness is maximised in capability development through shared acquisition, sustainment and delivery approaches
  • capabilities must flexibly align to both current and future operating environments, particularly as technology and other elements continue to provide major disruptive opportunities and challenges.

Through 2020–21, the AFP undertook a review of its enabling services. Findings from this review will be used to improve our enabling functions in response to the challenges that arise from our operating environment. Enhancements to the delivery of governance, structures, supporting systems, processes and information management services will enable a more agile, innovative approach to supporting the AFP's operations.

Our people

The AFP recognises the value of our people and the critical role they play in achieving the organisation's objectives. We are committed to ensuring we have the right people in the right places, now and into the future.

Our operating environment is broad and dynamic. Delivering maximum impact requires a workforce that can meet current demands and leverage diverse skills, knowledge, and experience to deliver new and innovative solutions to emerging needs.

To achieve this, we will strategically plan and develop the pipelines and programs that build, sustain and continuously shape our people capabilities and capacities.

We remain committed to fostering a culture where our people feel safe, connected and respected. To achieve this, our People and Culture Command is continuing to deliver initiatives that embed cultural awareness and inclusivity, maintain an ambitious approach to diversity, and ensure we formally recognise our people's achievements and traditions.

We will continue to prioritise the health and wellbeing of our people by building our existing programs through incremental operationalisation of the SHIELD program across the AFP's various geographic locations. SHIELD responds to our challenging operating environments by evolving our staff health and wellbeing approach. It will deliver new and enhanced capabilities and facilities, with a particular focus on prevention and early intervention.

The AFP Reserve will work in concert with SHIELD, to assist members to transition to retirement and continue their community service contribution. More broadly, the AFP will develop and implement a transition to retirement program for current AFP members including those wishing to continue their service through the AFP Reserve.

Finance and infrastructure

The AFP has robust financial management and reporting processes. Our finance function provides advice and assurance on the strategic management of the AFP's finances including budget allocation and compliance with internal and external requirements.

The AFP has an ongoing commitment to ensure its infrastructure and property supports its current and future capability requirements. Property is a critical enabler of the capabilities of the AFP and affects all aspects of the organisation, affecting where and how people work and therefore contributing significantly to the AFP's environment and culture. The AFP's Strategic Property Plan will provide a framework for all property investment. It informs decisions at an operational, tactical and strategic level.

Technology and forensics

In keeping with the rest of society, crime is more digitised, globalised and connected. Crime now exists as a hybrid of the physical world and the digital world. Our connected world offers criminals and terrorists increased access to potential victims and funds. Modern modes of offending are often hidden and remote, and can impact at a never-before-seen scale and seriousness.

But technological advantages are also available to the AFP. By combining our knowledge of crime and policing powers with modern technologies, we are outsmarting criminal networks with greater speed, reach and impact through innovative prevention and disruption strategies and enforcement of the rule of law. The AFP manages information as an asset, ensuring we enable our frontline members, connect with our numerous partners and work efficiently.

The AFP's forensics function supports the frontline through science and technology expertise and excellence. It maximises the AFP's operational effect by providing specialist forensic and technical services to support investigations and operations.


Intelligence provides a picture of the criminal threats and harms relevant to AFP activity. Our functions deliver intelligence to enhance strategic decision-making and operational outcomes, identify gaps in corporate knowledge, convergences in criminal activities and criminal targets.

We share information and intelligence on law enforcement and national security matters with key domestic and international law enforcement partners, where appropriate.

Legal services

The Chief Counsel Portfolio performs a critical role in identifying and managing legal risk for the AFP.

AFP Legal provides independent legal advice and litigation services across the entirety of the AFP's operations and corporate functions, including services to ensure the AFP meets its freedom of information and privacy obligations.

Criminal Assets Litigation is a team of specialist litigators who, as a part of the Criminal Assets Confiscation Taskforce, undertake proceeds of crime litigation focussed on delivering a maximum impact on crime by depriving persons of the proceeds, instruments, and benefits derived from criminal conduct.

Professional Standards

Our Professional Standards framework supports the AFP to maintain, promote and enhance integrity. This includes a proactive integrity framework incorporating the development and delivery of misconduct and corruption prevention strategies. It also encompasses complaint management through investigation and resolution of misconduct, practices issues and corruption matters.

Strategy and Performance

Our Strategy and Performance Office maximises the AFP's operational impact by translating the agency's strategic intent into whole-of-AFP activity. It plays a critical role in managing enterprise priorities, nurturing strategic thinking into reforms and resourcing, facilitating strong enterprise decision-making, and continuously improving outcomes by articulating performance, outcomes and value to the community. It includes ministerial and parliamentary liaison, policy coordination and governance functions supporting the AFP's strategic direction.

Learning Services

The AFP's learning services support the AFP to develop and maintain a skilled and capable workforce. Our Learning Command drives the AFP to acquire knowledge, develop skills and create a learning culture that enables us to thrive and outsmart serious crime.


The AFP has a multifaceted approach to safeguarding our people, information, assets and reputation. To operate successfully, it is critical we maintain a strong protective security capability and culture comprising information security, physical security, vetting, security awareness and governance and risk frameworks.

Media and Communication

The AFP strives to maintain an effective, best-practice communications capability to support our people and our operations. The media and communication functions play a key role in promoting AFP initiatives, campaigns and operational successes to internal and external stakeholders.

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The AFP has three funded outcomes in the AFP Portfolio Budget Statement for 2021–22. This year introduces the new Outcome 3 which brings together existing protective and international services. The outcomes state key government and social goals the AFP is responsible for delivering using Commonwealth appropriations.

In 2021–22, AFP performance in delivering these outcomes will be assessed against the 18 performance criteria categorised as producing either operational outcomes or public value. Together, these AFP performance measures seek to demonstrate whether or not the AFP delivered maximum operational impact and value to the community from its activities.

These performance measures are monitored through a range of regular internal reporting mechanisms. The Strategy and Performance Board and other Executive Boards receive regular updates on the performance measures at their meetings. Internal dashboards support these briefings and include both the performance measures as well as complementary indicators to track progress. Operational areas also have crime or function specific dashboards. Operational data tends to underpin the performance measures; for example, data on investigations or incident response call outs are used to calculate specific performance measures. In addition, the Audit and Risk Committee regularly monitors and advises on the performance suite.

Figure 1: Success measures

Prevention Prevention case studies Prevention case study Avoidable incidents
Prevention case studies (Protection)
Response Response case studies Response case study Response times
Disruption Disruption case studies   Disruption case studies
Disruption count
Enforcement Enforcement case studies Enforcement case study  
Prosecution success rate
Public value High community confidence   Mission evaluations
ROI – Transnational Prevention case studies (International)
ROI – International

The specific details for these measures including their targets and rationale are described in the tables on pages 21–23.

The measures set out for 2021–22 will be reported against in the annual performance statement due to be published in October 2022 as part of the AFP's Annual Report.

Table 1: OUTCOME 1 | Reduced criminal and security threats to Australia's collective economic and societal interest through co-operative policing services

Measurement Rationale Target
2021-2022 | 2022-2023 | 2023-2024 | 2024-2025
PROGRAM 1.1 | Federal Policing – Investigations
This program aims to reduce criminal and security threats through promoting the safety and security of Australian communities and infrastructure; preventing, deterring, disrupting and investigating serious and organised crime and crimes of Commonwealth significance; and ensuring effective collaboration with international, Commonwealth, state and territory partners.
Community confidence survey
Community confidence is a common measure for many police services including Australian state/territory police. Policing requires high levels of public trust and confidence to be effective and seen as legitimate, given potential use of physical powers of restraint and arrest. 75%
a. ROI – Transnational
These select return on Investment measures offer an indicative gauge on AFP efficiency and public value.  
> 1
> 1
ROI - International
This measure seeks to report on the ratio of the harm avoided by stopping drug imports to the cost of this work. It shows the social return from AFP work in a financial figure. > 1
Prevention case studies
Prevention is a key interest of most policing agencies and the community more generally. Stopping harm or crime from ever happening is often preferable. It spares victims distress and ongoing harm. It saves the community many direct and indirect costs associated with crime and so is cost-effective especially against volume crimes. The tactics, rationale and impact of prevention in federal policing is not necessarily clearly illustrated by statistics. Case studies that follow individual initiatives can be more illuminating. Successful preventions
Disruption case studies
Disruption is a policing response that slows or diverts crime from continuing to happen. Disruptions can be tailored to the incident, meaning case studies offer greater insights into this policing strategy and outcome. Successful disruptions
Disruption count
Disruption statistics are collected by the AFP. These supplement and help contextualise the case studies in 1.4 and 3.7. 206
Response case studies
Response covers a broad range of AFP activities. Case studies allow specific types of response to be presented and their dynamics exposed to enhance community understanding of this work. They are supplemented by quantitative measures such as 3.1. Successful response
Enforcement case studies
Enforcement covers a diverse range of policing duties that occur in various locations, use different laws and combinations of the processes and elements of the criminal justice system in Australia but also internationally. Case studies can reveal the goals and specifics of investigations and other prosecution work supported by the AFP. This is complemented by quantitative data in measure 1.8. Successful enforcement
Prosecution success rate
Taking matters to court and seeking a conviction are core elements of policing – they are part of upholding law and order and supporting the criminal justice system in re-educating, diverting and issuing penalties for criminal conduct. 95%

Table 2: OUTCOME 2 | A safe and secure environment through policing activities on behalf of the Australian Capital Territory Government

Measurement Rationale Target
2021-2022 | 2022-2023 | 2023-2024 | 2024-2025
PROGRAM 2.1 | ACT Community Policing
The AFP provides community policing services in the Australian Capital Territory, which deliver in partnership with government and community agencies support for: enforcement of the law, emergency management and community safety; efforts to counter victim-based crime and road trauma, building community resilience against crime and working with the community to prevent and disrupt crime.
Enforcement case study
The AFP in its community policing role in the ACT undertakes diverse enforcement duties. Case studies offer insights into this work. Successful enforcement
Prevention case study
The AFP in its community engagement and outreach undertake crime prevention. Case studies offer insights into this work. Successful preventions
Response case study
ACT Policing undertakes a diverse range of response work, responding to calls for help or policing from the community across a broad gambit of issues. Case studies offer insights into this diverse work. Successful response

Table 3: OUTCOME 3 | Safeguarding Australians and Australian interests through the delivery of policing services primarily focused on protective services, aviation policing and international missions

Measurement Rationale Target
2021-2022 | 2022-2023 | 2023-2024 | 2024-2025
PROGRAM 3.1 | Specialist Protective Services
This program provides police-based protective services to enhance: the rule of law, national stability, workings of key institutions; international relations, national security at designated airports, high profile residential and dignitary locations, specialised events, and protection for official persons.
Response times
Response times are standard measures for community policing. The AFP in its airport policing does functions similar to community policing agencies. This measure is an appropriate one to gauge AFP assistance to the community when they report incidents at airports. Priority 1: within 10 minutes – 90%
Priority 2: within 20 minutes – 90%
Priority 3: within 120 minutes – 95%
Priority 4: within 24 hours – 95%
Avoidable incidents
This is a unique measure; only the AFP has it. The measure assesses the AFP's work on close personal protection of designated dignitaries and politicians. The result of whether there are any avoidable incidents depends on the AFP's intel and risk assessment, as well as its planning and management of events and movements of these people. Teams work to ensure foreseeable incidents do not happen. It is this combination of planning and the practical execution of the resulting protection of designated dignitaries that is the focus of this measure. < 2
Prevention case studies
The tactics, rationale and impact of prevention in protection is not necessarily clearly illustrated by statistics. Case studies that follow individual initiatives can be more illuminating. Successful preventions
PROGRAM 3.2 | International Police Assistance and External Territories
This program provides policing services and/or support for Australia's external territories and to other nations to enhance the rule of law internationally and general security against transnational criminals. This is facilitated through the AFP's official development assistance in the Indo-Pacific region, the AFP's contribution to United Nation's missions, training programs for police and community policing in Australia's external territories.
Mission evaluations
These report on the AFP's engagement and support for international policing initiatives. An annual plan is developed to outline the program of evaluations for each year.
Prevention case studies
The AFP's tactics, rationale and impact of prevention at the international scale and in external territories is not necessarily clearly illustrated by statistics. Case studies that follow individual initiatives can be more illuminating. Successful preventions
Disruption case studies
Disruptions can be tailored to the incident and so case studies may offer greater insights into this policing strategy and outcome. Successful disruptions

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