Part 1: Overview and operating environment
The plan starts with an overview of our strategic framework, including nine new strategic objectives – the ‘navigable nine’.
The strategic framework is followed by an operating environment snapshot, which draws on the horizon scan provided by Looking Ahead, focusing on the challenges and opportunities in our future.
The overview is concluded by our Plan-on-a-Page (PoaP). Organised by the component parts of our vision—(1) safe seas, (2) clean seas, (3) saving lives—and our role. The Plan-on-a-Page provides a summary of our strategic objectives and core business activities that together deliver our purpose.
Part 2: Strategic objectives, key activities, core business, enterprise risk and performance
Part 2 starts with the key activities we will deliver in pursuit of our nine strategic objectives. Key activities, which comprise initiatives and projects for AMSA are listed over two horizons: 2021–22; and the next four years.
Building on the core business activities shown in our PoaP in part 1, the infographic provides examples of our core business.
Our risk management policy, framework and guidelines are aligned with better practice methodologies and consistent with the international standard on risk management (ISO 310000:2018) and the Commonwealth Risk Management Policy 2014. Further, we have re-validated our risk management practices with the machinery of government requirements, including our obligations under the Public Governance, Performance and Accountability Act 2013 (PGPA Act). Enterprise risks are described under the relevant strategic objective and include key controls. Many of the activities described under the strategic objectives are future risk treatments.
The new capabilities which will be delivered over the next four years through our significant programs and projects are identified throughout this plan by the (CAP) mark.
Improving digital capabilities to enhance effectiveness, improve efficiency, retain relevancy and meet our stakeholders' expectations to provide contemporary services is a priority. Our objective is to make it easier for our stakeholders to interact with us. Related activities are identified by the (DIGITAL) mark.
Part 2 concludes with a table listing our non-financial performance measures. The measures are predominantly at an outcome level and measure the achievement of our vision – safe and clean seas, saving lives.
This year these measures include some that demonstrate our performance against the three new principles of regulator best practice described in the Department of Prime Minister and Cabinet’s (DPMC) Regulator Performance Guide (April 2021). Currently reported through a separate process, from 2021-22 onwards regulator performance will be an integral part of our overall non-financial performance reporting under the PGPA Act. The Guide is being refined by DPMC, and we expect further changes.
We have also included an efficiency and effectiveness measure related to oil spill responses.
Part 3: Connections and cooperation
Part 3 describes the relationship between the plan and our integrated planning and reporting process.
It provides information on our broader working relationships and significant cooperative arrangements.
The plan concludes with:
- our business policy, which outlines our commitment to three quality standards: AS/NZ ISO 9001: 2015 Quality Management Systems; AS/NZS 4801: 2001 Occupational Health and Safety Management Systems; and AS/NZS ISO 14001: 2015 Environmental Management Systems
- a compliance table, demonstrating how we meet the corporate plan requirements under the PGPA Act and Rule, and the AMSA Act 1990.