{ "entity_id": "O-000906", "folder": "Aboriginal-Hostels-Limited", "name": "Aboriginal Hostels Limited", "type": "Commonwealth Company", "jurisdiction": "Commonwealth", "portfolio": "Prime Minister and Cabinet", "website": "http://www.ahl.gov.au", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 5, "n_kpi_targets": 2, "n_kpi_results": 2, "n_outcomes": 2, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "To support the provision of culturally appropriate and safe accommodation for Aboriginal and Torres Strait Islander people.", "official_site_url": "http://www.ahl.gov.au", "source_documents": [], "purpose": { "text": "To support the provision of culturally appropriate and safe accommodation for Aboriginal and Torres Strait Islander people.", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": 4, "source_deep_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=4" }, "vision": { "text": "To provide a safe, supportive and culturally appropriate environment for Aboriginal and Torres Strait Islander people.", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": 4, "source_deep_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=4" }, "strategic_priorities": [ { "title": "Supporting the health and wellbeing of Aboriginal and Torres Strait Islander people", "description": "Supporting the health and wellbeing of Aboriginal and Torres Strait Islander people", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": 6, "source_deep_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=6" }, { "title": "Providing culturally appropriate and safe accommodation", "description": "Providing culturally appropriate and safe accommodation", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": 6, "source_deep_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=6" } ], "values": [ { "name": "Respect", "description": "", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": null }, { "name": "Responsibility", "description": "", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": null }, { "name": "Integrity", "description": "", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": null }, { "name": "Collaboration", "description": "", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Health and Wellbeing", "description": "To improve the health and wellbeing of Aboriginal and Torres Strait Islander people through culturally appropriate and safe accommodation.", "activities": [ "Providing culturally appropriate and safe accommodation", "Supporting access to health services" ], "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": 7, "source_deep_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=7" }, { "name": "Outcome 2: Social and Emotional Wellbeing", "description": "To support the social and emotional wellbeing of Aboriginal and Torres Strait Islander people through culturally appropriate and safe accommodation.", "activities": [ "Providing culturally appropriate and safe accommodation", "Supporting access to community services" ], "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": 7, "source_deep_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=7" } ], "performance_measures": [ { "code": "AHL01", "measure": "Number of culturally appropriate and safe accommodation units", "target": "50", "latest_result": "45", "status": "Partially achieved", "target_source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "target_source_page": 8, "result_source_url": "", "result_source_page": 9 }, { "code": "AHL02", "measure": "Percentage of residents reporting satisfaction with accommodation", "target": "90%", "latest_result": "88%", "status": "Substantially achieved", "target_source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "target_source_page": 8, "result_source_url": "", "result_source_page": 9 } ], "document_alignment_terms": { "must_support": [ "To support the provision of culturally appropriate and safe accommodation for Aboriginal and Torres Strait Islander people.", "To provide a safe, supportive and culturally appropriate environment for Aboriginal and Torres Strait Islander people.", "Supporting the health and wellbeing of Aboriginal and Torres Strait Islander people", "Providing culturally appropriate and safe accommodation" ], "watch_terms": [ "Number of culturally appropriate and safe accommodation units", "Percentage of residents reporting satisfaction with accommodation" ], "avoid_claiming_without_evidence": [] }, "review_note": "Structured strategy exists but is incomplete." }, "strategy_brief_md": "# Aboriginal Hostels Limited — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf)\n\n## Vision\n\n> To provide a safe, supportive and culturally appropriate environment for Aboriginal and Torres Strait Islander people. [[CP p.4](http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=4)]\n\n## Our purpose / purposes\n\n> To support the provision of culturally appropriate and safe accommodation for Aboriginal and Torres Strait Islander people. [[CP p.4](http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=4)]\n\n## How we deliver\n\n> Through the provision of culturally appropriate and safe accommodation, we aim to support the health, wellbeing, and social and emotional wellbeing of Aboriginal and Torres Strait Islander people. [[CP p.5](http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=5)]\n\n## Government priorities for this department\n\n- Supporting the health and wellbeing of Aboriginal and Torres Strait Islander people [[CP p.6](http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=6)]\n- Providing culturally appropriate and safe accommodation [[CP p.6](http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=6)]\n\n## Outcomes\n\n### Outcome 1: Health and Wellbeing\nTo improve the health and wellbeing of Aboriginal and Torres Strait Islander people through culturally appropriate and safe accommodation. [[CP p.7](http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=7)]\n\n**Key activities:**\n- Providing culturally appropriate and safe accommodation\n- Supporting access to health services\n\n### Outcome 2: Social and Emotional Wellbeing\nTo support the social and emotional wellbeing of Aboriginal and Torres Strait Islander people through culturally appropriate and safe accommodation. [[CP p.7](http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=7)]\n\n**Key activities:**\n- Providing culturally appropriate and safe accommodation\n- Supporting access to community services\n\n## Values and principles\n\n_APS Values_\n\n- Respect\n- Responsibility\n- Integrity\n- Collaboration\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| AHL01 | Number of culturally appropriate and safe accommodation units | 50 | [CP p.8](http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=8) |\n| AHL02 | Percentage of residents reporting satisfaction with accommodation | 90% | [CP p.8](http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=8) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| AHL01 | Number of culturally appropriate and safe accommodation units | 45 | Partially achieved | AR p.9 |\n| AHL02 | Percentage of residents reporting satisfaction with accommodation | 88% | Substantially achieved | AR p.9 |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Aboriginal Hostels Limited - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:52:42.975855+00:00\n**Entity ID**: O-000906\n**Entity type**: Commonwealth Company\n**Jurisdiction**: Commonwealth\n**Portfolio**: Prime Minister and Cabinet\n**Website**: http://www.ahl.gov.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| global-intelligence | 3 |\n| other-pdfs | 4 |\n| pages | 12 |\n\n## Executive Readout\n\n### Purpose\n\n- It is the\nextent to which\nemployees are\nmotivated, inspired and\nenabled to improve an\norganisation's\noutcomes.\nyaS\nOverall, I am satisfied with my job 73 % -5  -2 -2 -3\nI am proud to work in my agency 83 % -3 +5  +5  +2\nI would recommend my agency as a good place to 62 % -3 -9  -8  -10 \nwork\nI believe strongly in the purpose and objectives of 88 % -1 +2 0 -1 my agency\nyatS\nI feel a strong personal attachment to my agency 72 % -6  +9  +9  +7 \nI feel committed to my agency's goals 91 % +4 +5  +4 +3\nevirtS\nI suggest ideas to improve our way of doing things 85 % +1 -2 -4 -4\nI am happy to go the 'extra mile' at work when 89 % -4 -2 -3 -3\nrequired\nI work beyond what is required in my job to help my 91 % -1 +10  +8  +10 \nagency achieve its objectives\nMy agency really inspires me to do my best work 66 % -3 +6  +5  +3\nevery day\nPositive Neutral Negative\n Source: `other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)`\n- [Page 49]\nAnnual Report 2023–24 47\nAHL’s new website The scoping phase discovered 2 main\nobjectives, to improve the way people find\n– a major step hostel information and to improve the way we\ndisplay our careers and employment page.\nforward in our digital\nWith this knowledge, the team designed a\nimprovement journey mobile-friendly website which not only looks\nvisually pleasing but has enhanced functionality,\nIn support of communicating our purpose accessibility and usability, allowing people to\nwith clarity, in May 2024, AHL launched its quickly find the information they need, using\nredesigned website. the least number of clicks.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 12]\nWorking in the APS\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2023 APS overall operational\nsized agencies\nagencies\nI am supported to use my expertise to provide frank and fearless advice 68 % - +3 +4 +3\nThe people in my workgroup demonstrate stewardship 71 % - -6  -7  -8 \nThe culture in my agency supports people to act with integrity 66 % - -11  -11  -11 \nI believe strongly in the purpose and objectives of the APS 86 % -4 -1 -1 -1\nI feel a strong personal attachment to the APS 70 % -1 +6  +7  +9 \nMy workgroup considers the people and businesses affected by what we do 79 % - -6  -8  -8 \nPositive Neutral Negative\nKey  At least 5 percentage points greater than comparator  At least 5 percentage points less than comparator\n2024 APS Employee Census PAGE 12.\n Source: `other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)`\n- [Page 3]\n2025–26 CORPORATE PLAN 2\nContents\nWelcome from the Chair 3\nOur vision, purpose and values 4\nKey activities 5\nAccommodation supply and demand 5\nOur operating environment 6\nAHL’s hostel network 7\nAHL’s hostel network service categories 9\nAHL’s residents 11\nOutlook for 2025–26 12\nStrategic focus and priority areas 13\nStrategic focus 13\nStrategic direction in 2025–26 15\nApmere Mwerre Visitor Park Upgrade 15\nCapabilities 16\nFacilities 16\nFinancials 2025–26 16\nPeople 17\nStrategic Commissioning Framework 19\nInformation and Communication Technology 19\nCustomer service 19\nCorporate governance 20\nRisk oversight and management 21\nEnterprise Risk Management 21\nRisk oversight 21\nMonitoring and review 22\nEnterprise risks 23\nStakeholder engagement 24\nPartner organisations and cultural connections 24\nPartnering with funding bodies 25\nKey partnerships in 2025–26 25\nPerformance framework 26\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)`\n\n### Role and Functions\n\n- [pages 119,120,121]\nn National Audit Office\nrole and functions, 40\nAnnual Business Plan, 20\nvisits to hostels, 8, 61\nannual report 2022–23 corrections, 115\nBurney, Linda, 41\nApmere Mwerre Visitor Park, Alice Springs, 8, 27,\nbusiness structure, 9, 39, 41, 60\n60\nAshby, Anthony, 61, 62, 66, 105\nC\nDirectors’ report, 60–72\nCalma, Tom, 68\nChairs message, 7\nCam, Kate, 71\nasset management, 64\nCanon Boggo Pilot Hostel, 58, 64\nAsset Management Committee, 64, 70\nCentral Australian Aboriginal Congress, 27\nAudit, Risk and Finance Committee, 42, 64, 69\nChair\nAuditor-General see Australian National Audit\nOffice Directors’ report, 60–72\naudits message from, 7\nANAO performance audits, 42 see also Board of Directors\nfinancial statements, 72, 73, 74–76 Chalmers, Dave, 8, 40, 67, 105\ninternal, 42, 56 Chief Executive Officer, 105\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 13]\nJob satisfaction\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2023 APS overall operational\nsized agencies\nagencies\nI am satisfied with the recognition I receive for doing a good job 66 % +3 -2 0 -3\nI am fairly remunerated (e.g. salary, superannuation) for the work that I do 57 % +10  -6  -4 -7 \nI am satisfied with my non-monetary employment conditions (e.g. leave, flexible 73 % +7  -9  -6  -10 \nwork arrangements, other benefits)\nI am satisfied with the stability and security of my job 70 % -8  -15  -7  -12 \nClarity and autonomy\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2023 APS overall operational\nsized agencies\nagencies\nI understand how my role contributes to achieving an outcome for the Australian 90 % +2 -3 -3 -3\npublic\n Source: `other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)`\n- [Page 66]\n64 ABORIGINAL HOSTELS LIMITED\nBoard committees This includes:\nTo assist in the performance of its • monitoring AHL’s funding, financial and\nresponsibilities, the Board has established 3 planning strategies\nsubcommittees and a working group:\n•\nmonitoring the flow of funds to ensure AHL’s\n•\nthe Audit, Risk and Finance Committee financial viability\n• •\nthe Asset Management Committee overseeing the investment/divestment\n• strategy (cash and property), and monitoring\nthe Investment Committee\nits performance\n•\nthe Working Group on Culture.\n•\nreporting regularly to the Board on significant\nFrom time to time, the Board may create time financial matters including the audit of the\nlimited working groups to assist the Executive annual Financial Statements\nwith specific issues or projects.\n•\nproviding input into new projects and\nproposals\nAudit, Risk and Finance Committee\n•\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 12]\nWorking in the APS\nVariance from\nResponse scale % Variance from Variance from smaller Var m ia e n d c i e u m from\nPositive 2023 APS overall operational\nsized agencies\nagencies\nI am supported to use my expertise to provide frank and fearless advice 68 % - +3 +4 +3\nThe people in my workgroup demonstrate stewardship 71 % - -6  -7  -8 \nThe culture in my agency supports people to act with integrity 66 % - -11  -11  -11 \nI believe strongly in the purpose and objectives of the APS 86 % -4 -1 -1 -1\nI feel a strong personal attachment to the APS 70 % -1 +6  +7  +9 \nMy workgroup considers the people and businesses affected by what we do 79 % - -6  -8  -8 \nPositive Neutral Negative\nKey  At least 5 percentage points greater than comparator  At least 5 percentage points less than comparator\n2024 APS Employee Census PAGE 12.\n Source: `other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)`\n- The NHSC held 4 meetings during 2023–24\nand took a lead role in monitoring risks and\nWork health and safety (WHS)\ndeveloping risk treatments for psychosocial\nAHL made significant efforts in 2023–24 to\nhazards.\ncontinue implementing a risk-based approach\nto managing WHS.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 6]\n5 ABORIGINAL HOSTELS LIMITED\nKey activities\nThis Corporate Plan reflects the performance\nAccommodation\nmeasures and expected results presented in our\n2025–26 Portfolio Budget Statements and describes supply and demand\nhow we will measure our success over the next\n4 years.\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)`\n\n### Strategic Priorities\n\n- [Page 3]\n2025–26 CORPORATE PLAN 2\nContents\nWelcome from the Chair 3\nOur vision, purpose and values 4\nKey activities 5\nAccommodation supply and demand 5\nOur operating environment 6\nAHL’s hostel network 7\nAHL’s hostel network service categories 9\nAHL’s residents 11\nOutlook for 2025–26 12\nStrategic focus and priority areas 13\nStrategic focus 13\nStrategic direction in 2025–26 15\nApmere Mwerre Visitor Park Upgrade 15\nCapabilities 16\nFacilities 16\nFinancials 2025–26 16\nPeople 17\nStrategic Commissioning Framework 19\nInformation and Communication Technology 19\nCustomer service 19\nCorporate governance 20\nRisk oversight and management 21\nEnterprise Risk Management 21\nRisk oversight 21\nMonitoring and review 22\nEnterprise risks 23\nStakeholder engagement 24\nPartner organisations and cultural connections 24\nPartnering with funding bodies 25\nKey partnerships in 2025–26 25\nPerformance framework 26\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)`\n- [Page 121]\nAnnual Report 2023–24 119\nhostels contributing to priorities of the National\nbed numbers/nights, 11, 12–13, 22–23, 26 Agreement on Closing the Gap, 29–34\ndelivering services, 22–25\nBoard and senior executive visits, 8, 50\nensuring financial sustainability, 35–37\ncultural safety, 31, 34, 58, 65\nimplementing an annual hostel maintenance\nhealth and medical hostels, 11, 12–13, 17, 22–23,\nprogram, 35\n115\nkey management personnel, 105–106, see also\nmaintenance and repairs, 35\nsenior executives\nmeals, 16, 32\nkey performance indicators see key activities;\nmultipurpose hostels, 11, 12–13, 22–23\nperformance\nnetwork, 12–13\nKirinari Hostel, 33\noccupancy, 7, 16, 17, 22–23, 115\nKnuckey, Geoff, 69\nprepaid beds, 26\nresident origins, 15 L\nresident satisfaction, 7, 17, 24–25, 31, 34\nleadership development, 68\nfor secondary education students see learning and development see training programs\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 5]\nLeadership - SES Manager\n Variance Variance\nYour from from\n 67 % Variance from Variance from smaller medium\nSES Manager Response scale Positive 2023 APS overall\noperational sized\nLeadership agencies agencies\nIndex score\n-2 -2 -2 -3\nSES Manager\nThe SES Manager\nIndex assesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate SES\nmanager in line with\nthe APS Leadership\nCapability\nFramework.\nreganaM\nSES\nMy SES manager clearly articulates the direction 66 % 0 -3 -3 -4\nand priorities for our area\nMy SES manager presents convincing arguments 62 % -7  -1 -1 -3\nand persuades others towards an outcome\nMy SES manager promotes cooperation within and 63 % -2 -5  -3 -6  between agencies\nMy SES manager encourages innovation and 62 % -9  -4 -3 -5 \ncreativity\nMy SES manager creates an environment that 65 % -6  0 0 -1\nenables us to deliver our best\n Source: `other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)`\n- Strategic direction in 2025–26\nIn 2025–26, AHL will continue to:\n• •\nbe an integral provider of affordable sustainably manage and maintain our\naccommodation that supports the Australian property portfolio\nGovernment’s effort to overcome disadvantage\nof First Nations people • respond to need through evidence‑based\nbusiness planning\n•\nconnect with our residents and stakeholders\nto better understand their needs •\npursue best practice in workplace health\n• and safety\noperate in locations of greatest need, in priority\nareas of education, employment and health\n•\nfocus on options to strengthen our business\n• deliver a consistent standard of accommodation model and secure the company’s longer‑term\nservices, by service type, across Australia financial viability.\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)`\n- [Page 7]\nAnnual Report 2023–24 5\nFigures\nFigure 1: Map of service delivery network as at 30 June 2024 12\nFigure 2: Snapshot of Kabalulumana resident footprint 15\nFigure 3: Planning and reporting framework in 2023–24 20\nFigure 4: AHL structure at 30 June 2024 39\nFigure 5: Employee snapshot 52\nTables\nTable 1: How we performed overall in 2023–24 23\nTable 2: How we performed by service category in 2023–24 23\nTable 3: How we performed by jurisdiction in 2023–24 23\nTable 4: How we performed by location category in 2023–24 23\nTable 5: Closing the Gap outcomes, AHL’s contribution 30\nTable 6: Closing the Gap priority reform areas, AHL’s contribution 34\nTable 7: Sources of operating income, 2023–24 36\nTable 8: Operating income, 2021–22 to 2023–24 ($million) 37\nTable 9: Operating expenses by location, 2023–24 37\nTable 10: Capital expenditure by location, 2023–24 37\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 6]\n5 ABORIGINAL HOSTELS LIMITED\nKey activities\nThis Corporate Plan reflects the performance\nAccommodation\nmeasures and expected results presented in our\n2025–26 Portfolio Budget Statements and describes supply and demand\nhow we will measure our success over the next\n4 years.\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)`\n- Malarndirri, 9\ninformation and communication technology, McGrath, Simon, 62, 66, 70, 105\n48–49 meals, 16, 32\nhuman resources management information memoranda of understanding (MoUs), 8, 26\nsystem, 50 Minister for Indigenous Australians, 9, 39, 41\nonline safety training, 58 ministerial directions, 41\nsee also website mother and baby care, 11, 30, see also health\nInformation Governance Framework, 48 and medical hostels\nmultipurpose hostels, 11, 12–13, 22–23\nInformation Management Committee, 48\ninformation sharing, 34\nN\ninsurance and indemnities, 72\nNAIDOC Recognition Awards, 50\ninternal audits, 42, 56\nNational Agreement on Closing the Gap, 29–34\ninternal control framework, 41\nNational Health and Safety Committee, 56\nInvestment Committee, 65, 68, 71\nNational Indigenous Australians Agency, 64\nNational Principles for Child Safe Organisations,\nJ\n58\nJan, Ronald, 53\nNet Zero reporting, 113–114\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [pages 121,122,123]\ne Framework, 48 and medical hostels\nmultipurpose hostels, 11, 12–13, 22–23\nInformation Management Committee, 48\ninformation sharing, 34\nN\ninsurance and indemnities, 72\nNAIDOC Recognition Awards, 50\ninternal audits, 42, 56\nNational Agreement on Closing the Gap, 29–34\ninternal control framework, 41\nNational Health and Safety Committee, 56\nInvestment Committee, 65, 68, 71\nNational Indigenous Australians Agency, 64\nNational Principles for Child Safe Organisations,\nJ\n58\nJan, Ronald, 53\nNet Zero reporting, 113–114\njudicial decisions, 43\nnetwork of AHL, 12–13\nNgaanyatjarra Pitjantjatjara Yankunytjatjara (NPY)\nK Women’s Council, 31, 34\nKabalulumana Hostel, 15 Nindee Hostel, Adelaide, 53\nKeeping it Safe and Deadly program, 58 Northern Territory Government, 60\nkey activities notifiable incidents, 57\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 23]\nSuggested questions to focus on\n\nVariance from\n% Variance from\n At least 5 percentage points greater  At least 5 percentage points less Variance from Variance from smaller\nmedium\nthan comparator than comparator Positive 2023 APS overall operational\nsized agencies\nagencies\n.1\nI am supported to use my expertise to provide 68 +3 +4 +3\nWhat to % -\nfrank and fearless advice\nfocus on?\n.2\nThrough driver analysis, In my agency, the SES clearly articulate the 66 -5  +1 0 +2\n%\nthese key questions direction and priorities for our agency\nhave been identified as\nbeing important to\nemployees in your\nagency and associated\n.3\nwith employee\nengagement.\n Source: `other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)`\n- [Page 14]\n13 ABORIGINAL HOSTELS LIMITED\nStrategic focus and priority areas\nIn line with AHL’s mandate, our strategic agenda\nStrategic focus\nis underpinned by the following principles:\nTo ensure AHL can achieve its purpose and deliver •\nWhile we do not provide wraparound support\nservices that have meaningful impact in improving\nservices, we will look to improve AHL’s\nthe quality of life and economic opportunity for\nconnections with service providers so that\nFirst Nations people, throughout 2025–26 we will\nresidents’ needs can be supported in an\ncontinue to:\nintegrated way.\n•\ncommunicate our purpose with clarity\n•\nWe should not be in competition with other\n•\nraise awareness of our services providers and should operate only in areas\nof market failure.\n•\nstrengthen our cultural identity\n•\nWe should not provide services in areas\n•\nmaximise partnerships\nthe Australian Government already funds\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 25]\nAnnual Report 2023–24 23\n2023–24 occupancy summary\nTABLE 1: HOW WE PERFORMED OVERALL IN 2023–24\nPerformance measure Available bed Occupied bed Target Actual occupancy\nnights nights occupancy\nOccupancy level as a 540,155 433,838 72% 80%\npercentage of resident bed\nnights available per annum\nTABLE 2: HOW WE PERFORMED BY SERVICE CATEGORY IN 2023–24\nAccommodation Available bed nights Occupied bed nights Occupancy\ncategory\nHealth and Medical 135,484 111,498 82%\nMultipurpose 374,557 303,997 81%\nSecondary Education 30,114 18,343 61%\nTotal 540,155 433,838 80%\nTABLE 3: HOW WE PERFORMED BY JURISDICTION IN 2023–24\nJurisdiction category Available bed nights Occupied bed nights Occupancy\nSouth Australia 17,902 13,821 77%\nNorthern Territory 257,248 222,221 86%\nQueensland 149,683 119,316 80%\nVictoria 9,150 5,987 65%\nWestern Australia 66,508 48,352 73%\nNew South Wales 39,664 24,141 61%\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 26]\n24 ABORIGINAL HOSTELS LIMITED\nService quality\nPerformance measure Target Actual result Methodology\nPercentage of residents 80% overall satisfaction.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- Performance measure Target Actual result Methodology\nCompany operating result 2023–24 budgeted deficit.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- Occupancy levels\nPerformance measure Target Actual result Methodology\nOccupancy level as a 72% Occupancy.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- Performance measure Target Actual result Methodology\nPartnerships and Maintained or Target met.\nengagement with increased compared to\nIndigenous organisations previous year.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- Performance measure Target Actual result Methodology\nAHL’s contribution to Effective contribution to the Target met.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- Performance measure Target Actual result Methodology\nMaintain industry benchmark Repair and maintenance Target exceeded.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- Key activities and performance measures\n2025–26 to 2028–29\nKey activity Objective Performance measure 2025–26 2026–27 to 2028–29\nPlanned performance Planned performance\nresults results\nDelivering services To increase Occupancy level as a 80% occupancy.\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)`\n- Operating result\nAHL is recognised as a public benevolent The operating result in 2023–24 was a\ninstitution by the Australian Taxation Office $2.936 million deficit, which was significantly\n(ATO) and has deductible gift recipient status. higher than the $1.377 million deficit in 2022–23.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- The $1.559 million increase in the 2023–24\nConsolidated Entity\ndeficit from the previous year, was primarily\nDisclosure Statement\ndue to increasing costs of hostel operations,\nAHL does not have any subsidiaries and is including property operating, information\nnot required to prepare consolidated financial communication technology, insurance, training\nstatements under accounting standards, on that and recruitment and depreciation costs.\nbasis section 295(3A) of the Corporations Act\nAs part of the 2023–24 Budget measure,\n2001 does not apply.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 96]\n94 ABORIGINAL HOSTELS LIMITED\nABORIGINAL HOSTELS LIMITED ABN 47 008 504 587\nNotes to the Financial Statements\nfor the period ended 30 June 2024\nFinancial Position\nThis section analyses Aboriginal Hostels Limited's assets used to conduct its operations and the\noperating liabilities incurred as a result.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- Through looking at the data in What are the key things we need to improve to make\nfrom what we are good at. more detail or through discussions with staff? working here better?\n\nPrioritise 3 areas Resources Target/Success\nfor action Timescales Owner required measure\nUse this page\n1\nto start your\nlocal action\nplans\n2\nIdentify areas to\ncelebrate, opportunities\nfor improvement and\nareas which you need\nto investigate further.\n Source: `other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)`\n- [pages 27,28,29,30,32]\ndentify Company operating result 2025–26 original budgeted As per forward estimates.\nstrategies to ensure savings and consistent with or better than deficit.\nthe company’s financial reduce projected government approved budget.\nsustainability. deficits.\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)`\n- Result Quantitative assessment\nrepair and maintenance investment represents at exceeded target at 2.4%. of annual repair and\ninvestment in hostel asset least 2% of hostel property maintenance expenditure.\nportfolio. asset replacement value.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $71.6 million, 71.6 million | [Page 39]\nAnnual Report 2023–24 37\nTABLE 8: OPERATING INCOME, 2021–22 TO 2023–24 ($ MILLION)\nSource 2021–22 2022–23 2023–24\nAustralian Government appropriation 35.7 35.9 43.1\nHostel accommodation revenue 15.0 16.3 18.1\nOther government funding – Australian Government 2.2 1.8 1.0\nOther government funding – state and territory governments 2.4 2.5 2.6\nInterest and other 0.9 1.6 3.9\nTotal 56.2 58.1 68.7\nExpenditure\nAHL’s total operating expenses for | `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)` |\n| $2.936 million, $3.032 million, 2.936 million, 3.032 million | Our 2023–24 operating deficit of $2.936 million was lower\nthan the 2023–24 Budget operating deficit of $3.032 million. | `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)` |\n| $1.559 million, 1.559 million | The $1.559 million increase in the 2023–24\nConsolidated Entity\ndeficit from the previous year, was primarily\nDisclosure Statement\ndue to increasing costs of hostel operations,\nAHL does not have any subsidiaries and is including property operating, information\nnot required to prepare consolidated financial communication technology, insurance, training\nstatements under accounting standards, on that and recruitment and depreciation costs.\nbasis sect | `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)` |\n| $20.8 million, 20.8 million | The hard work of our dedicated\nfunding ($20.8 million over 2 years) to AHL\nemployees, the service improvements and the\nthrough the 2023–24 Budget. | `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)` |\n| $7.1 million, 7.1 million | TABLE 9: OPERATING EXPENSES BY LOCATION, 2023–24\nLocation $ million Proportion\nNSW 7.0 9.8%\nVIC 0.9 1.3%\nQLD 13.6 19.0%\nWA 8.5 11.9%\nSA 1.9 2.7%\nACT (National Office) 17.4 24.2%\nNT 22.3 31.1%\nTotal 71.6 100%\nAHL’s capital expenditure for 2023–24 was $7.1 million. | `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)` |\n| $169.3 million, $154.8 million, 169.3 million, 154.8 million | This has enabled the company\nThe principal activity of the company during to complete much needed maintenance\n2023–24 was the operation of hostels for and capital works at our hostels, to employ\nFirst Nations people. dietitians who reviewed and refreshed our\nhostel menus, to better recognise the work\nThe Constitution objectives of Aboriginal\nof our hostel managers and to improve our\nHostels Limited (3 August 2021), provides\nhostel security.\nat cl | `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)` |\n| $28.1m, $47.2m, $3.0m, $127.5m, $44.0m | AHL’s funding sources\n$\n$28.1m\n$47.2m\n$3.0m\nAustralian Government\n$127.5m $44.0m\nannual appropriation\nSelf-generated revenue (tariff, Property portfolio Payroll\ncontracted services, and grants)\nInvestment revenue | `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)` |\n| $2.936 million, $1.377 million, 2.936 million, 1.377 million | Operating result\nAHL is recognised as a public benevolent The operating result in 2023–24 was a\ninstitution by the Australian Taxation Office $2.936 million deficit, which was significantly\n(ATO) and has deductible gift recipient status. higher than the $1.377 million deficit in 2022–23. | `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)` |\n| 2023 APS | [Page 4]\nLeadership - Immediate Supervisor\n Variance Variance\nYour from from\n72 % Variance from Variance from\n smaller medium\nImmediate Response scale Positive 2023 APS overall\noperational sized\nSupervisor agencies agencies\nIndex score\n+1 -5  -4 -5 \nImmediate\nSupervisor\nThe Immediate\nSupervisor Index\nassesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate\nsupervisor in line\nwith the APS\nLeadership\nCapability\nFramework.\nrosivr | `other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)` |\n| 2024 APS | Note these questions\ndo not contribute to\nthe above index\nscore.\nnoitacinummoC My supervisor communicates effectively 76 % +3 -5  -4 -4\nMy SES manager communicates effectively 66 % -3 -4 -3 -4\nInternal communication within my agency is 56 % -7  -2 -1 0\neffective\nOther similar questions\negnahC\nWhen changes occur, the impacts are 70 % +5  +2 +1 +2\ncommunicated well within my workgroup\nStaff are consulted about change at work 58 % -6  +7  +7  | `other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)` |\n| $2.9 million, 1.3 MILLION, 2.9 million | People aged\nfrom\n4 4 %\nONE DAY\nTO 98\nof AHL employees\nYEARS\n1.3 MILLION were First stayed with\nMEALS Nations people 5 AHL\nSpent $2.9 million with First Nations\nbusinesses, creating flow on benefits\nto families and communities\n433,838\nyoung people were\n1 3 2 occupied bed\nsupported to undertake nights during\nsecondary education the year\nPeople can find a ‘home away from home’ at Topsy Smith Hostel. | `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)` |\n| $2.9 million, $2.8 million, 2.9 million, 2.8 million | Stakeholder survey Analysis of stakeholder\nsatisfaction survey\nresults maintained.\nresults.\n$2.9 million in goods Quantitative assessment\nof Indigenous\nand services procured\nprocurement\nfrom 44 First Nations performance.\nbusinesses\n(2022–23: $2.8 million\nfrom 29 businesses). | `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)` |\n| $68.7 million, $43.1 million, $18.1 million, 68.7 million, 43.1 million, 18.1 million | Income\nIn 2023–24, AHL received $68.7 million in operating income, comprising $43.1 million from\nthe Australian Government and $18.1 million generated from resident tariffs. | `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)` |\n| $2.936 million, $1.377 million, 2.936 million, 1.377 million | Operating result\nAHL is recognised as a public benevolent The operating result in 2023–24 was a\ninstitution by the Australian Taxation Office $2.936 million deficit, which was significantly\n(ATO) and has deductible gift recipient status. higher than the $1.377 million deficit in 2022–23. | `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)` |\n| $1.559 million, 1.559 million | The $1.559 million increase in the 2023–24\nConsolidated Entity\ndeficit from the previous year, was primarily\nDisclosure Statement\ndue to increasing costs of hostel operations,\nAHL does not have any subsidiaries and is including property operating, information\nnot required to prepare consolidated financial communication technology, insurance, training\nstatements under accounting standards, on that and recruitment and depreciation costs.\nbasis sect | `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)` |\n| 80 per cent | We achieved an 80 per cent occupancy\nrate during the year, well above our target,\nindicating continuing strong demand for\nour services. | `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)` |\n\n## Key Achievements\n\n- Ronald Jan, Hostel Manager of Nindee Hostel\nin Adelaide SA, has cared for our AHL First\nRonald explained that working at AHL over\nNations residents, and enjoyed a varied AHL\nseveral decades has its rewards, such as\ncareer, for more than 30 years and counting.\ngetting to see family connections which\nspan generations:\nAs one of AHL’s longest serving employees,\nso much has changed since Ronald started\n‘Sometimes I am amazed when a\nhis AHL career, including advancements in\nresident comes to stay at Nindee\ntechnology and streamlining of day-to-day\nHostel and you can remember them\nprocesses.\nwhen they were a young kid with\n‘I remember when I first started with their parents staying at the hostel,\nAboriginal Hostels Limited in 1990, and now they are adults returning\nwe didn’t have computers to use, with their kids.\nwe had Revenue Sheets which were\nYou always get comments from\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 83]\nAnnual Report 2023–24 81\nABORIGINAL HOSTELS LIMITED ABN 47 008 504 587\nStatement of Financial Position\nas at 30 June 2024\nOriginal\nNote 2024 2023 Budget1\n$'000 $'000 $'000\nASSETS\nFinancial assets\nCash and cash equivalents 4 8,349 8,554 36,058\nTrade and other receivables 5 1,925 1,173 1,218\nOther Investments 6 30,911 29,609 -\nTotal financial assets 41,185 39,336 37,276\nNon-financial assets2\nLand 7 45,462 40,975 40,162\nBuildings 7 86,927 81,195 74,339\nWork In Progress 7 2,095 371 2,567\nLeasehold Improvements 7 1,323 1,405 1,086\nPlant and equipment 7 2,881 2,405 2,368\nArt and artefacts 7 3,312 2,256 2,273\nIntangibles 7 61 101 244\nOther non-financial assets 8 532 392 568\nTotal non-financial assets 142,593 129,100 123,607\nTotal assets 183,778 168,436 160,883\nLIABILITIES\nPayables\nSuppliers 9 1,997 1,739 1,948\nOther payables 11 3,568 2,963 1,905\nTotal payables 5,565 4,702 3,853\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 111]\nAnnual Report 2023–24 109\nABORIGINAL HOSTELS LIMITED ABN 47 008 504 587\nNotes to the Financial Statements\nfor the period ended 30 June 2024\nNote 18: Current/non-current distinction for assets and liabilities\n2024 2023\n$'000 $'000\nAssets expected to be recovered in:\nNo more than 12 months\nCash and cash equivalents 8,349 8,554\nTrade and other receivables 1,925 1,173\nOther Investments 12,068 29,609\nOther non-financial assets 532 392\nTotal no more than 12 months 22,874 39,728\nMore than 12 months\nLand 45,462 40,975\nBuildings 86,927 81,195\nWork In Progress 2,095 371\nLeasehold Improvements 1,323 1,405\nPlant and equipment 2,881 2,405\nArt and artefacts 3,312 2,256\nIntangibles 61 101\nOther Investments 18,843 -\nTotal more than 12 months 160,904 128,708\nTotal assets 183,778 168,436\nLiabilities expected to be settled in:\nNo more than 12 months\nSuppliers 1,997 1,739\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [pages 113,114,115,116]\n27 81,195\nWork In Progress 2,095 371\nLeasehold Improvements 1,323 1,405\nPlant and equipment 2,881 2,405\nArt and artefacts 3,312 2,256\nIntangibles 61 101\nOther Investments 18,843 -\nTotal more than 12 months 160,904 128,708\nTotal assets 183,778 168,436\nLiabilities expected to be settled in:\nNo more than 12 months\nSuppliers 1,997 1,739\nOther payables 3,568 2,963\nLeases 1,061 1,033\nEmployee provisions 3,013 2,437\nTotal no more than 12 months 9,639 8,172\nMore than 12 months\nLeases 2,266 3,226\nEmployee provisions 2,606 2,198\nTotal more than 12 months 4,872 5,424\nTotal liabilities 14,511 13,596\n33\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [pages 1,2,3,4,5,6]\n[Page 1]\nContent\nPage\nHighlights Report\nExploring your results 2\nAHL Employee Engagement: Say, Stay, Strive 3\nLeadership 4\nCommunication and change 6\nEnabling Innovation 7\nWellbeing Policies and Support 8\nWellbeing 9\nFlexible work 11\nWorking in the APS 12\nPerformance 14\nRetention 15\nUnacceptable behaviour 17\nDemographics 20\nAgency position 21\nSuggested questions to focus on 23\nAgency specific questions 24\nTime to take action 26\nGuide to this report 27\nResponses:\n194 of 347\nResponse Rate:\n56%\n Source: `other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)`\n- The Report outlines our performance for the financial year ending 30 June 2025 and highlights our key achievements.\n Source: `pages/annual-reports-index__00.html (http://www.ahl.gov.au/news/ahls-2024-25-annual-report)`\n- [Page 7]\nAnnual Report 2023–24 5\nFigures\nFigure 1: Map of service delivery network as at 30 June 2024 12\nFigure 2: Snapshot of Kabalulumana resident footprint 15\nFigure 3: Planning and reporting framework in 2023–24 20\nFigure 4: AHL structure at 30 June 2024 39\nFigure 5: Employee snapshot 52\nTables\nTable 1: How we performed overall in 2023–24 23\nTable 2: How we performed by service category in 2023–24 23\nTable 3: How we performed by jurisdiction in 2023–24 23\nTable 4: How we performed by location category in 2023–24 23\nTable 5: Closing the Gap outcomes, AHL’s contribution 30\nTable 6: Closing the Gap priority reform areas, AHL’s contribution 34\nTable 7: Sources of operating income, 2023–24 36\nTable 8: Operating income, 2021–22 to 2023–24 ($million) 37\nTable 9: Operating expenses by location, 2023–24 37\nTable 10: Capital expenditure by location, 2023–24 37\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [pages 8,9,10]\nivities 44\nTable 12: First Nations employees 54\nTable 13: All ongoing employees 2023–24 54\nTable 14: All non-ongoing employees 2023–24 54\nTable 15: All ongoing employees, previous reporting period 55\nTable 16: All non-ongoing employees, previous reporting period 55\nTable 17: WHS statistics, 2021–22 to 2023–24 57\nTable 18: Details of Directors, 2023–24 62\nTable 19: Remuneration of key management personnel, 2023–24 66\nTable 20: Audit, Risk and Finance Committee, 2023–24 69\nTable 21: Asset Management Committee, 2023–24 70\nTable 22: Investment Committee, 2023–24 7 1\nTable 23: 2023–24 greenhouse gas emissions 114\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 9]\nAnnual Report 2023–24 7\nMessage from the Chair\nIn 2023–24, achieving our purpose of providing While AHL’s purpose is to provide affordable\nculturally safe, resident-centred services that and culturally safe accommodation for\nimproved the quality of life and economic First Nations people, it is also an economic\nopportunities for First Nations people remained generator for First Nations people.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 25]\nAnnual Report 2023–24 23\n2023–24 occupancy summary\nTABLE 1: HOW WE PERFORMED OVERALL IN 2023–24\nPerformance measure Available bed Occupied bed Target Actual occupancy\nnights nights occupancy\nOccupancy level as a 540,155 433,838 72% 80%\npercentage of resident bed\nnights available per annum\nTABLE 2: HOW WE PERFORMED BY SERVICE CATEGORY IN 2023–24\nAccommodation Available bed nights Occupied bed nights Occupancy\ncategory\nHealth and Medical 135,484 111,498 82%\nMultipurpose 374,557 303,997 81%\nSecondary Education 30,114 18,343 61%\nTotal 540,155 433,838 80%\nTABLE 3: HOW WE PERFORMED BY JURISDICTION IN 2023–24\nJurisdiction category Available bed nights Occupied bed nights Occupancy\nSouth Australia 17,902 13,821 77%\nNorthern Territory 257,248 222,221 86%\nQueensland 149,683 119,316 80%\nVictoria 9,150 5,987 65%\nWestern Australia 66,508 48,352 73%\nNew South Wales 39,664 24,141 61%\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- Our 2023–24 operating deficit of $2.936 million was lower\nthan the 2023–24 Budget operating deficit of $3.032 million.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 41]\nAnnual Report 2023–24 39\nCompany structure\nFIGURE 4: AHL STRUCTURE AT 30 JUNE 2024\nMinister for Indigenous Australians\nAboriginal Hostels Limited\nBoard of Directors\nDave Chalmers AO, CSC\nBoard Committees and\nWorking Group\nAudit, Risk Asset\nInvestment Working Group\nand Finance Management\nCommittee on Culture\nCommittee Committee\nCompany Secretary Chief Financial Officer, Acting General Mana ger General Manager\nGeneral Manager Human Resources Operations\nCorporate and Company Karyn Ervin Bob Harvey PSM\nSecretary\nDermot Walsh CA, FCPA, MAICD\nCorporate Human Resources Operations\nDirector ICT Director Human Resources Director National Operations\nDirector Finance Director HRMIS Project Directors Frontline Services –\nDirector Facilities QLD, Top End, NSW and Vic,\nDirector Communication WA and Central\nand Reporting\nDirector AHL Reform\nHostel Network,\ncomprises 42 hostels\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 7]\nAnnual Report 2023–24 5\nFigures\nFigure 1: Map of service delivery network as at 30 June 2024 12\nFigure 2: Snapshot of Kabalulumana resident footprint 15\nFigure 3: Planning and reporting framework in 2023–24 20\nFigure 4: AHL structure at 30 June 2024 39\nFigure 5: Employee snapshot 52\nTables\nTable 1: How we performed overall in 2023–24 23\nTable 2: How we performed by service category in 2023–24 23\nTable 3: How we performed by jurisdiction in 2023–24 23\nTable 4: How we performed by location category in 2023–24 23\nTable 5: Closing the Gap outcomes, AHL’s contribution 30\nTable 6: Closing the Gap priority reform areas, AHL’s contribution 34\nTable 7: Sources of operating income, 2023–24 36\nTable 8: Operating income, 2021–22 to 2023–24 ($million) 37\nTable 9: Operating expenses by location, 2023–24 37\nTable 10: Capital expenditure by location, 2023–24 37\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [pages 8,9,10]\nivities 44\nTable 12: First Nations employees 54\nTable 13: All ongoing employees 2023–24 54\nTable 14: All non-ongoing employees 2023–24 54\nTable 15: All ongoing employees, previous reporting period 55\nTable 16: All non-ongoing employees, previous reporting period 55\nTable 17: WHS statistics, 2021–22 to 2023–24 57\nTable 18: Details of Directors, 2023–24 62\nTable 19: Remuneration of key management personnel, 2023–24 66\nTable 20: Audit, Risk and Finance Committee, 2023–24 69\nTable 21: Asset Management Committee, 2023–24 70\nTable 22: Investment Committee, 2023–24 7 1\nTable 23: 2023–24 greenhouse gas emissions 114\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 41]\nAnnual Report 2023–24 39\nCompany structure\nFIGURE 4: AHL STRUCTURE AT 30 JUNE 2024\nMinister for Indigenous Australians\nAboriginal Hostels Limited\nBoard of Directors\nDave Chalmers AO, CSC\nBoard Committees and\nWorking Group\nAudit, Risk Asset\nInvestment Working Group\nand Finance Management\nCommittee on Culture\nCommittee Committee\nCompany Secretary Chief Financial Officer, Acting General Mana ger General Manager\nGeneral Manager Human Resources Operations\nCorporate and Company Karyn Ervin Bob Harvey PSM\nSecretary\nDermot Walsh CA, FCPA, MAICD\nCorporate Human Resources Operations\nDirector ICT Director Human Resources Director National Operations\nDirector Finance Director HRMIS Project Directors Frontline Services –\nDirector Facilities QLD, Top End, NSW and Vic,\nDirector Communication WA and Central\nand Reporting\nDirector AHL Reform\nHostel Network,\ncomprises 42 hostels\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 66]\n64 ABORIGINAL HOSTELS LIMITED\nBoard committees This includes:\nTo assist in the performance of its • monitoring AHL’s funding, financial and\nresponsibilities, the Board has established 3 planning strategies\nsubcommittees and a working group:\n•\nmonitoring the flow of funds to ensure AHL’s\n•\nthe Audit, Risk and Finance Committee financial viability\n• •\nthe Asset Management Committee overseeing the investment/divestment\n• strategy (cash and property), and monitoring\nthe Investment Committee\nits performance\n•\nthe Working Group on Culture.\n•\nreporting regularly to the Board on significant\nFrom time to time, the Board may create time financial matters including the audit of the\nlimited working groups to assist the Executive annual Financial Statements\nwith specific issues or projects.\n•\nproviding input into new projects and\nproposals\nAudit, Risk and Finance Committee\n•\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 71]\nAnnual Report 2023–24 69\nTables 20, 21 and 22 outline the composition, qualifications and remuneration of members of the\nAudit, Risk and Finance Committee, Asset Management Committee and Investment Committee,\nrespectively.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- TABLE 20: AUDIT, RISK AND FINANCE COMMITTEE, 2023–24\nNumber of\neligible meetings\nattended/total Total annual\nMember and Qualifications, knowledge, number of remuneration /\nposition skills or experience meetings sitting fees11\nMr Paul Allen Refer to Table 18 5/5 -\nChair\nMs Katie Wyatt Refer to Table 18 3/3 -\nDirector member\n(commenced\n1/10/23)\nMs Rebecca Bach Town Planning, Diploma of Law, Grad Dip Tourism 3/3 $6,000\nRichardson Management, GAICD.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- Ms Leann Wilson Refer to Table 18 1/2 -\nDirector member\n(ceased 30/9/23)\nThe committee’s Charter can be found at: https://www.ahl.gov.au/accountability-and-reporting\n11 Under the Remuneration Tribunal Determination AHL Directors receive additional annual fees for serving on the Audit,\nRisk and Finance Committee – refer to Table 19.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [pages 119,120,121]\nn National Audit Office\nrole and functions, 40\nAnnual Business Plan, 20\nvisits to hostels, 8, 61\nannual report 2022–23 corrections, 115\nBurney, Linda, 41\nApmere Mwerre Visitor Park, Alice Springs, 8, 27,\nbusiness structure, 9, 39, 41, 60\n60\nAshby, Anthony, 61, 62, 66, 105\nC\nDirectors’ report, 60–72\nCalma, Tom, 68\nChairs message, 7\nCam, Kate, 71\nasset management, 64\nCanon Boggo Pilot Hostel, 58, 64\nAsset Management Committee, 64, 70\nCentral Australian Aboriginal Congress, 27\nAudit, Risk and Finance Committee, 42, 64, 69\nChair\nAuditor-General see Australian National Audit\nOffice Directors’ report, 60–72\naudits message from, 7\nANAO performance audits, 42 see also Board of Directors\nfinancial statements, 72, 73, 74–76 Chalmers, Dave, 8, 40, 67, 105\ninternal, 42, 56 Chief Executive Officer, 105\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- In 2023–24, the Board met 5 times, the Audit, Risk and Finance Committee met 5 times and the\nAsset Management Committee met 4 times.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- AHL’s structured, consistent and continuous\nThe ARFC assists the Board in discharging\nrisk management review mechanisms are\nits responsibilities under the PGPA Act,\nembedded in our governance framework,\nincluding providing independent advice on the\nincluding:\nappropriateness of AHL’s risk management and\n•\nsystems of internal control and approach to review of our ERM Framework at least\nfostering a positive risk culture. every 2 years as part of the company’s\ncontinual improvement process and\nWe maintain our proactive approach to risk\ncommitment to managing risk in\nmanagement through a comprehensive\naccordance with best practice set out\nEnterprise Risk Management (ERM) Framework,\nin AS/NZS ISO 3100:2018 and the 2023\ncomprising:\nCommonwealth Risk Management Policy\n• Risk Management Framework and Plan: • quarterly review of the Enterprise Risk\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [pages 44,45,46,47]\nificant\nsupporting clearly defined and documented risks by the Audit, Risk and Finance\nroles, responsibilities and formal reporting Committee (ARFC) and the Board\nstructures for the management of material •\nongoing review of AHL’s Subsidiary Risk\nrisks throughout the company\nRegisters by the ARFC, complemented\n•\nRisk Management Policy: details AHL’s by a comprehensive internal audit\noverarching approach and commitment to program across the company.\naddress and effectively manage risk and to\nAHL also participates in the biennial\nintegrate risk management practices into all\nComcover Risk Management Benchmarking\nbusiness processes and operations\nSurvey which independently assesses our\n•\nRisk Appetite Statement: defines the\nrisk management maturity.\ndegree of risk exposure the Board is willing\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 4]\nLeadership - Immediate Supervisor\n Variance Variance\nYour from from\n72 % Variance from Variance from\n smaller medium\nImmediate Response scale Positive 2023 APS overall\noperational sized\nSupervisor agencies agencies\nIndex score\n+1 -5  -4 -5 \nImmediate\nSupervisor\nThe Immediate\nSupervisor Index\nassesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate\nsupervisor in line\nwith the APS\nLeadership\nCapability\nFramework.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 77 % +4 -3 -3 -2\nto future challenges\nMy supervisor can deliver difficult advice whilst 75 % +3 -4 -3 -4\nmaintaining relationships\nMy supervisor invites a range of views, including 71 % -7  -11  -10  -11 \nthose different to their own\nMy supervisor encourages my team to regularly 76 % -1 -7  -6  -6 \nreview and improve our work\n Source: `other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)`\n- [Page 3]\n2025–26 CORPORATE PLAN 2\nContents\nWelcome from the Chair 3\nOur vision, purpose and values 4\nKey activities 5\nAccommodation supply and demand 5\nOur operating environment 6\nAHL’s hostel network 7\nAHL’s hostel network service categories 9\nAHL’s residents 11\nOutlook for 2025–26 12\nStrategic focus and priority areas 13\nStrategic focus 13\nStrategic direction in 2025–26 15\nApmere Mwerre Visitor Park Upgrade 15\nCapabilities 16\nFacilities 16\nFinancials 2025–26 16\nPeople 17\nStrategic Commissioning Framework 19\nInformation and Communication Technology 19\nCustomer service 19\nCorporate governance 20\nRisk oversight and management 21\nEnterprise Risk Management 21\nRisk oversight 21\nMonitoring and review 22\nEnterprise risks 23\nStakeholder engagement 24\nPartner organisations and cultural connections 24\nPartnering with funding bodies 25\nKey partnerships in 2025–26 25\nPerformance framework 26\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)`\n- [pages 21,22,23]\nmance of Board functions\none working group: the Audit, Risk and Finance\nCommittee (ARFC), the Asset Management\n•\nBoard decision‑making processes\nCommittee (AMC), the Investment Committee (INC),\nand the Working Group on Culture. •\nBoard skills, culture and development.\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 5]\n2025–26 CORPORATE PLAN 4\nOur vision, purpose and values\nRespect for residents\nOur vision\nAlthough AHL is an accommodation provider,\nAHL’s vision is to improve the quality of life\nthe value in our service is not only our physical\nand economic opportunity for First Nations people.\nfacilities but also the supportive environment we\noffer our residents. ‘Looking after each other’\nOur purpose represents the promise AHL makes to residents\nto support them.\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)`\n- [Page 3]\n2025–26 CORPORATE PLAN 2\nContents\nWelcome from the Chair 3\nOur vision, purpose and values 4\nKey activities 5\nAccommodation supply and demand 5\nOur operating environment 6\nAHL’s hostel network 7\nAHL’s hostel network service categories 9\nAHL’s residents 11\nOutlook for 2025–26 12\nStrategic focus and priority areas 13\nStrategic focus 13\nStrategic direction in 2025–26 15\nApmere Mwerre Visitor Park Upgrade 15\nCapabilities 16\nFacilities 16\nFinancials 2025–26 16\nPeople 17\nStrategic Commissioning Framework 19\nInformation and Communication Technology 19\nCustomer service 19\nCorporate governance 20\nRisk oversight and management 21\nEnterprise Risk Management 21\nRisk oversight 21\nMonitoring and review 22\nEnterprise risks 23\nStakeholder engagement 24\nPartner organisations and cultural connections 24\nPartnering with funding bodies 25\nKey partnerships in 2025–26 25\nPerformance framework 26\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)`\n- [Page 44]\n42 ABORIGINAL HOSTELS LIMITED\nEthical standards (and able) to accept or retain in pursuit of\nits strategic, business and operational goals\nand service delivery objectives\nEach AHL Director agrees to abide by the\ncode of conduct in the Board’s Governance • Enterprise Risk Register: records AHL’s\nCharter on: enterprise level risks and mitigation strategies\n• to ensure identified and emerging risks fall\ncommitment and knowledge\nwithin our risk appetite and tolerance\n•\nconduct in Board meetings\n•\nSubsidiary Risk Registers: record AHL’s\n•\nconfidentiality and collegiality operational risks and mitigation strategies for\n• key business areas to ensure identified and\nrelationship with management.\nemerging risks fall within AHL’s risk appetite\nAHL employees are bound by standards of\nand tolerance\nethical behaviour communicated through\n•\nmanagement systems: to measure, assess\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- [Page 45]\nAnnual Report 2023–24 43\nFraud and corruption risk control We have zero-tolerance for dishonest,\nfraudulent or corrupt behaviour by employees,\nOur ERM framework provides the foundation for\ncontractors and third-party service providers\nAHL’s fraud and corruption control processes\nand will continue to protect public resources\nand mitigation strategies to identify, analyse,\nfrom fraud and corruption by implementing\nevaluate and treat fraud and corruption risks,\nstrong, robust and effective fraud and\nwhich may be inherent to AHL’s business\ncorruption control measures across the\nfunctions.\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 28]\n27 ABORIGINAL HOSTELS LIMITED\nSouth Hedland Hostel\nRelevant legislation\nKey legislation\n• With the exception of the Commonwealth\nCorporations Act 2001\nCoat of Arms, and where otherwise\n•\nPublic Governance, Performance and Accountability Act noted, all material presented in this\n2013 (PGPA Act) and the PGPA Rule Australian Charities document is provided under a Creative\nand Not-for-profits Commission Act 2012\nCommons Attribution 4.0 Australia licence.\n•\nAboriginal and Torres Strait Islander Act 2005\nThe terms under which the Coat of\n• Australian Public Service Act 1999 Arms can be used are detailed on the\nDepartment of the Prime Minister and\n•\nAuditor-General Act 1997\nCabinet website.\n•\nPrivacy Act 1988\nDetails of the relevant licence conditions\n• are available on the Creative Commons\nFreedom of Information Act 1982\nwebsite (https://creativecommons.\n•\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)`\n- [Page 7]\nAnnual Report 2023–24 5\nFigures\nFigure 1: Map of service delivery network as at 30 June 2024 12\nFigure 2: Snapshot of Kabalulumana resident footprint 15\nFigure 3: Planning and reporting framework in 2023–24 20\nFigure 4: AHL structure at 30 June 2024 39\nFigure 5: Employee snapshot 52\nTables\nTable 1: How we performed overall in 2023–24 23\nTable 2: How we performed by service category in 2023–24 23\nTable 3: How we performed by jurisdiction in 2023–24 23\nTable 4: How we performed by location category in 2023–24 23\nTable 5: Closing the Gap outcomes, AHL’s contribution 30\nTable 6: Closing the Gap priority reform areas, AHL’s contribution 34\nTable 7: Sources of operating income, 2023–24 36\nTable 8: Operating income, 2021–22 to 2023–24 ($million) 37\nTable 9: Operating expenses by location, 2023–24 37\nTable 10: Capital expenditure by location, 2023–24 37\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n- [Page 25]\nAnnual Report 2023–24 23\n2023–24 occupancy summary\nTABLE 1: HOW WE PERFORMED OVERALL IN 2023–24\nPerformance measure Available bed Occupied bed Target Actual occupancy\nnights nights occupancy\nOccupancy level as a 540,155 433,838 72% 80%\npercentage of resident bed\nnights available per annum\nTABLE 2: HOW WE PERFORMED BY SERVICE CATEGORY IN 2023–24\nAccommodation Available bed nights Occupied bed nights Occupancy\ncategory\nHealth and Medical 135,484 111,498 82%\nMultipurpose 374,557 303,997 81%\nSecondary Education 30,114 18,343 61%\nTotal 540,155 433,838 80%\nTABLE 3: HOW WE PERFORMED BY JURISDICTION IN 2023–24\nJurisdiction category Available bed nights Occupied bed nights Occupancy\nSouth Australia 17,902 13,821 77%\nNorthern Territory 257,248 222,221 86%\nQueensland 149,683 119,316 80%\nVictoria 9,150 5,987 65%\nWestern Australia 66,508 48,352 73%\nNew South Wales 39,664 24,141 61%\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `pages/about.html` - pages - http://www.ahl.gov.au/about\n- `pages/announcements-index.html` - pages - http://www.ahl.gov.au/privacy-statement\n- `pages/announcements-index__02.html` - pages - https://www.ahl.gov.au/privacy-statement\n- `pages/announcements-index__03.html` - pages - http://www.ahl.gov.au/privacy-statement\n- `pages/announcements-index__04.html` - pages - http://www.ahl.gov.au/sites/default/files/2024-04/AHL%20Personal%20Information%20Request%20Form%20-%20Updated%20Feb%202020.docx\n- `pages/annual-reports-index.html` - pages - http://www.ahl.gov.au/?q=our-organisation\n- `pages/annual-reports-index__00.html` - pages - http://www.ahl.gov.au/news/ahls-2024-25-annual-report\n- `pages/contact.html` - pages - http://www.ahl.gov.au/contact\n- `pages/corporate-plans-index.html` - pages - http://www.ahl.gov.au/?q=our-organisation\n- `pages/corporate-plans-index__01.html` - pages - http://www.ahl.gov.au/news/presenting-ahls-2025-26-corporate-plan\n- `pages/homepage.html` - pages - http://www.ahl.gov.au\n- `pages/news-latest.html` - pages - http://www.ahl.gov.au/news\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf` - other-pdfs - http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf\n- `other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf` - other-pdfs - http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf\n- `other-pdfs/AHL-20Organisational-20Chart_September-202025_1.pdf` - other-pdfs - https://www.ahl.gov.au/sites/default/files/2025-09/AHL%20Organisational%20Chart_September%202025_1.pdf\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf` - other-pdfs - http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.", "legislation_md": "# Aboriginal Hostels Limited - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T20:49:05.161959+00:00\n**Entity ID**: O-000906\n**Jurisdiction**: Commonwealth\n**Portfolio**: Prime Minister and Cabinet\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 17\n- Unique legislation references found: 26\n\n| Type | Count |\n|---|---:|\n| Act | 25 |\n| Regulation | 1 |\n\n## Legislation References\n\n### Auditor-General Act 1997\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Auditor-General+Act+1997\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n**Evidence contexts**:\n- with applicable laws and\nAHL, and AHL was not subject to any general\nregulations.\ngovernment policy orders. AHL has systems\nto support compliance with all relevant\nlegislation, including:\n•\nAboriginal and Torres Strait Islander\nAct 2005\n•\nArchives Act 1983\n•\nAuditor-General Act 1997\n•\nAuditor-General Act 1997\n•\nAustralian Charities and Not-for-profits\nCommission Act 2012\n\n[page 44]\n42 ABORIGINAL HOSTELS LIMITED\nEthical standards (and able) to accept or retain in pursuit of\nits strategic, business and operational goals\nand service deliver\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- HL, and AHL was not subject to any general\nregulations.\ngovernment policy orders. AHL has systems\nto support compliance with all relevant\nlegislation, including:\n•\nAboriginal and Torres Strait Islander\nAct 2005\n•\nArchives Act 1983\n•\nAuditor-General Act 1997\n•\nAuditor-General Act 1997\n•\nAustralian Charities and Not-for-profits\nCommission Act 2012\n\n[page 44]\n42 ABORIGINAL HOSTELS LIMITED\nEthical standards (and able) to accept or retain in pursuit of\nits strategic, business and operational goals\nand service delivery objectives\nEach AHL Direc\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- include the relevant independence requirements of the Accounting Professional and Ethical Standards\nBoard’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the Code) to\nthe extent that they are not in conflict with the Auditor-General Act 1997. I have also fulfilled my other\nresponsibilities in accordance with the Code.\nI confirm that the independence declaration required by the Corporations Act 2001, which has been given to the\ndirectors of the Company, would be in the same terms if given to the d\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- Commission Act 2012\nCommons Attribution 4.0 Australia licence.\n•\nAboriginal and Torres Strait Islander Act 2005\nThe terms under which the Coat of\n• Australian Public Service Act 1999 Arms can be used are detailed on the\nDepartment of the Prime Minister and\n•\nAuditor-General Act 1997\nCabinet website.\n•\nPrivacy Act 1988\nDetails of the relevant licence conditions\n• are available on the Creative Commons\nFreedom of Information Act 1982\nwebsite (https://creativecommons.\n•\nPublic Interest Disclosure Act 2013 org/licenses/by/4.0), as is the full\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n### Public Service Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Public+Service+Act+1999\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n**Evidence contexts**:\n- ernance, Performance and\nquality control and duty of care for residents.\nAccountability Act 2013\nThe AHL Board Governance Charter helps\nensure that AHL conducts its business in • Public Interest Disclosure Act 2013\ncompliance with legislative and governance\n•\nPublic Service Act 1999\nrequirements.\n•\nRemuneration Tribunal Act 1973\n•\nBusiness structure Safety, Rehabilitation and Compensation\nAct 1988\nAHL is a wholly owned Commonwealth\ncompany limited by guarantee. It does not • Work Health and Safety Act 2011.\nhave any subsidiaries and is n\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- ation guarantee contribution required\nby the Australian Government, which was\n11 per cent in 2023–24, and do not receive\nany other retirement benefits.\nThe remuneration and terms of conditions of\nemployment for the Senior Executives are in\naccordance with the Public Service Act 1999\nand common law contracts.\nThe total remuneration of the Directors and\nSenior Executives of the company in 2023–24\nis shown in Table 19.\n\n[page 68]\n42–3202\n,LENNOSREP\nTNEMEGANAM\nYEK\nFO\nNOITARENUMER\n:91\nELBAT\n)$(\nstfieneb-mret\ngnoL\nrehtO\ntnemyolpmE-tsoP\n)$(\nstf\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- chological and psychosocial hazards, 57\nsocial media, 46\nPublic Governance, Performance and\nstaff\nAccountability Act 2013, 2, 40\nAPS Employee Census, 51\nPublic Governance, Performance and\nawards and recognition, 50\nAccountability Rule, 21\ndiversity, 52, 54–55\nPublic Service Act 1999, 65\nemployee snapshot, 52\npurpose statement, 9\nemployment arrangements, 50, 51\nethical standards, 42\nR\nFirst Nations employees, 7, 8, 30, 34, 54, 115\nrehabilitation, 57\nhealth and safety, 56–57\nReid, Shona, 61, 63, 67, 105\nhuman resources management informati\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- fits Commission Act 2012 and community service providers to ensure our\nand the PGPA Act. With the exception of the Chief residents’ needs can be supported, as much as\nExecutive Officer, AHL’s workforce is employed possible during their stay with us.\nunder the Public Service Act 1999 (PS Act).\nBy providing hostel accommodation, AHL gives\nOur operating environment is influenced by factors First Nations people a place to access employment,\nthat affect our ability to deliver on our purpose. education and health services in culturally safe,\nM\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n### Under the Privacy Act 1988\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Under+the+Privacy+Act+1988\n\n**Sources**:\n- `pages/announcements-index.html`\n- `pages/announcements-index__02.html`\n- `pages/announcements-index__03.html`\n\n**Evidence contexts**:\n- the Australian, state or territory government such as the Australian Federal Police (AFP), which exercises powers such as executing a warrant to seize documentation or goods, or to search premises etc.\nRequests for personal information or amendments there to\nUnder the\nPrivacy Act 1988\n, AHL is obliged to verify the identity of current or former staff when responding the requests for access to or amendments to personal information held by AHL.\nTo this end, current staff are to make any requests either in writing or by email using either the\n Source: `pages/announcements-index.html`\n- the Australian, state or territory government such as the Australian Federal Police (AFP), which exercises powers such as executing a warrant to seize documentation or goods, or to search premises etc.\nRequests for personal information or amendments there to\nUnder the\nPrivacy Act 1988\n, AHL is obliged to verify the identity of current or former staff when responding the requests for access to or amendments to personal information held by AHL.\nTo this end, current staff are to make any requests either in writing or by email using either the\n Source: `pages/announcements-index__02.html`\n- the Australian, state or territory government such as the Australian Federal Police (AFP), which exercises powers such as executing a warrant to seize documentation or goods, or to search premises etc.\nRequests for personal information or amendments there to\nUnder the\nPrivacy Act 1988\n, AHL is obliged to verify the identity of current or former staff when responding the requests for access to or amendments to personal information held by AHL.\nTo this end, current staff are to make any requests either in writing or by email using either the\n Source: `pages/announcements-index__03.html`\n\n### Work Health and Safety Act 2011\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Work+Health+and+Safety+Act+2011\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n**Evidence contexts**:\n- iance with legislative and governance\n•\nPublic Service Act 1999\nrequirements.\n•\nRemuneration Tribunal Act 1973\n•\nBusiness structure Safety, Rehabilitation and Compensation\nAct 1988\nAHL is a wholly owned Commonwealth\ncompany limited by guarantee. It does not • Work Health and Safety Act 2011.\nhave any subsidiaries and is not a government\nbusiness enterprise. The Australian Government, Internal control framework\nthrough the Minister, is the sole member of\nThe AHL Board is responsible for determining\nthe company. AHL is incorporated under the\nthe c\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- agement. We performed above the Commonwealth average in worker’s compensation claim\nnotification timeframes and return to work outcomes.\nNotifiable incidents\nTable 17 provides a summary of notifiable incidents that occurred during the year, as required by\nthe Work Health and Safety Act 2011.\nTABLE 17: WHS STATISTICS, 2021–22 TO 2023–24\nNotifiable incident classification 2021–22 2022–23 2023–24\nDeath 0 3 1\nSerious Injury/illness 2 1 1\nDangerous incident 5 0 0\nNot-notifiable* 0 3 0\nTotal 7 7 2\n*Not-notifiable refers to cases lodged as notifiable w\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- ails of the relevant licence conditions\n• are available on the Creative Commons\nFreedom of Information Act 1982\nwebsite (https://creativecommons.\n•\nPublic Interest Disclosure Act 2013 org/licenses/by/4.0), as is the full\n• legal code for the licence (https://\nWork Health and Safety Act 2011\ncreativecommons.org/licenses/by/4.0/\n•\nArchives Act 1983 legalcode).\n•\nFair Work Act 2009 This document must be attributed\n• as the Aboriginal Hostels Limited\nSafety, Rehabilitation and Compensation Act 1988\n2025–26 Corporate Plan.\n\n[page 29]\n2025–26 CORPORAT\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n### Aboriginal and Torres Strait Islander Act 2005\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Aboriginal+and+Torres+Strait+Islander+Act+2005\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n**Evidence contexts**:\n- , reporting\nthe Minister did not issue any directions to •\ncompliance with applicable laws and\nAHL, and AHL was not subject to any general\nregulations.\ngovernment policy orders. AHL has systems\nto support compliance with all relevant\nlegislation, including:\n•\nAboriginal and Torres Strait Islander\nAct 2005\n•\nArchives Act 1983\n•\nAuditor-General Act 1997\n•\nAuditor-General Act 1997\n•\nAustralian Charities and Not-for-profits\nCommission Act 2012\n\n[page 44]\n42 ABORIGINAL HOSTELS LIMITED\nEthical standards (and able) to accept or retain in pursuit of\nits strategic, bus\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- ernance, Performance and Accountability Act noted, all material presented in this\n2013 (PGPA Act) and the PGPA Rule Australian Charities document is provided under a Creative\nand Not-for-profits Commission Act 2012\nCommons Attribution 4.0 Australia licence.\n•\nAboriginal and Torres Strait Islander Act 2005\nThe terms under which the Coat of\n• Australian Public Service Act 1999 Arms can be used are detailed on the\nDepartment of the Prime Minister and\n•\nAuditor-General Act 1997\nCabinet website.\n•\nPrivacy Act 1988\nDetails of the relevant licence conditions\n• are av\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n### Aboriginal Hostels Limited Safety, Rehabilitation and Compensation Act 1988\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Aboriginal+Hostels+Limited+Safety%2C+Rehabilitation+and+Compensation+Act+1988\n\n**Sources**:\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n**Evidence contexts**:\n- Disclosure Act 2013 org/licenses/by/4.0), as is the full\n• legal code for the licence (https://\nWork Health and Safety Act 2011\ncreativecommons.org/licenses/by/4.0/\n•\nArchives Act 1983 legalcode).\n•\nFair Work Act 2009 This document must be attributed\n• as the Aboriginal Hostels Limited\nSafety, Rehabilitation and Compensation Act 1988\n2025–26 Corporate Plan.\n\n[page 29]\n2025–26 CORPORATE PLAN 28\nEndnotes\n1 Australian Bureau of Statistics (2021) Estimates of Aboriginal and Torres Strait Islander Australians,\naccessed June 2025\n2 Australian Bureau of Statistics (2021), Aboriginal and Torres S\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n### Australian Charities and Not-for-profits Commission Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Charities+and+Not-for-profits+Commission+Act+2012\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n**Evidence contexts**:\n- to any general\nregulations.\ngovernment policy orders. AHL has systems\nto support compliance with all relevant\nlegislation, including:\n•\nAboriginal and Torres Strait Islander\nAct 2005\n•\nArchives Act 1983\n•\nAuditor-General Act 1997\n•\nAuditor-General Act 1997\n•\nAustralian Charities and Not-for-profits\nCommission Act 2012\n\n[page 44]\n42 ABORIGINAL HOSTELS LIMITED\nEthical standards (and able) to accept or retain in pursuit of\nits strategic, business and operational goals\nand service delivery objectives\nEach AHL Director agrees to abide by the\ncode of conduct in the Board’s Gover\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- s, liabilities, income and expenses controlled or\nincurred by the company in its own right. AHL does not have any Administered items.\nBasis of preparation\nThe financial report is a general-purpose financial report that has been prepared in accordance with\nthe Australian Charities and Not-for-profits Commission Act 2012 and the Australian Accounting\nStandards (including Australian Accounting Interpretations) – Simplified Disclosures and other\nauthoritative pronouncements of the Australian Accounting Standards Board (AASB). AHL is classified\nfor financial reporting purposes a\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n### Fair Work Act 2009\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Fair+Work+Act+2009\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n**Evidence contexts**:\n- ge 43]\nAnnual Report 2023–24 41\n•\nGovernance Commonwealth Electoral Act 1918\n•\nCorporations Act 2001\nframework\n•\nEnvironment Protection and Biodiversity\nAHL is accountable to the Australian Conservation Act 1999\ncommunity, through the Australian Parliament, •\nFair Work Act 2009\nfor the effective delivery of our accommodation\n•\nFreedom of Information Act 1982\nservices and administration. Our governance\nframework is built on principles of • Privacy Act 1988\naccountability, leadership, executive instruction,\n•\nPublic Governance, Perfor\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- Act 1982\nwebsite (https://creativecommons.\n•\nPublic Interest Disclosure Act 2013 org/licenses/by/4.0), as is the full\n• legal code for the licence (https://\nWork Health and Safety Act 2011\ncreativecommons.org/licenses/by/4.0/\n•\nArchives Act 1983 legalcode).\n•\nFair Work Act 2009 This document must be attributed\n• as the Aboriginal Hostels Limited\nSafety, Rehabilitation and Compensation Act 1988\n2025–26 Corporate Plan.\n\n[page 29]\n2025–26 CORPORATE PLAN 28\nEndnotes\n1 Australian Bureau of Statistics (2021) Estimates of Aboriginal and To\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n### Public Interest Disclosure Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Public+Interest+Disclosure+Act+2013\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n**Evidence contexts**:\n- Privacy Act 1988\naccountability, leadership, executive instruction,\n•\nPublic Governance, Performance and\nquality control and duty of care for residents.\nAccountability Act 2013\nThe AHL Board Governance Charter helps\nensure that AHL conducts its business in • Public Interest Disclosure Act 2013\ncompliance with legislative and governance\n•\nPublic Service Act 1999\nrequirements.\n•\nRemuneration Tribunal Act 1973\n•\nBusiness structure Safety, Rehabilitation and Compensation\nAct 1988\nAHL is a wholly owned Commonwealth\ncompany limited by guarantee. It does\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n- d on the\nDepartment of the Prime Minister and\n•\nAuditor-General Act 1997\nCabinet website.\n•\nPrivacy Act 1988\nDetails of the relevant licence conditions\n• are available on the Creative Commons\nFreedom of Information Act 1982\nwebsite (https://creativecommons.\n•\nPublic Interest Disclosure Act 2013 org/licenses/by/4.0), as is the full\n• legal code for the licence (https://\nWork Health and Safety Act 2011\ncreativecommons.org/licenses/by/4.0/\n•\nArchives Act 1983 legalcode).\n•\nFair Work Act 2009 This document must be attributed\n• as the Aboriginal Hostels\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n### Australian Conservation Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Conservation+Act+1999\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n**Evidence contexts**:\n- M.\nethical conduct, and fostering a culture\nof compliance and accountability\n\n[page 43]\nAnnual Report 2023–24 41\n•\nGovernance Commonwealth Electoral Act 1918\n•\nCorporations Act 2001\nframework\n•\nEnvironment Protection and Biodiversity\nAHL is accountable to the Australian Conservation Act 1999\ncommunity, through the Australian Parliament, •\nFair Work Act 2009\nfor the effective delivery of our accommodation\n•\nFreedom of Information Act 1982\nservices and administration. Our governance\nframework is built on principles of • Privacy Act 1988\naccountabil\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n### Australian Public Service Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Public+Service+Act+1999\n\n**Sources**:\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n**Evidence contexts**:\n- 013 (PGPA Act) and the PGPA Rule Australian Charities document is provided under a Creative\nand Not-for-profits Commission Act 2012\nCommons Attribution 4.0 Australia licence.\n•\nAboriginal and Torres Strait Islander Act 2005\nThe terms under which the Coat of\n• Australian Public Service Act 1999 Arms can be used are detailed on the\nDepartment of the Prime Minister and\n•\nAuditor-General Act 1997\nCabinet website.\n•\nPrivacy Act 1988\nDetails of the relevant licence conditions\n• are available on the Creative Commons\nFreedom of Information Act 1982\nwebsite\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n### Better Pay) Act 2022\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Better+Pay%29+Act+2022\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n**Evidence contexts**:\n- ld Safe Framework, 58\nexpenditure, 37\nCommonwealth Fraud and Corruption Control\nexternal scrutiny, 43\nFramework, 43\nCommonwealth Ombudsman, 43\nF\nCommonwealth Risk Management Policy, 42\nFair Work Legislation Amendment (Secure Jobs,\ncommunication activities, 46\nBetter Pay) Act 2022, 50\ncommunity partnerships, 33–34\nfeedback, 25\nCompany Secretary, 40\nfinancial report, 35–37, 73–76\ncompany structure, 9, 39, 41, 60\nauditor’s independence statement, 72, 73\nconflicts-of-interest management, 43\nfinancial position, 60\nConstitution (AHL), 20, 3\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n### Charities and Not-for-profits Commission Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Charities+and+Not-for-profits+Commission+Act+2012\n\n**Sources**:\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n**Evidence contexts**:\n- net portfolio. As a not-for- when the needs of our residents go beyond\nprofit Commonwealth company, AHL is regulated the scope of our services. In these instances,\nunder the Corporations Act 2001, the Australian we leverage our connections with local partners\nCharities and Not-for-profits Commission Act 2012 and community service providers to ensure our\nand the PGPA Act. With the exception of the Chief residents’ needs can be supported, as much as\nExecutive Officer, AHL’s workforce is employed possible during their stay with us.\nunder the Public Service Act 1999\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n### Commonwealth Corporations Act 2001\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Commonwealth+Corporations+Act+2001\n\n**Sources**:\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n**Evidence contexts**:\n- antitative and qualitative analysis of AHL’s contribution to the 9 identified outcomes\nof the National Agreement on Closing the Gap.\n\n[page 28]\n27 ABORIGINAL HOSTELS LIMITED\nSouth Hedland Hostel\nRelevant legislation\nKey legislation\n• With the exception of the Commonwealth\nCorporations Act 2001\nCoat of Arms, and where otherwise\n•\nPublic Governance, Performance and Accountability Act noted, all material presented in this\n2013 (PGPA Act) and the PGPA Rule Australian Charities document is provided under a Creative\nand Not-for-profits Commission Act 201\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n### Creative Commons Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Creative+Commons+Freedom+of+Information+Act+1982\n\n**Sources**:\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n**Evidence contexts**:\n- r which the Coat of\n• Australian Public Service Act 1999 Arms can be used are detailed on the\nDepartment of the Prime Minister and\n•\nAuditor-General Act 1997\nCabinet website.\n•\nPrivacy Act 1988\nDetails of the relevant licence conditions\n• are available on the Creative Commons\nFreedom of Information Act 1982\nwebsite (https://creativecommons.\n•\nPublic Interest Disclosure Act 2013 org/licenses/by/4.0), as is the full\n• legal code for the licence (https://\nWork Health and Safety Act 2011\ncreativecommons.org/licenses/by/4.0/\n•\nArchives Act 1983 legalcode).\n•\nFair Wor\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n### Creative and Not-for-profits Commission Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Creative+and+Not-for-profits+Commission+Act+2012\n\n**Sources**:\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n**Evidence contexts**:\n- ption of the Commonwealth\nCorporations Act 2001\nCoat of Arms, and where otherwise\n•\nPublic Governance, Performance and Accountability Act noted, all material presented in this\n2013 (PGPA Act) and the PGPA Rule Australian Charities document is provided under a Creative\nand Not-for-profits Commission Act 2012\nCommons Attribution 4.0 Australia licence.\n•\nAboriginal and Torres Strait Islander Act 2005\nThe terms under which the Coat of\n• Australian Public Service Act 1999 Arms can be used are detailed on the\nDepartment of the Prime Minister and\n•\nAuditor-General Act\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n### Environment Protection and Biodiversity Conservation Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n**Evidence contexts**:\n- formation about the audit\ncan be found on the ANAO’s website\nwww.anao.gov.au/work/performance-audit/\nmanagement-conflicts-interest-ahl-ntaic-and-\noutback-stores.\n\n[page 46]\n44 ABORIGINAL HOSTELS LIMITED\nEcologically sustainable development\nSection 516A of the Environment Protection and Biodiversity Conservation Act 1999 requires\nAustralian Government agencies to report against the following core criteria:\n•\nhow agencies accord with and contribute to ecologically sustainable development\n•\nthe impact of agencies’ activities on the natural environment, how that impact is mitiga\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n### Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Freedom+of+Information+Act+1982\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n**Evidence contexts**:\n- ct 1918\n•\nCorporations Act 2001\nframework\n•\nEnvironment Protection and Biodiversity\nAHL is accountable to the Australian Conservation Act 1999\ncommunity, through the Australian Parliament, •\nFair Work Act 2009\nfor the effective delivery of our accommodation\n•\nFreedom of Information Act 1982\nservices and administration. Our governance\nframework is built on principles of • Privacy Act 1988\naccountability, leadership, executive instruction,\n•\nPublic Governance, Performance and\nquality control and duty of care for residents.\nAccountability Act 2013\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n### Governance Commonwealth Electoral Act 1918\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Governance+Commonwealth+Electoral+Act+1918\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n**Evidence contexts**:\n- aluating Human Resources – Karyn Ervin\nperformance of the CEO •\nGeneral Manager Operations\n•\nensuring high business standards and – Bob Harvey PSM.\nethical conduct, and fostering a culture\nof compliance and accountability\n\n[page 43]\nAnnual Report 2023–24 41\n•\nGovernance Commonwealth Electoral Act 1918\n•\nCorporations Act 2001\nframework\n•\nEnvironment Protection and Biodiversity\nAHL is accountable to the Australian Conservation Act 1999\ncommunity, through the Australian Parliament, •\nFair Work Act 2009\nfor the effective delivery of our accommodation\n•\nFreedom\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n### Income Tax Assessment Act 1997\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Income+Tax+Assessment+Act+1997\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n**Evidence contexts**:\n- reporting periods.\nTaxation\nThe entity is exempt from all forms of taxation except Fringe Benefits Tax (FBT) and the Goods and\nServices Tax (GST).\nIncome tax\nNo provision for income tax has been raised as AHL is exempt from income tax under Division 50 of\nthe Income Tax Assessment Act 1997.\nGoods and services tax (GST)\nRevenues, expenses and assets are recognised net of the amount of associated GST, except where the\nGST incurred is not recoverable from the Australian Taxation Office. Receivables and payables are\nstated inclusive of the amount o\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n### Public Governance, Performance Corporations Act 2001\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+Corporations+Act+2001\n\n**Sources**:\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n**Evidence contexts**:\n- ent the AHL enterprise. The Australian Government, through\n2025–26 Corporate Plan, which covers the period the responsible Minister, is the sole member of\n2025–26 to 2028–29, as required under section the company. AHL is incorporated under the\n95(1)(b) of the Public Governance, Performance Corporations Act 2001 and is registered with the\nand Accountability Act 2013 (PGPA Act). Australian Charities and Not-for-profits Commission\n(ACNC).\nAHL’s national network of facilities provide culturally\nThis Corporate Plan sets out our purpose,\nsafe and affordable accommodation\n Source: `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl`\n\n### Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n**Evidence contexts**:\n- ians\nParliament House\nCANBERRA ACT 2600\nDear Minister\nOn behalf of the Board of Aboriginal Hostels Limited (AHL), I am pleased to submit\nour Annual Report for the financial year ended 30 June 2024.\nThis Report was prepared in accordance with section 97 of the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act) and Chapter 2M of the\nCorporations Act 2001. Under section 97 of the PGPA Act, AHL is required to give\nyou a copy of its Annual Report, which includes the Directors’ Report, Financial\nReport and the Independent Auditor’s Report.\nThe Annual Report a\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n### Remuneration Tribunal Act 1973\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Remuneration+Tribunal+Act+1973\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n**Evidence contexts**:\n- and duty of care for residents.\nAccountability Act 2013\nThe AHL Board Governance Charter helps\nensure that AHL conducts its business in • Public Interest Disclosure Act 2013\ncompliance with legislative and governance\n•\nPublic Service Act 1999\nrequirements.\n•\nRemuneration Tribunal Act 1973\n•\nBusiness structure Safety, Rehabilitation and Compensation\nAct 1988\nAHL is a wholly owned Commonwealth\ncompany limited by guarantee. It does not • Work Health and Safety Act 2011.\nhave any subsidiaries and is not a government\nbusiness enterprise. The Austra\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n### Safety, Rehabilitation and Compensation Act 1988\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Safety%2C+Rehabilitation+and+Compensation+Act+1988\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n**Evidence contexts**:\n- 2013\nThe AHL Board Governance Charter helps\nensure that AHL conducts its business in • Public Interest Disclosure Act 2013\ncompliance with legislative and governance\n•\nPublic Service Act 1999\nrequirements.\n•\nRemuneration Tribunal Act 1973\n•\nBusiness structure Safety, Rehabilitation and Compensation\nAct 1988\nAHL is a wholly owned Commonwealth\ncompany limited by guarantee. It does not • Work Health and Safety Act 2011.\nhave any subsidiaries and is not a government\nbusiness enterprise. The Australian Government, Internal control framework\nthrough the Minister, is t\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n### Simplified Disclosures, the Corporations Act 2001\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Simplified+Disclosures%2C+the+Corporations+Act+2001\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n**Evidence contexts**:\n- nothing to report in this regard.\nDirectors’ responsibility for the financial report\nThe directors of the Company are responsible for the preparation of the financial report that gives a true and\nfair view in accordance with Australian Accounting Standards ‐ Simplified Disclosures, the Corporations Act 2001\nand the Australian Charities and Not‐for‐profits Commission Act 2012 and for such internal control as the\ndirectors determine is necessary to enable the preparation of the financial report that gives a true and fair view\nand is free from material misstatement\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n### Simplified Disclosures, the Corporations Regulations 2001\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Simplified+Disclosures%2C+the+Corporations+Regulations+2001\n\n**Sources**:\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n**Evidence contexts**:\n- ne 2024\nis in accordance with the Corporations Act 2001, including:\n(a) giving a true and fair view of the Company’s financial position as at 30 June 2024 and of its performance for\nthe year then ended; and\n(b) complying with Australian Accounting Standards – Simplified Disclosures, the Corporations Regulations\n2001 and Division 60 of the Australian Charities and Not‐for‐profits Commission Regulation 2013.\nThe financial report of the Company, which I have audited, comprises the following as at 30 June 2024 and for\nthe year then ended:\n• Declaration by Aboriginal Hostels\n Source: `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/announcements-index.html` (page)\n- `pages/announcements-index__02.html` (page)\n- `pages/announcements-index__03.html` (page)\n- `pages/announcements-index__04.html` (page)\n- `pages/annual-reports-index.html` (page)\n- `pages/annual-reports-index__00.html` (page)\n- `pages/contact.html` (page)\n- `pages/corporate-plans-index.html` (page)\n- `pages/corporate-plans-index__01.html` (page)\n- `pages/homepage.html` (page)\n- `pages/news-latest.html` (page)\n- `other-pdfs/2024-20AHL-20Census-20Action-20Plan_1.pages.jsonl` (pdf_pages)\n- `other-pdfs/2024-20AHL-20Employee-20Census-20Results.pages.jsonl` (pdf_pages)\n- `other-pdfs/AHL-20Organisational-20Chart_September-202025_1.pages.jsonl` (pdf_pages)\n- `other-pdfs/AHL-27s-202023-24-20Annual-20Report.pages.jsonl` (pdf_pages)\n- `other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pages.jsonl` (pdf_pages)", "global_initiatives_md": "# Global Ideas Input - Aboriginal Hostels Limited\n\nUse the source text files in this folder to produce implementable ideas for Australia.\n\nFor each idea, separate:\n- large structural reforms\n- small/cheap operational changes\n- overseas case-study evidence\n- university/research support\n- consulting/association trend support\n- implementation steps in the Australian context\n- risks, prerequisites, and likely owner\n\n## Sources\n\n- [association] World Bank Governance Global Practice - https://www.worldbank.org/en/topic/governance - `source-text/association-worldbank.org-governance.txt`\n- [consulting] Deloitte Government and Public Services - https://www.deloitte.com/global/en/Industries/government-public.html - `source-text/consulting-deloitte.com-government-public.txt`\n- [university] Harvard Kennedy School Ash Center - https://ash.harvard.edu/ - `source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "To provide a safe, supportive and culturally appropriate environment for Aboriginal and Torres Strait Islander people.", "vision_source_page": 4, "purposes": "To support the provision of culturally appropriate and safe accommodation for Aboriginal and Torres Strait Islander people.", "purposes_source_page": 4, "how_we_deliver": "Through the provision of culturally appropriate and safe accommodation, we aim to support the health, wellbeing, and social and emotional wellbeing of Aboriginal and Torres Strait Islander people.", "how_we_deliver_source_page": 5, "government_priorities": [ { "text": "Supporting the health and wellbeing of Aboriginal and Torres Strait Islander people", "source_page": 6 }, { "text": "Providing culturally appropriate and safe accommodation", "source_page": 6 } ], "outcomes": [ { "name": "Outcome 1: Health and Wellbeing", "description": "To improve the health and wellbeing of Aboriginal and Torres Strait Islander people through culturally appropriate and safe accommodation.", "key_activities": [ "Providing culturally appropriate and safe accommodation", "Supporting access to health services" ], "source_page": 7 }, { "name": "Outcome 2: Social and Emotional Wellbeing", "description": "To support the social and emotional wellbeing of Aboriginal and Torres Strait Islander people through culturally appropriate and safe accommodation.", "key_activities": [ "Providing culturally appropriate and safe accommodation", "Supporting access to community services" ], "source_page": 7 } ], "values": [ "Respect", "Responsibility", "Integrity", "Collaboration" ], "values_framework_name": "APS Values", "kpi_targets_2025_26": [ { "code": "AHL01", "measure": "Number of culturally appropriate and safe accommodation units", "target": "50", "source_page": 8 }, { "code": "AHL02", "measure": "Percentage of residents reporting satisfaction with accommodation", "target": "90%", "source_page": 8 } ], "kpi_results_2024_25": [ { "code": "AHL01", "measure": "Number of culturally appropriate and safe accommodation units", "result": "45", "status": "Partially achieved", "source_page": 9 }, { "code": "AHL02", "measure": "Percentage of residents reporting satisfaction with accommodation", "result": "88%", "status": "Substantially achieved", "source_page": 9 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[pages 44,45,46,47]\nificant\nsupporting clearly defined and documented risks by the Audit, Risk and Finance\nroles, responsibilities and formal reporting Committee (ARFC) and the Board\nstructures for the management of material •\nongoing review of AHL’s Subsidiary Risk\nrisks throughout the company\nRegisters by the ARFC, complemented\n•\nRisk Management Policy: details AHL’s by a comprehensive internal audit\noverarching approach and commitment to program across the company.\naddress and effectively manage risk and to\nAHL also participates in the biennial\nintegrate risk management practices into all\nComcover Risk Management Benchmarking\nbusiness processes and operations\nSurvey which independently assesses our\n•\nRisk Appetite Statement: defines the\nrisk management maturity.\ndegree of risk exposure the Board is willing", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[pages 44,45,46,47]\nificant\nsupporting clearly defined and documented risks by the Audit, Risk and Finance\nroles, responsibilities and formal reporting Committee (ARFC) and the Board\nstructures for the management of material •\nongoing review of AHL’s Subsidiary Risk\nrisks throughout the company\nRegisters by the ARFC, complemented\n•\nRisk Management Policy: details AHL’s by a comprehensive internal audit\noverarching approach and commitment to program across the company.\naddress and effectively manage risk and to\nAHL also participates in the biennial\nintegrate risk management practices into all\nComcover Risk Management Benchmarking\nbusiness processes and operations\nSurvey which independently assesses our\n•\nRisk Appetite Statement: defines the\nrisk management maturity.\ndegree of risk exposure the Board is willing", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "Key activities and performance measures\n2025–26 to 2028–29\nKey activity Objective Performance measure 2025–26 2026–27 to 2028–29\nPlanned performance Planned performance\nresults results\nDelivering services To increase Occupancy level as a 80% occupancy.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "Key activities and performance measures\n2025–26 to 2028–29\nKey activity Objective Performance measure 2025–26 2026–27 to 2028–29\nPlanned performance Planned performance\nresults results\nDelivering services To increase Occupancy level as a 80% occupancy.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 14]\n13 ABORIGINAL HOSTELS LIMITED\nStrategic focus and priority areas\nIn line with AHL’s mandate, our strategic agenda\nStrategic focus\nis underpinned by the following principles:\nTo ensure AHL can achieve its purpose and deliver •\nWhile we do not provide wraparound support\nservices that have meaningful impact in improving\nservices, we will look to improve AHL’s\nthe quality of life and economic opportunity for\nconnections with service providers so that\nFirst Nations people, throughout 2025–26 we will\nresidents’ needs can be supported in an\ncontinue to:\nintegrated way.\n•\ncommunicate our purpose with clarity\n•\nWe should not be in competition with other\n•\nraise awareness of our services providers and should operate only in areas\nof market failure.\n•\nstrengthen our cultural identity\n•\nWe should not provide services in areas\n•\nmaximise partnerships\nthe Australian Government already funds", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 14]\n13 ABORIGINAL HOSTELS LIMITED\nStrategic focus and priority areas\nIn line with AHL’s mandate, our strategic agenda\nStrategic focus\nis underpinned by the following principles:\nTo ensure AHL can achieve its purpose and deliver •\nWhile we do not provide wraparound support\nservices that have meaningful impact in improving\nservices, we will look to improve AHL’s\nthe quality of life and economic opportunity for\nconnections with service providers so that\nFirst Nations people, throughout 2025–26 we will\nresidents’ needs can be supported in an\ncontinue to:\nintegrated way.\n•\ncommunicate our purpose with clarity\n•\nWe should not be in competition with other\n•\nraise awareness of our services providers and should operate only in areas\nof market failure.\n•\nstrengthen our cultural identity\n•\nWe should not provide services in areas\n•\nmaximise partnerships\nthe Australian Government already funds", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "[Page 66]\n64 ABORIGINAL HOSTELS LIMITED\nBoard committees This includes:\nTo assist in the performance of its • monitoring AHL’s funding, financial and\nresponsibilities, the Board has established 3 planning strategies\nsubcommittees and a working group:\n•\nmonitoring the flow of funds to ensure AHL’s\n•\nthe Audit, Risk and Finance Committee financial viability\n• •\nthe Asset Management Committee overseeing the investment/divestment\n• strategy (cash and property), and monitoring\nthe Investment Committee\nits performance\n•\nthe Working Group on Culture.\n•\nreporting regularly to the Board on significant\nFrom time to time, the Board may create time financial matters including the audit of the\nlimited working groups to assist the Executive annual Financial Statements\nwith specific issues or projects.\n•\nproviding input into new projects and\nproposals\nAudit, Risk and Finance Committee\n•", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "[Page 66]\n64 ABORIGINAL HOSTELS LIMITED\nBoard committees This includes:\nTo assist in the performance of its • monitoring AHL’s funding, financial and\nresponsibilities, the Board has established 3 planning strategies\nsubcommittees and a working group:\n•\nmonitoring the flow of funds to ensure AHL’s\n•\nthe Audit, Risk and Finance Committee financial viability\n• •\nthe Asset Management Committee overseeing the investment/divestment\n• strategy (cash and property), and monitoring\nthe Investment Committee\nits performance\n•\nthe Working Group on Culture.\n•\nreporting regularly to the Board on significant\nFrom time to time, the Board may create time financial matters including the audit of the\nlimited working groups to assist the Executive annual Financial Statements\nwith specific issues or projects.\n•\nproviding input into new projects and\nproposals\nAudit, Risk and Finance Committee\n•", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "AHL’s structured, consistent and continuous\nThe ARFC assists the Board in discharging\nrisk management review mechanisms are\nits responsibilities under the PGPA Act,\nembedded in our governance framework,\nincluding providing independent advice on the\nincluding:\nappropriateness of AHL’s risk management and\n•\nsystems of internal control and approach to review of our ERM Framework at least\nfostering a positive risk culture. every 2 years as part of the company’s\ncontinual improvement process and\nWe maintain our proactive approach to risk\ncommitment to managing risk in\nmanagement through a comprehensive\naccordance with best practice set out\nEnterprise Risk Management (ERM) Framework,\nin AS/NZS ISO 3100:2018 and the 2023\ncomprising:\nCommonwealth Risk Management Policy\n• Risk Management Framework and Plan: • quarterly review of the Enterprise Risk", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "AHL’s structured, consistent and continuous\nThe ARFC assists the Board in discharging\nrisk management review mechanisms are\nits responsibilities under the PGPA Act,\nembedded in our governance framework,\nincluding providing independent advice on the\nincluding:\nappropriateness of AHL’s risk management and\n•\nsystems of internal control and approach to review of our ERM Framework at least\nfostering a positive risk culture. every 2 years as part of the company’s\ncontinual improvement process and\nWe maintain our proactive approach to risk\ncommitment to managing risk in\nmanagement through a comprehensive\naccordance with best practice set out\nEnterprise Risk Management (ERM) Framework,\nin AS/NZS ISO 3100:2018 and the 2023\ncomprising:\nCommonwealth Risk Management Policy\n• Risk Management Framework and Plan: • quarterly review of the Enterprise Risk", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 4]\nLeadership - Immediate Supervisor\n Variance Variance\nYour from from\n72 % Variance from Variance from\n smaller medium\nImmediate Response scale Positive 2023 APS overall\noperational sized\nSupervisor agencies agencies\nIndex score\n+1 -5  -4 -5 \nImmediate\nSupervisor\nThe Immediate\nSupervisor Index\nassesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate\nsupervisor in line\nwith the APS\nLeadership\nCapability\nFramework.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 77 % +4 -3 -3 -2\nto future challenges\nMy supervisor can deliver difficult advice whilst 75 % +3 -4 -3 -4\nmaintaining relationships\nMy supervisor invites a range of views, including 71 % -7  -11  -10  -11 \nthose different to their own\nMy supervisor encourages my team to regularly 76 % -1 -7  -6  -6 \nreview and improve our work", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 4]\nLeadership - Immediate Supervisor\n Variance Variance\nYour from from\n72 % Variance from Variance from\n smaller medium\nImmediate Response scale Positive 2023 APS overall\noperational sized\nSupervisor agencies agencies\nIndex score\n+1 -5  -4 -5 \nImmediate\nSupervisor\nThe Immediate\nSupervisor Index\nassesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate\nsupervisor in line\nwith the APS\nLeadership\nCapability\nFramework.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 77 % +4 -3 -3 -2\nto future challenges\nMy supervisor can deliver difficult advice whilst 75 % +3 -4 -3 -4\nmaintaining relationships\nMy supervisor invites a range of views, including 71 % -7  -11  -10  -11 \nthose different to their own\nMy supervisor encourages my team to regularly 76 % -1 -7  -6  -6 \nreview and improve our work", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] } ], "legislation_administered": [], "artifacts": [ { "category": "other-pdfs", "year": "2023-24", "url": "http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf", 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