{ "entity_id": "B-003110", "folder": "Australian-Charities-and-Not-for-Profits-Commission", "name": "Australian Charities and Not-for-Profits Commission", "type": "Statutory Body", "jurisdiction": "Commonwealth", "portfolio": "Treasury", "website": "http://www.acnc.gov.au/", "data_status": "inherited", "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": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 9, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 3, "verified_own_data": false, "vision_shared_with_n_others": 16 }, "strategy_profile": { "status": "needs_review", "confidence": "low", "summary": "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector; to support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector; to promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector [CP p.4]", "official_site_url": "http://www.acnc.gov.au/", "source_documents": [ { "type": "corporate_plan", "title": "ACNC Corporate Plan 2015-2018 PDF 943.05 KB", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "period": "2021", "confidence": "high" }, { "type": "corporate_plan", "title": "ACNC Corporate Plan 2018-2019 PDF 543.48 KB", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf", "period": "2018-19", "confidence": "high" }, { "type": "corporate_plan", "title": "ACNC Corporate Plan 2017-2018 PDF 580.11 KB", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf", "period": "2017-18", "confidence": "high" }, { "type": "corporate_plan", "title": "ACNC Corporate Plan 2016-2017 PDF 945.98 KB", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf", "period": "2016-17", "confidence": "high" }, { "type": "strategie", "title": "ACNC Strategic Plan 2012-2015 PDF 989.1 KB", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Strategic%20Plan%202012-15%20%5BPDF%20989KB%5D.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "ATO Diversity and Inclusion Strategy 2024.pdf PDF 2.53 MB", "url": "http://www.acnc.gov.au/sites/default/files/documents/2022-12/Diversity_and_Inclusion_Strategy_2024.pdf", "period": "2022", "confidence": "medium" }, { "type": "strategie", "title": "ATO Reconciliation Action Plan: July 2024 – June 2027 PDF 7.49 MB", "url": "http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.pdf", "period": "2025", "confidence": "medium" } ], "purpose": { "text": "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector; to support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector; to promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector [CP p.4]", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": 4, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=4" }, "vision": { "text": "null", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": null, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf" }, "strategic_priorities": [ { "title": "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector", "description": "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": 4, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=4" }, { "title": "To support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector", "description": "To support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": 4, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=4" }, { "title": "To promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector", "description": "To promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": 4, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=4" } ], "values": [ { "name": "Fairness", "description": "", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": null }, { "name": "Accountability", "description": "", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": null }, { "name": "Independence", "description": "", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": null }, { "name": "Integrity", "description": "", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": null }, { "name": "Respect", "description": "", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": null } ], "outcomes": [ { "name": "Priority 1: To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector", "description": "The Charity Register contains only charities that are entitled to be on the Charity Register and registered applications are included. Charities identified as being ineligible to be registered are revoked and removed from the Charity Register. Registered charities meet their obligations under the ACNC Act and the Charities Act and to charity registration, and compliance activities. The ACNC is a best-practice charity regulator. Decisions are evidence-based, consistent and transparent, and are legally sound. Information on the Charity Register is accurate and accessible, increasing transparency and informing policy [CP p.6]", "activities": [ "Meet published service standards for processing registration", "Meet published service standards for finalising investigations", "100% of charities with two outstanding AIS’s are removed from the register biannually", "Policies and business processes align with the ACNC’s Regulatory Risk Framework and risk based approach", "75% of registered charities lodge their AIS on time", "Quality assurance processes demonstrate that advice services provided by staff meet a 75% or higher rating" ], "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": 6, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=6" }, { "name": "Priority 2: To support and sustain a robust, vibrant, independent and innovative not-for-profit sector", "description": "Information, guidance and advice provided to charities to help them understand their obligations and support good governance is timely, accurate and accessible. Data about charities collected by the ACNC is made available to the public in an accessible format. The Charity Register is redesigned to better present data to inform donor decision making [CP p.9]", "activities": [ "Enquiries are responded to according to the published service standards", "Quality assurance reviews of advice provided by staff meet a 75% or higher rating", "Publicly available data about registered charities is up to date and available on data.gov.au", "The Charity Register is redesigned to better present data to inform donor decision making" ], "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": 9, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=9" }, { "name": "Priority 3: To promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector", "description": "To reduce the administrative burden on charities by simplifying and streamlining reporting. The Regulator Performance Framework demonstrates a reduction in red tape for charities [CP p.10]", "activities": [ "Reduce red tape for charities by simplifying and streamlining reporting", "The Regulator Performance Framework demonstrates a reduction in red tape for charities" ], "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": 10, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=10" } ], "performance_measures": [ { "code": "null", "measure": "null", "target": "null", "latest_result": "null", "status": "null", "target_source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "target_source_page": null, "result_source_url": "", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector; to support and sustain a robust, vibrant, independent and innovative Australia", "null", "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector", "To support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector", "To promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector" ], "watch_terms": [ "null" ], "avoid_claiming_without_evidence": [] }, "review_note": "This entity appears to share a parent or related entity's strategy text; verify its own strategy before publishing." }, "strategy_brief_md": "# Australian Charities and Not-for-Profits Commission — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2018-19\n**Corporate Plan**: [2018-19](http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf)\n\n## Vision\n\n> null\n\n## Our purpose / purposes\n\n> To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector; to support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector; to promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector [CP p.4](http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=4) [[CP p.4](http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=4)(http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf#page=4)]\n\n## How we deliver\n\n> The ACNC aims to only exercise those powers which are necessary to meet the regulatory objective. Much of our work involves providing information, support and guidance to help charities comply with their obligations. However, the regulatory response will ultimately be informed by the nature, significance and persistence of the contravention or non-compliance identified. The ACNC will act swiftly and firmly where vulnerable people or significant charity assets are at risk, where there is evidence of serious mismanagement or misappropriation, or if there is a serious or deliberate breach of the ACNC Act [CP p.12](http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=12) [[CP p.12](http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=12)(http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf#page=12)]\n\n## Government priorities for this department\n\n- To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector [[CP p.4](http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=4)(http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf#page=4)]\n- To support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector [[CP p.4](http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=4)(http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf#page=4)]\n- To promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector [[CP p.4](http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=4)(http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf#page=4)]\n\n## Outcomes\n\n### Priority 1: To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector\nThe Charity Register contains only charities that are entitled to be on the Charity Register and registered applications are included. Charities identified as being ineligible to be registered are revoked and removed from the Charity Register. Registered charities meet their obligations under the ACNC Act and the Charities Act and to charity registration, and compliance activities. The ACNC is a best-practice charity regulator. Decisions are evidence-based, consistent and transparent, and are legally sound. Information on the Charity Register is accurate and accessible, increasing transparency and informing policy [CP p.6](http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=6) [[CP p.6](http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=6)(http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf#page=6)]\n\n**Key activities:**\n- Meet published service standards for processing registration\n- Meet published service standards for finalising investigations\n- 100% of charities with two outstanding AIS’s are removed from the register biannually\n- Policies and business processes align with the ACNC’s Regulatory Risk Framework and risk based approach\n- 75% of registered charities lodge their AIS on time\n- Quality assurance processes demonstrate that advice services provided by staff meet a 75% or higher rating\n\n### Priority 2: To support and sustain a robust, vibrant, independent and innovative not-for-profit sector\nInformation, guidance and advice provided to charities to help them understand their obligations and support good governance is timely, accurate and accessible. Data about charities collected by the ACNC is made available to the public in an accessible format. The Charity Register is redesigned to better present data to inform donor decision making [CP p.9](http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=9) [[CP p.9](http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=9)(http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf#page=9)]\n\n**Key activities:**\n- Enquiries are responded to according to the published service standards\n- Quality assurance reviews of advice provided by staff meet a 75% or higher rating\n- Publicly available data about registered charities is up to date and available on data.gov.au\n- The Charity Register is redesigned to better present data to inform donor decision making\n\n### Priority 3: To promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector\nTo reduce the administrative burden on charities by simplifying and streamlining reporting. The Regulator Performance Framework demonstrates a reduction in red tape for charities [CP p.10](http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=10) [[CP p.10](http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=10)(http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf#page=10)]\n\n**Key activities:**\n- Reduce red tape for charities by simplifying and streamlining reporting\n- The Regulator Performance Framework demonstrates a reduction in red tape for charities\n\n## Values and principles\n\n_FAIIR_\n\n- Fairness\n- Accountability\n- Independence\n- Integrity\n- Respect\n\n## What they will measure themselves on this year (targets from 2018-19 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| null | null | null | |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| null | null | null | null | |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Australian Charities and Not-for-Profits Commission - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:33:58.244665+00:00\n**Entity ID**: B-003110\n**Entity type**: Statutory Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Treasury\n**Website**: http://www.acnc.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| corporate-plans | 4 |\n| other-pdfs | 2 |\n| pages | 28 |\n| strategies | 3 |\n\n## Executive Readout\n\n### Purpose\n\n- This Corporate Plan covers\nunder the Australian Charities and Not-for-profits\nthe ACNC’s next four years from 1 July 2016 to\nCommission Act 2012 (Cth) (ACNC Act) on\n30 June 2020 and sets out our organisational vision,\n3 December 2012, after nearly two decades of\nmission, values and priorities .\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Our values as\nrepresented Vini sAitotanchment 1 underVpian V louis uei r o sre n gulatory apprMo V aia csh lsu iaoe nns d the way we p M eSi r s fotsrr i maot n oeugr iwco prkr .o ioriStiteras tegic proiorities\nVision Values\nCharities that inspire confidence • Fairness\nand respect • Accountability\nComments • Independence Case studies\nComments Case studies\n• Integrity\n• Respect\nVision Values Mission Strategic proiorities\nVision Values Mission Strategic proiorities\nCOMMENTS ON\nCOMMENTS ON 01\nOUR SER VIC0E —1\nOUR SER VICE — CASE STUDY\nCASE STUDY\nMission Corporate Priorities\nThe national independent regulator of • Maintaining and enhancing public trust\ncharities working to: and confidence in charities\nComments Comments • ProCmaostee t rsutsut danieds confidenc C e a se studies • Supporting charities to be healthy\nand sustainable\nin charities\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Vision VaVluiseiosn MViassluioens MSistsriaotnegic proioritSitersategic proiorities\nVision Values\nCharities that inspire confidence • Fairness\nand respect • Accountability\n• Independence\nComments Case studies\nComments\n•\nInteCgraitsye studies\n• Respect\nVision Values Mission Strategic proiorities\nVision Values Mission Strategic proiorities\nCOMMENTS ON\nCOMMENTS ON 01\nOUR SER VIC0E —1\nOUR SER VICE — CASE STUDY\nCASE STUDY\nMission Strategic priorities\nThe national independent regulator • Maintaining and enhancing public trust\nof charities working to: and confidence in charities\nComments Comments • Pro C m a o s te e t r s u t s u t d a i n e d s confidencCea se studies • Supporting charities to be healthy and\nsustainable\nin charities\n• Making it easier for charities by driving\n• Help charities to meet their\nregulatory and reporting simplification\nCOMMobEligNatiTonSs aOndN remain healthy\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n- Download\nACNC Corporate Plan 2016-2017\nPDF 945.98 KB\nACNC Corporate Plan 2015-2018\nThe Australian Charities and Not-for-profits Commission 2015-18 Corporate Plan covers the ACNC’s next three years from 1 July 2015 to 30 June 2018 and sets out our organisational vision, mission, values and priorities.\n Source: `pages/priorities-index__00.html (http://www.acnc.gov.au/about/corporate-information/our-vision-mission-and-values/our-corporate-plan)`\n\n### Role and Functions\n\n- [Page 10]\nOur graduated approach • Compliance processes complaints according to\nto compliance provides the agreed service standards published on the\ncharities a chance to ACNC website .\naddress concerns whilst • The ACNC publishes all compliance related\ndealing with cases of policy statements and operational procedures on\nserious misconduct its website\nquickly and firmly\n• An independent audit of the ACNC Compliance\nfunction is completed\n1.4 To ensure the ACNC The ACNC is recognised as • The public trust and confidence survey finds\nis recognised as the an effective regulator and a increasing recognition of the ACNC and its role\nnational regulator of point of expert knowledge • Usage of the ACNC website increases by 50%\ncharities and a credible on charities\n• social media engagement increases by 50%\nsource of charity\n• ACNC is sought out as an authoritative voice on\ninformation\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Our graduated approach • Compliance processes complaints according to\nto compliance provides the agreed service standards published on the\ncharities a chance to ACNC website.\naddress concerns whilst • The ACNC publishes all compliance-related\ndealing with cases of policy statements and operational procedures\nserious misconduct quickly on its website\nand firmly\n• An independent audit of the ACNC Compliance\nfunction is completed\n1.4 To ensure the ACNC The ACNC is recognised • The public trust and confidence survey finds\nis recognised as the as an effective regulator increasing recognition of the ACNC and its role\nnational regulator and a point of expert • Usage of the ACNC website increases by 50%\nof charities and a knowledge on charities\n• Social media engagement increases by 50%\ncredible source of\n• ACNC is sought out as an authoritative voice\ncharity information\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n- Priority 1: To maintain, protect and enhance public trust and confidence in the\nAustralian not-for-profit sector\nCorporate goal Our priorities Performance Criteria 2017 2018 2019 2020\nThe charity register New charities are • Meet published service\ncontains only charities registered and included on standards for processing Y Y Y Y\nthat are entitled to be the charity register registration applications\nregistered\nCharities identified as being • Meet published service\nineligible to be registered standards for finalising\nare removed from the investigations\ncharity register • 100% of charities with Y Y Y Y\ntwo outstanding AIS’s are\nremoved from the register\nbiannually\nRegistered charities ACNC operates in • Policies and business\nmeet their obligations accordance with a clearly processes align with\nunder the ACNC Act articulated risk framework the ACNC’s Regulatory\n Source: `corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Through attendance at face-to-face events in business and non-Indigenous business\n• We have translated 2 Tax Help promotional\n2023, we engaged with around 900 Aboriginal contracts across the entire Treasury Portfolio).\nposters into 13 Aboriginal languages.\nand Torres Strait Islander small business owners\nTo contribute to the IPP targets, we have:\n• We have a dedicated Indigenous Helpline\nand individuals.\nthat has received over 71,300 calls. • maintained our membership with Supply Nation\n• We have provided free education sessions on\n• Our Reach Out program continues to improve • exceeded our target for engaging Aboriginal\ntax and super including 6 digital presentations,\nthe Aboriginal and Torres Strait Islander business and Torres Strait Islander businesses to supply\none face-to-face careers expo and a face-to-\nclient experience through collaboration with goods and services\n Source: `strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pdf (http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.pdf)`\n- [pages 13,14]\nnctions and\nexecute their roles with priorities\nprofessional competence • A learning and development strategy incorporating\nthe job lifecycle is developed and implemented\n• The ACNC has staff with the skills and capabilities\nto deliver its core functions and priorities\n• Staff have performance plans aligned to the ACNC\nCorporate and business plans\nThe ACNC IT systems • Staff portal is designed and implemented and\nsupport effective and improves useability and system speed for staff\nefficient service provision, • Cloud hosting solution with a dedicated ACNC\nprocesses, and record network is implemented to improve system\nkeeping that is compliant performance\nwith public sector\n• A fit for purpose document management system\nrequirements\nis procured and implemented\nACNC CORPORATE PLAN 2016-17 11\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- [Page 13]\nThe ACNC has a • The ACNC is structured in the most effective\nworkforce that is well and efficient way to deliver its core functions\nprepared to execute its and priorities\nroles with professional • A learning and development strategy\ncompetence incorporating the job lifecycle is developed\nand implemented\n• The ACNC has staff with the skills and capabilities\nto deliver its core functions and priorities\n• Staff have performance plans aligned to\nthe ACNC strategic and business plans\n4.3 To improve IT The ACNC IT systems • Staff portal is designed and implemented and\nsystems so that they support effective and improves useability and system speed for staff\nare fit for purpose and efficient service provision, • Cloud hosting solution with a dedicated\nsupport the internal processes, and record ACNC network is implemented to improve\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n\n### Strategic Priorities\n\n- Vision VaVluiseiosn MViassluioens MSistsriaotnegic proioritSitersategic proiorities\nVision Values\nCharities that inspire confidence • Fairness\nand respect • Accountability\n• Independence\nComments Case studies\nComments\n•\nInteCgraitsye studies\n• Respect\nVision Values Mission Strategic proiorities\nVision Values Mission Strategic proiorities\nCOMMENTS ON\nCOMMENTS ON 01\nOUR SER VIC0E —1\nOUR SER VICE — CASE STUDY\nCASE STUDY\nMission Strategic priorities\nThe national independent regulator • Maintaining and enhancing public trust\nof charities working to: and confidence in charities\nComments Comments • Pro C m a o s te e t r s u t s u t d a i n e d s confidencCea se studies • Supporting charities to be healthy and\nsustainable\nin charities\n• Making it easier for charities by driving\n• Help charities to meet their\nregulatory and reporting simplification\nCOMMobEligNatiTonSs aOndN remain healthy\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n- [Page 10]\nOur graduated approach • Compliance processes complaints according to\nto compliance provides the agreed service standards published on the\ncharities a chance to ACNC website .\naddress concerns whilst • The ACNC publishes all compliance related\ndealing with cases of policy statements and operational procedures on\nserious misconduct its website\nquickly and firmly\n• An independent audit of the ACNC Compliance\nfunction is completed\n1.4 To ensure the ACNC The ACNC is recognised as • The public trust and confidence survey finds\nis recognised as the an effective regulator and a increasing recognition of the ACNC and its role\nnational regulator of point of expert knowledge • Usage of the ACNC website increases by 50%\ncharities and a credible on charities\n• social media engagement increases by 50%\nsource of charity\n• ACNC is sought out as an authoritative voice on\ninformation\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Priority 1: To maintain, protect and enhance public trust and confidence in the\nAustralian not-for-profit sector\nCorporate goal Our priorities Performance Criteria 2017 2018 2019 2020\nThe charity register New charities are • Meet published service\ncontains only charities registered and included on standards for processing Y Y Y Y\nthat are entitled to be the charity register registration applications\nregistered\nCharities identified as being • Meet published service\nineligible to be registered standards for finalising\nare removed from the investigations\ncharity register • 100% of charities with Y Y Y Y\ntwo outstanding AIS’s are\nremoved from the register\nbiannually\nRegistered charities ACNC operates in • Policies and business\nmeet their obligations accordance with a clearly processes align with\nunder the ACNC Act articulated risk framework the ACNC’s Regulatory\n Source: `corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf)`\n- [Page 10]\nPriority 3: To promote the reduction of unnecessary regulatory obligations on\nthe Australian not-for-profit sector\nCorporate goal Outcomes Performance Criteria 2017 2018 2019 2020\nReporting Improve data exchange The Regulator\nobligations for arrangements to reduce red tape Performance Framework\nY Y Y Y\ncharities are by simplifying and streamlining demonstrates a\nsimplified and reporting for charities in highly reduction in red tape for\nstreamlined regulated sectors and aligning charities.\nobligations for state and territory\nregulated charities to enable\nreport once-use-often reporting\nfor the purposes of:\n• State revenue\n• Fundraising\n• Incorporation\n8 ACNC CORPORATE PLAN 2017-18\n Source: `corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Priority 1: To maintain, protect and enhance public trust and confidence in the\nAustralian not-for-profit sector\nCorporate goal Our priorities Performance criteria 2018 2019 2020 2021\nThe Charity Register New charities are • Meet published Y Y Y Y\ncontains only charities registered and included service standards for\nthat are entitled to be on the Charity Register processing registration\nregistered applications\nCharities identified as • Meet published service Y Y Y Y\nbeing ineligible to be standards for finalising\nregistered are revoked investigations\nand removed from the • 100% of charities with\nCharity Register two outstanding AIS’s\nare removed from the\nregister biannually\nRegistered charities meet ACNC operates in • Policies and business Y Y Y Y\ntheir obligations under accordance with a clearly processes align with\nthe ACNC Act and the articulated risk framework the ACNC’s Regulatory\n Source: `corporate-plans/2018-19.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf)`\n- [Page 9]\nPriority 2: To support and sustain a robust, vibrant, independent and innovative\nnot-for-profit sector\nCorporate goal Our priorities Performance criteria 2018 2019 2020 2021\nEducation materials are Information, guidance • Enquiries are Y Y Y Y\ndeveloped in response to and advice provided responded to\nissues identified through to charities to help according to the\nstakeholder engagement them understand their published service\nand information gathered obligations and support standards\nthrough the registration good governance is • Quality assurance\nprocess, advice services, timely accurate and reviews of advice\nreporting and compliance accessible provided by staff meet\na 75% or higher rating\nInformation on the Charity Data about charities • Publicly available Y Y Y Y\nRegister is accurate and collected by the ACNC data about registered\n Source: `corporate-plans/2018-19.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf)`\n- Priority 1: Maintaining and enhancing public trust and confidence in charities\nStrategic goal Outcomes Critical Success Factors\n1.1 To develop a fully Charities meet their • 100% of the largest 1500 charities (which\npopulated Charity reporting obligations account for 80% of the sectors total revenue)\nRegister with usable, under the ACNC Act complete their AIS submissions by the due date\naccessible and • 95% of all charities complete their AIS\naccurate data\n• There is a 10% annual increase in AIS\nsubmissions being completed by the due date\nThe Charity Register • 100% of charities that are no longer entitled to be\ncontains only charities that registered are removed from the Charity Register\nare entitled to be registered\nThe charity register is • 60% of charity records are examined and\npopulated with complete validated and identified errors are corrected\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n- Our graduated approach • Compliance processes complaints according to\nto compliance provides the agreed service standards published on the\ncharities a chance to ACNC website.\naddress concerns whilst • The ACNC publishes all compliance-related\ndealing with cases of policy statements and operational procedures\nserious misconduct quickly on its website\nand firmly\n• An independent audit of the ACNC Compliance\nfunction is completed\n1.4 To ensure the ACNC The ACNC is recognised • The public trust and confidence survey finds\nis recognised as the as an effective regulator increasing recognition of the ACNC and its role\nnational regulator and a point of expert • Usage of the ACNC website increases by 50%\nof charities and a knowledge on charities\n• Social media engagement increases by 50%\ncredible source of\n• ACNC is sought out as an authoritative voice\ncharity information\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n- [Page 12]\n2012–15 STRATEGIC PLAN\n2012–15 Overview of Priorities Continued\n3 yr priorities Maintaining Supporting Making it easier Developing an\nand enhancing charities to be for charities by independent,\npublic trust and healthy and driving regulatory transparent and\nconfidence in sustainable and reporting well governed\ncharities simplification organisation\nwhich is enhanced\nby a positive\ninternal culture\n■ We design ■ Our approach ■ Streamlined ■ High level of staff\nprocesses to recognises the reporting by engagement and\npromote consistent size, diversity charity type enablement\ndecision‑making and needs of the\n■ Early government ■ Commitment\nacross the NFP sector and\nadopters to to diversity\norganisation in the complexity\nalign regulatory\nkeeping with of its relationship ■ Socially and\nrequirements\nrelevant laws with governments corporately\n(assurance and ■ Remaining responsible\n Source: `strategies/Download-20the-20ACNC-20Strategic-20Plan-202012-15-20-5BPDF-20989KB-5D.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Strategic%20Plan%202012-15%20%5BPDF%20989KB%5D.pdf)`\n- [pages 13,14]\nnctions and\nexecute their roles with priorities\nprofessional competence • A learning and development strategy incorporating\nthe job lifecycle is developed and implemented\n• The ACNC has staff with the skills and capabilities\nto deliver its core functions and priorities\n• Staff have performance plans aligned to the ACNC\nCorporate and business plans\nThe ACNC IT systems • Staff portal is designed and implemented and\nsupport effective and improves useability and system speed for staff\nefficient service provision, • Cloud hosting solution with a dedicated ACNC\nprocesses, and record network is implemented to improve system\nkeeping that is compliant performance\nwith public sector\n• A fit for purpose document management system\nrequirements\nis procured and implemented\nACNC CORPORATE PLAN 2016-17 11\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Priority 1: To maintain, protect and enhance public trust and confidence in the\nAustralian not-for-profit sector\nCorporate goal Our priorities Performance Criteria 2017 2018 2019 2020\nThe charity register New charities are • Meet published service\ncontains only charities registered and included on standards for processing Y Y Y Y\nthat are entitled to be the charity register registration applications\nregistered\nCharities identified as being • Meet published service\nineligible to be registered standards for finalising\nare removed from the investigations\ncharity register • 100% of charities with Y Y Y Y\ntwo outstanding AIS’s are\nremoved from the register\nbiannually\nRegistered charities ACNC operates in • Policies and business\nmeet their obligations accordance with a clearly processes align with\nunder the ACNC Act articulated risk framework the ACNC’s Regulatory\n Source: `corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf)`\n- [Page 10]\nPriority 3: To promote the reduction of unnecessary regulatory obligations on\nthe Australian not-for-profit sector\nCorporate goal Outcomes Performance Criteria 2017 2018 2019 2020\nReporting Improve data exchange The Regulator\nobligations for arrangements to reduce red tape Performance Framework\nY Y Y Y\ncharities are by simplifying and streamlining demonstrates a\nsimplified and reporting for charities in highly reduction in red tape for\nstreamlined regulated sectors and aligning charities.\nobligations for state and territory\nregulated charities to enable\nreport once-use-often reporting\nfor the purposes of:\n• State revenue\n• Fundraising\n• Incorporation\n8 ACNC CORPORATE PLAN 2017-18\n Source: `corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Priority 1: To maintain, protect and enhance public trust and confidence in the\nAustralian not-for-profit sector\nCorporate goal Our priorities Performance criteria 2018 2019 2020 2021\nThe Charity Register New charities are • Meet published Y Y Y Y\ncontains only charities registered and included service standards for\nthat are entitled to be on the Charity Register processing registration\nregistered applications\nCharities identified as • Meet published service Y Y Y Y\nbeing ineligible to be standards for finalising\nregistered are revoked investigations\nand removed from the • 100% of charities with\nCharity Register two outstanding AIS’s\nare removed from the\nregister biannually\nRegistered charities meet ACNC operates in • Policies and business Y Y Y Y\ntheir obligations under accordance with a clearly processes align with\nthe ACNC Act and the articulated risk framework the ACNC’s Regulatory\n Source: `corporate-plans/2018-19.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf)`\n- [Page 9]\nPriority 2: To support and sustain a robust, vibrant, independent and innovative\nnot-for-profit sector\nCorporate goal Our priorities Performance criteria 2018 2019 2020 2021\nEducation materials are Information, guidance • Enquiries are Y Y Y Y\ndeveloped in response to and advice provided responded to\nissues identified through to charities to help according to the\nstakeholder engagement them understand their published service\nand information gathered obligations and support standards\nthrough the registration good governance is • Quality assurance\nprocess, advice services, timely accurate and reviews of advice\nreporting and compliance accessible provided by staff meet\na 75% or higher rating\nInformation on the Charity Data about charities • Publicly available Y Y Y Y\nRegister is accurate and collected by the ACNC data about registered\n Source: `corporate-plans/2018-19.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf)`\n- 63% of our staff are female\nallocated across the 2015–2018 financial years. and 63% of our workforce are under 40 years\nThe unspent funds will nearly be exhausted at the of age.\nend of the 2017–18 financial year which will result\nin an approximate $2 million reduction in available\nfunding in 2018–19.\n Source: `corporate-plans/2018-19.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf)`\n- [Page 14]\n◀ Return to Contents\nTax assistance and tailored education\nIn delivering our previous RAP, we have • We have worked with First Nations Foundation • value target\nenhanced our services for Aboriginal and Torres to support its Financial Wellness Week events, is 2% of the\nStrait Islander clients: attending 7 events in NSW and QLD in 2023, average value\nand we have participated in other business and of contracts over\n• We offer Tax Help services, including free tax\ncommunity events to help clients apply for tax the past 3 years\nreturn preparation through community centres,\nfile numbers (TFNs), link to myGov, find lost (both Aboriginal and\nwith over 20 centres specifically supporting\nsuper and meet their business obligations.\n Source: `strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pdf (http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.pdf)`\n- Through attendance at face-to-face events in business and non-Indigenous business\n• We have translated 2 Tax Help promotional\n2023, we engaged with around 900 Aboriginal contracts across the entire Treasury Portfolio).\nposters into 13 Aboriginal languages.\nand Torres Strait Islander small business owners\nTo contribute to the IPP targets, we have:\n• We have a dedicated Indigenous Helpline\nand individuals.\nthat has received over 71,300 calls. • maintained our membership with Supply Nation\n• We have provided free education sessions on\n• Our Reach Out program continues to improve • exceeded our target for engaging Aboriginal\ntax and super including 6 digital presentations,\nthe Aboriginal and Torres Strait Islander business and Torres Strait Islander businesses to supply\none face-to-face careers expo and a face-to-\nclient experience through collaboration with goods and services\n Source: `strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pdf (http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.pdf)`\n- Treasury’s: and Torres Strait Islander people\n– We have delivered over 80 webinars to over • number target is 3% of average number – using a minimum number of Aboriginal and\n1,800 participants, with evaluation surveys of contracts over the past 3 years (both Torres Strait Islander businesses in their\nproviding positive feedback.\n Source: `strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pdf (http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.pdf)`\n- The rating reviews accuracy, timeliness,\nresponsiveness and integrity\n• Targeted guidance is developed to meet the\nneeds of identified target groups (eg. those with a\nparticular legal structure or size, charities from a\nspecific sub-sector, or charities not complying with\na specific obligation)\n• ACNC establishes signposting and referral\npathways to enhance charities governance\ncapacity and address issues as they arise\n2.2 To analyse and report Data collected by the • ACNC business intelligence tools are developed\non charity data to ACNC from charities about by IT to support data analysis\ndemonstrate the their contribution to the • The ACNC provides charity data updates to\ncontribution of the community is available government agencies automatically via the charity\nsector to the Australian for governments, funding passport\ncommunity and identify bodies, charities and\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- [pages 9,10,11]\nities can with minimum effort and • Complaints about using the charity portal are\nsecurely report and maximum accuracy reduced by 50%\nupdate their details\n• Improving smart form capability and guidance to\nreduce reporting errors by 50%\n1.3 To deliver transparent Charities are able to • ACNC decision making processes and decisions\nand proactive understand and complete are transparent and consistent\nregulation to manage the registration process • Registration applications are processed within the\nrisk and maintain the in a timely way with agreed service standards\nsector’s reputation minimum need to additional\n• A list of newly registered charities is published on\nprofessional support and\nthe ACNC website each month\nonly charities that are\neligible are registered\nACNC CORPORATE PLAN 2016-17 7\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- [Page 10]\nOur graduated approach • Compliance processes complaints according to\nto compliance provides the agreed service standards published on the\ncharities a chance to ACNC website .\naddress concerns whilst • The ACNC publishes all compliance related\ndealing with cases of policy statements and operational procedures on\nserious misconduct its website\nquickly and firmly\n• An independent audit of the ACNC Compliance\nfunction is completed\n1.4 To ensure the ACNC The ACNC is recognised as • The public trust and confidence survey finds\nis recognised as the an effective regulator and a increasing recognition of the ACNC and its role\nnational regulator of point of expert knowledge • Usage of the ACNC website increases by 50%\ncharities and a credible on charities\n• social media engagement increases by 50%\nsource of charity\n• ACNC is sought out as an authoritative voice on\ninformation\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Priority 1: Maintaining and enhancing public trust and confidence in charities\nStrategic goal Outcomes Critical Success Factors\n1.1 To develop a fully Charities meet their • 100% of the largest 1500 charities (which\npopulated Charity reporting obligations account for 80% of the sectors total revenue)\nRegister with usable, under the ACNC Act complete their AIS submissions by the due date\naccessible and • 95% of all charities complete their AIS\naccurate data\n• There is a 10% annual increase in AIS\nsubmissions being completed by the due date\nThe Charity Register • 100% of charities that are no longer entitled to be\ncontains only charities that registered are removed from the Charity Register\nare entitled to be registered\nThe charity register is • 60% of charity records are examined and\npopulated with complete validated and identified errors are corrected\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n- Our graduated approach • Compliance processes complaints according to\nto compliance provides the agreed service standards published on the\ncharities a chance to ACNC website.\naddress concerns whilst • The ACNC publishes all compliance-related\ndealing with cases of policy statements and operational procedures\nserious misconduct quickly on its website\nand firmly\n• An independent audit of the ACNC Compliance\nfunction is completed\n1.4 To ensure the ACNC The ACNC is recognised • The public trust and confidence survey finds\nis recognised as the as an effective regulator increasing recognition of the ACNC and its role\nnational regulator and a point of expert • Usage of the ACNC website increases by 50%\nof charities and a knowledge on charities\n• Social media engagement increases by 50%\ncredible source of\n• ACNC is sought out as an authoritative voice\ncharity information\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n- [Page 12]\n2012–15 STRATEGIC PLAN\n2012–15 Overview of Priorities Continued\n3 yr priorities Maintaining Supporting Making it easier Developing an\nand enhancing charities to be for charities by independent,\npublic trust and healthy and driving regulatory transparent and\nconfidence in sustainable and reporting well governed\ncharities simplification organisation\nwhich is enhanced\nby a positive\ninternal culture\n■ We design ■ Our approach ■ Streamlined ■ High level of staff\nprocesses to recognises the reporting by engagement and\npromote consistent size, diversity charity type enablement\ndecision‑making and needs of the\n■ Early government ■ Commitment\nacross the NFP sector and\nadopters to to diversity\norganisation in the complexity\nalign regulatory\nkeeping with of its relationship ■ Socially and\nrequirements\nrelevant laws with governments corporately\n(assurance and ■ Remaining responsible\n Source: `strategies/Download-20the-20ACNC-20Strategic-20Plan-202012-15-20-5BPDF-20989KB-5D.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Strategic%20Plan%202012-15%20%5BPDF%20989KB%5D.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $2 million, 2 million | 63% of our staff are female\nallocated across the 2015–2018 financial years. and 63% of our workforce are under 40 years\nThe unspent funds will nearly be exhausted at the of age.\nend of the 2017–18 financial year which will result\nin an approximate $2 million reduction in available\nfunding in 2018–19. | `corporate-plans/2018-19.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf)` |\n| $250,000 , $1 million, 1 million | 16% of charities have\nIn December 2017 the Commonwealth\nrevenue between $250,000 and $1 million and\nGovernment announced a number of changes to\n17% have more than $1 million in revenue.\nthe deductible gift recipient (DGR) system. | `corporate-plans/2018-19.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf)` |\n| $2.979 million, 2.979 million | The ACNC received $2.979 million in capital funds\nin the 2017–18 budget to replace its core business\nsystems including content management, online\nforms and customer relationship management. | `corporate-plans/2018-19.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf)` |\n| $500,000 , $2,999,999, , $3 million, 3 million | Medium charities have total annual revenue of between $500,000 and $2,999,999, and large charities have total annual revenue of $3 million or more. | `pages/announcements-index__15.html (http://www.acnc.gov.au/tools/guides/2025-annual-information-statement-guide)` |\n| $500,000\n, $500,000 , $2,999,999\n, $3 million, 3 million | Charity size\nAnnual revenue\nAudit/review requirement\nSmall\nLess than $500,000\nOnly have to complete their Annual Information Statement online\nMedium\n$500,000 to $2,999,999\nFinancial report can be either reviewed or audited\nLarge\n$3 million or more\nFinancial report must be audited\nIt is also important charities are aware of any reporting requirements they may have to the ACNC that are based on the state or territory they may be incorporated in, or | `pages/media-releases-index__07.html (http://www.acnc.gov.au/for-charities/annual-information-statement/2023-annual-information-statement-hub)` |\n| $1 million, 1 million | An ancillary fund with revenue and assets of less than $1 million in a particular financial year may have its compliance with the Ancillary Fund Guidelines reviewed rather than audited, unless:\nthe Commissioner advises otherwise\nyour trust deed requires an audit. | `pages/announcements-index__15.html (http://www.acnc.gov.au/tools/guides/2025-annual-information-statement-guide)` |\n| $1 million, 1 million | An ancillary fund with revenue and assets of less than $1 million in a particular financial year may have its financial statements reviewed rather than audited, unless:\nthe Commissioner advises otherwise\nyour trust deed requires an audit. | `pages/announcements-index__15.html (http://www.acnc.gov.au/tools/guides/2025-annual-information-statement-guide)` |\n| $103 billion, 103 billion | Charities have\na combined total\nincome of over\nI present the 2016 Australian Charities and Not-\n$103 billion\nfor-profits Commission corporate plan, which\ncovers the periods of 2016–2020, as required\nunder paragraph 35(1)(b) of the Public Governance,\nThe Australian Charities and Not-for-profits\nPerformance and Accountability Act 2013 and\nCommission (ACNC) is Australia’s first independent\n130 .5 of the Australian Charities and Not for profits\nnatio | `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)` |\n| $134.5 billion, $55.5 billion, $67.5 billion, $11 billion, 134.5 billion, 55.5 billion | The review will provide an opportunity\neducation, welfare, disability, housing, and health. for the ACNC to take stock of its operations and\nOf the $134.5 billion income earned in 2015, the potential for the government to improve the\napproximately $55.5 billion came from government legislation the ACNC administers and to correct\ngrants, $67.5 billion from earned income and unintended consequences identified in the initial\n$11 billion from donatio | `corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf)` |\n| 5 per cent, 8 per cent | Our approach will be open, inclusive, tailored and\nThe NFP sector comprises around 600,000 respectful of difference and accessibility needs.\nentities and accounts for nearly 5 per cent of\nACNC staff are committed to developing a\nGDP, growing at around 8 per cent per year. | `strategies/Download-20the-20ACNC-20Strategic-20Plan-202012-15-20-5BPDF-20989KB-5D.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Strategic%20Plan%202012-15%20%5BPDF%20989KB%5D.pdf)` |\n| 18,000 staff, 2020 APS | This\nbut for the Australian community we serve. has led to tangible business improvements, such as:\nWe are a large government organisation with ■ achieving our highest ever scores in staff\nover 18,000 staff spread across 24 sites around engagement in the 2020 APS Employee Census\nAustralia. | `strategies/Diversity_and_Inclusion_Strategy_2024.pdf (http://www.acnc.gov.au/sites/default/files/documents/2022-12/Diversity_and_Inclusion_Strategy_2024.pdf)` |\n| $2 million, 2 million | 63% of our staff are female\nallocated across the 2015–2018 financial years. and 63% of our workforce are under 40 years\nThe unspent funds will nearly be exhausted at the of age.\nend of the 2017–18 financial year which will result\nin an approximate $2 million reduction in available\nfunding in 2018–19. | `corporate-plans/2018-19.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf)` |\n| 15\nStaff | [Page 2]\nContents\nAcknowledgment of Country ii\nCultural sensitivity statement ii\nMessage from the Commissioner of Taxation 1\nMessage from the Reconciliation Australia Chief Executive Officer 2\nReconciliation Action Plan artwork – Ajarku Muruu 4\nOur vision for reconciliation 5\nReconciliation Our business 7\nOur goals 7\nAction Plan Our reconciliation journey 8\nOur achievements 9\nOur learning 12\nJuly 2024 – June 2027\nRAP Sponsor 13\nRAP Champions and | `strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pdf (http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.pdf)` |\n\n## Key Achievements\n\n- [Page 10]\nOur graduated approach • Compliance processes complaints according to\nto compliance provides the agreed service standards published on the\ncharities a chance to ACNC website .\naddress concerns whilst • The ACNC publishes all compliance related\ndealing with cases of policy statements and operational procedures on\nserious misconduct its website\nquickly and firmly\n• An independent audit of the ACNC Compliance\nfunction is completed\n1.4 To ensure the ACNC The ACNC is recognised as • The public trust and confidence survey finds\nis recognised as the an effective regulator and a increasing recognition of the ACNC and its role\nnational regulator of point of expert knowledge • Usage of the ACNC website increases by 50%\ncharities and a credible on charities\n• social media engagement increases by 50%\nsource of charity\n• ACNC is sought out as an authoritative voice on\ninformation\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Our graduated approach • Compliance processes complaints according to\nto compliance provides the agreed service standards published on the\ncharities a chance to ACNC website.\naddress concerns whilst • The ACNC publishes all compliance-related\ndealing with cases of policy statements and operational procedures\nserious misconduct quickly on its website\nand firmly\n• An independent audit of the ACNC Compliance\nfunction is completed\n1.4 To ensure the ACNC The ACNC is recognised • The public trust and confidence survey finds\nis recognised as the as an effective regulator increasing recognition of the ACNC and its role\nnational regulator and a point of expert • Usage of the ACNC website increases by 50%\nof charities and a knowledge on charities\n• Social media engagement increases by 50%\ncredible source of\n• ACNC is sought out as an authoritative voice\ncharity information\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n- Priority 1: To maintain, protect and enhance public trust and confidence in the\nAustralian not-for-profit sector\nCorporate goal Our priorities Performance Criteria 2017 2018 2019 2020\nThe charity register New charities are • Meet published service\ncontains only charities registered and included on standards for processing Y Y Y Y\nthat are entitled to be the charity register registration applications\nregistered\nCharities identified as being • Meet published service\nineligible to be registered standards for finalising\nare removed from the investigations\ncharity register • 100% of charities with Y Y Y Y\ntwo outstanding AIS’s are\nremoved from the register\nbiannually\nRegistered charities ACNC operates in • Policies and business\nmeet their obligations accordance with a clearly processes align with\nunder the ACNC Act articulated risk framework the ACNC’s Regulatory\n Source: `corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Priority 1: Maintaining and enhancing public trust and confidence in charities\nStrategic goal Outcomes Critical Success Factors\n1.1 To develop a fully Charities meet their • 100% of the largest 1500 charities (which\npopulated Charity reporting obligations account for 80% of the sectors total revenue)\nRegister with usable, under the ACNC Act complete their AIS submissions by the due date\naccessible and • 95% of all charities complete their AIS\naccurate data\n• There is a 10% annual increase in AIS\nsubmissions being completed by the due date\nThe Charity Register • 100% of charities that are no longer entitled to be\ncontains only charities that registered are removed from the Charity Register\nare entitled to be registered\nThe charity register is • 60% of charity records are examined and\npopulated with complete validated and identified errors are corrected\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n- [Page 2]\nContents\nAcknowledgment of Country ii\nCultural sensitivity statement ii\nMessage from the Commissioner of Taxation 1\nMessage from the Reconciliation Australia Chief Executive Officer 2\nReconciliation Action Plan artwork – Ajarku Muruu 4\nOur vision for reconciliation 5\nReconciliation Our business 7\nOur goals 7\nAction Plan Our reconciliation journey 8\nOur achievements 9\nOur learning 12\nJuly 2024 – June 2027\nRAP Sponsor 13\nRAP Champions and Aboriginal and Torres Strait Islander Champions 13\nMoondani 14\nKawutilin 14\nIndigenous Liaison Officers (ILO) 14\nOur RAP development process 15\nStaff stories 18\nRelationships 24\nRespect 29\nOpportunities 34\nGovernance 43\n Source: `strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pdf (http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.pdf)`\n- [pages 13,14]\nnctions and\nexecute their roles with priorities\nprofessional competence • A learning and development strategy incorporating\nthe job lifecycle is developed and implemented\n• The ACNC has staff with the skills and capabilities\nto deliver its core functions and priorities\n• Staff have performance plans aligned to the ACNC\nCorporate and business plans\nThe ACNC IT systems • Staff portal is designed and implemented and\nsupport effective and improves useability and system speed for staff\nefficient service provision, • Cloud hosting solution with a dedicated ACNC\nprocesses, and record network is implemented to improve system\nkeeping that is compliant performance\nwith public sector\n• A fit for purpose document management system\nrequirements\nis procured and implemented\nACNC CORPORATE PLAN 2016-17 11\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- [Page 13]\nThe ACNC has a • The ACNC is structured in the most effective\nworkforce that is well and efficient way to deliver its core functions\nprepared to execute its and priorities\nroles with professional • A learning and development strategy\ncompetence incorporating the job lifecycle is developed\nand implemented\n• The ACNC has staff with the skills and capabilities\nto deliver its core functions and priorities\n• Staff have performance plans aligned to\nthe ACNC strategic and business plans\n4.3 To improve IT The ACNC IT systems • Staff portal is designed and implemented and\nsystems so that they support effective and improves useability and system speed for staff\nare fit for purpose and efficient service provision, • Cloud hosting solution with a dedicated\nsupport the internal processes, and record ACNC network is implemented to improve\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n- Treasury’s: and Torres Strait Islander people\n– We have delivered over 80 webinars to over • number target is 3% of average number – using a minimum number of Aboriginal and\n1,800 participants, with evaluation surveys of contracts over the past 3 years (both Torres Strait Islander businesses in their\nproviding positive feedback.\n Source: `strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pdf (http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.pdf)`\n- [pages 11,12,13]\nment charities use the charity • Memorandums Of Understanding (MOUs) with\ndepartments to drive passport to eliminate Commonwealth agencies are developed and\nred tape reduction duplicative reporting implemented\n• Duplicative reporting requirements imposed on\ncharities are reduced by 50%\n• government agencies using the charity passport\nincreases by 50%\n3.2 To establish Regulation of charities • agreements with each state and territory are\nagreements with each is harmonised across developed to work towards harmonisation and\nstate and territory Commonwealth, alignment of\non harmonisation state and territory – incorporated associations legislation\nand to harmonise Governments\n– fundraising\nregulatory and reporting\n– state taxation and charity definition\nobligations\nACNC CORPORATE PLAN 2016-17 9\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- [Page 13]\nThe ACNC has a workforce • The ACNC is structured in the most effective\nthat is well prepared to and efficient way to deliver its core functions and\nexecute their roles with priorities\nprofessional competence • A learning and development strategy incorporating\nthe job lifecycle is developed and implemented\n• The ACNC has staff with the skills and capabilities\nto deliver its core functions and priorities\n• Staff have performance plans aligned to the ACNC\nCorporate and business plans\nThe ACNC IT systems • Staff portal is designed and implemented and\nsupport effective and improves useability and system speed for staff\nefficient service provision, • Cloud hosting solution with a dedicated ACNC\nprocesses, and record network is implemented to improve system\nkeeping that is compliant performance\nwith public sector\n• A fit for purpose document management system\nrequirements\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- 1.2 To enhance the public- Charities can complete • All high volume transactions can be\nfacing Charity Portal all reporting requirements completed online\nso that charities can with minimum effort and • Complaints about using the charity portal are\nsecurely report and maximum accuracy reduced by 50%\nupdate their details\n• Improving smart form capability and guidance\nto reduce reporting errors by 50%\nACNC CORPORATE PLAN 2015-18 7\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n- [pages 11,12,13,14,15,16]\nuse the Charity • Memorandum of Understanding (MOU) with\nby government Passport to eliminate Commonwealth agencies are developed and\ndepartments to drive duplicative reporting implemented\nred tape reduction\n• Duplicative reporting requirements imposed\non charities are reduced by 50%\n• Government agencies using the Charity Passport\nincreases by 50%\n3.2 To establish Regulation of charities • Agreements with each state and territory are\nagreements with each is harmonised across developed to work towards harmonisation and\nstate and territory on Commonwealth, State alignment of:\nharmonisation and to and Territory Governments – incorporated associations legislation\nharmonise regulatory\n– fundraising\nand reporting\n– state taxation and charity definition.\nobligations\nACNC CORPORATE PLAN 2015-18 9\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 10]\nOur graduated approach • Compliance processes complaints according to\nto compliance provides the agreed service standards published on the\ncharities a chance to ACNC website .\naddress concerns whilst • The ACNC publishes all compliance related\ndealing with cases of policy statements and operational procedures on\nserious misconduct its website\nquickly and firmly\n• An independent audit of the ACNC Compliance\nfunction is completed\n1.4 To ensure the ACNC The ACNC is recognised as • The public trust and confidence survey finds\nis recognised as the an effective regulator and a increasing recognition of the ACNC and its role\nnational regulator of point of expert knowledge • Usage of the ACNC website increases by 50%\ncharities and a credible on charities\n• social media engagement increases by 50%\nsource of charity\n• ACNC is sought out as an authoritative voice on\ninformation\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Our graduated approach • Compliance processes complaints according to\nto compliance provides the agreed service standards published on the\ncharities a chance to ACNC website.\naddress concerns whilst • The ACNC publishes all compliance-related\ndealing with cases of policy statements and operational procedures\nserious misconduct quickly on its website\nand firmly\n• An independent audit of the ACNC Compliance\nfunction is completed\n1.4 To ensure the ACNC The ACNC is recognised • The public trust and confidence survey finds\nis recognised as the as an effective regulator increasing recognition of the ACNC and its role\nnational regulator and a point of expert • Usage of the ACNC website increases by 50%\nof charities and a knowledge on charities\n• Social media engagement increases by 50%\ncredible source of\n• ACNC is sought out as an authoritative voice\ncharity information\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n- [pages 9,10,11]\nities can with minimum effort and • Complaints about using the charity portal are\nsecurely report and maximum accuracy reduced by 50%\nupdate their details\n• Improving smart form capability and guidance to\nreduce reporting errors by 50%\n1.3 To deliver transparent Charities are able to • ACNC decision making processes and decisions\nand proactive understand and complete are transparent and consistent\nregulation to manage the registration process • Registration applications are processed within the\nrisk and maintain the in a timely way with agreed service standards\nsector’s reputation minimum need to additional\n• A list of newly registered charities is published on\nprofessional support and\nthe ACNC website each month\nonly charities that are\neligible are registered\nACNC CORPORATE PLAN 2016-17 7\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Priority 1: To maintain, protect and enhance public trust and confidence in the\nAustralian not-for-profit sector\nCorporate goal Our priorities Performance Criteria 2017 2018 2019 2020\nThe charity register New charities are • Meet published service\ncontains only charities registered and included on standards for processing Y Y Y Y\nthat are entitled to be the charity register registration applications\nregistered\nCharities identified as being • Meet published service\nineligible to be registered standards for finalising\nare removed from the investigations\ncharity register • 100% of charities with Y Y Y Y\ntwo outstanding AIS’s are\nremoved from the register\nbiannually\nRegistered charities ACNC operates in • Policies and business\nmeet their obligations accordance with a clearly processes align with\nunder the ACNC Act articulated risk framework the ACNC’s Regulatory\n Source: `corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Priority 1: To maintain, protect and enhance public trust and confidence in the\nAustralian not-for-profit sector\nCorporate goal Our priorities Performance criteria 2018 2019 2020 2021\nThe Charity Register New charities are • Meet published Y Y Y Y\ncontains only charities registered and included service standards for\nthat are entitled to be on the Charity Register processing registration\nregistered applications\nCharities identified as • Meet published service Y Y Y Y\nbeing ineligible to be standards for finalising\nregistered are revoked investigations\nand removed from the • 100% of charities with\nCharity Register two outstanding AIS’s\nare removed from the\nregister biannually\nRegistered charities meet ACNC operates in • Policies and business Y Y Y Y\ntheir obligations under accordance with a clearly processes align with\nthe ACNC Act and the articulated risk framework the ACNC’s Regulatory\n Source: `corporate-plans/2018-19.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf)`\n- [Page 9]\nPriority 2: To support and sustain a robust, vibrant, independent and innovative\nnot-for-profit sector\nCorporate goal Our priorities Performance criteria 2018 2019 2020 2021\nEducation materials are Information, guidance • Enquiries are Y Y Y Y\ndeveloped in response to and advice provided responded to\nissues identified through to charities to help according to the\nstakeholder engagement them understand their published service\nand information gathered obligations and support standards\nthrough the registration good governance is • Quality assurance\nprocess, advice services, timely accurate and reviews of advice\nreporting and compliance accessible provided by staff meet\na 75% or higher rating\nInformation on the Charity Data about charities • Publicly available Y Y Y Y\nRegister is accurate and collected by the ACNC data about registered\n Source: `corporate-plans/2018-19.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf)`\n- Show all\nMay 2026\nIssue 70\nThe Charitable Purpose\nIn this edition\nCommissioner's Column\nACNC releases key findings of work to understand how charities manage risks of terrorism financing\nACNC Commissioner shares insights on guidance to support charities to invest responsibly\nReport on a calendar year?\n Source: `pages/homepage.html (http://www.acnc.gov.au/)`\n- The rating reviews accuracy, timeliness,\nresponsiveness and integrity\n• Targeted guidance is developed to meet the\nneeds of identified target groups (eg. those with a\nparticular legal structure or size, charities from a\nspecific sub-sector, or charities not complying with\na specific obligation)\n• ACNC establishes signposting and referral\npathways to enhance charities governance\ncapacity and address issues as they arise\n2.2 To analyse and report Data collected by the • ACNC business intelligence tools are developed\non charity data to ACNC from charities about by IT to support data analysis\ndemonstrate the their contribution to the • The ACNC provides charity data updates to\ncontribution of the community is available government agencies automatically via the charity\nsector to the Australian for governments, funding passport\ncommunity and identify bodies, charities and\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Managing our risks ..............................................................................10\nAttachment 1: ACNC values underpinning our regulatory approach ..........12\nAttachment 2: Our regulatory approach ....................................................13\nAttachment 3: Glossary and Acroynms .....................................................14\nContact us\nphone 13 ACNC\nfax 1300 232 569\nvisit acnc.gov.au\nGPO Box 5108\nMelbourne VIC 3001\n© Copyright 2017\nYou are free to copy, adapt, modify, transmit and\ndistribute this material as you wish (but not in any\nway that suggests the ACNC or the Commonwealth\nendorses you or any of your services or products).\n Source: `corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Managing our risks ................................................................................9\nAttachment 1: ACNC values underpinning our regulatory approach ..........11\nAttachment 2: Our regulatory approach ....................................................12\nAttachment 3: Glossary and acronyms .....................................................13\nContact us\nphone 13 ACNC\nfax 1300 232 569\nvisit acnc.gov.au\nGPO Box 5108\nMelbourne VIC 3001\n© Copyright 2018\nYou are free to copy, adapt, modify, transmit and\ndistribute this material as you wish (but not in any\nway that suggests the ACNC or the Commonwealth\nendorses you or any of your services or products).\n Source: `corporate-plans/2018-19.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf)`\n- Charity size\nAnnual revenue\nAudit/review requirement\nSmall\nLess than $500,000\nOnly have to complete their Annual Information Statement online\nMedium\n$500,000 to $2,999,999\nFinancial report can be either reviewed or audited\nLarge\n$3 million or more\nFinancial report must be audited\nIt is also important charities are aware of any reporting requirements they may have to the ACNC that are based on the state or territory they may be incorporated in, or fundraise in.\n Source: `pages/media-releases-index__07.html (http://www.acnc.gov.au/for-charities/annual-information-statement/2023-annual-information-statement-hub)`\n- We apply a continuous improvement\nthat threaten the achievement of our priorities .\nprocess to our systems to ensure they are\nWe monitor our performance and risk throughout\naffordable and fit for purpose for our customers\nthe year via business plans, operational reporting\nand staff .\nand our Audit and Risk Committee which informs\ndecision making and provides opportunities\nto evaluate and improve our effectiveness and Governance and Compliance\nefficiency .\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Compliance risk\nengagement\nis managed systematically across the ACNC and\nSupporting charities to meet their governance oversight is maintained by our Executive and Audit\nobligations encourages a healthy sector which and Risk Committee .\npromotes public trust and confidence .\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Our values Our vision: Charities that inspire confidence and respect\nRespect\nOur purposes\nFairness\nTo maintain, protect To support and sustain To promote the\nand enhance public a robust, vibrant, reduction of\nIndependence\ntrust and confidence in independent and unnecessary\nthe Australian not-for- innovative Australian regulatory obligations\nIntegrity\nprofit sector not-for-profit sector on the Australian not-\nfor-profit sector\nAccountability\nOur core activities\nRegister charities Education, assistance, advice\nCompliance & enforcement Red tape reduction\nOur enabling services\nSystems, information Workforce and resource Legal and policy\nand data management management\nRisk management\nACNC CORPORATE PLAN 2017-18 3\n Source: `corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Our values as\nrepresented Vini sAitotanchment 1 underVpian V louis uei r o sre n gulatory apprMo V aia csh lsu iaoe nns d the way we p M eSi r s fotsrr i maot n oeugr iwco prkr .o ioriStiteras tegic proiorities\nVision Values\nCharities that inspire confidence • Fairness\nand respect • Accountability\nComments • Independence Case studies\nComments Case studies\n• Integrity\n• Respect\nVision Values Mission Strategic proiorities\nVision Values Mission Strategic proiorities\nCOMMENTS ON\nCOMMENTS ON 01\nOUR SER VIC0E —1\nOUR SER VICE — CASE STUDY\nCASE STUDY\nMission Corporate Priorities\nThe national independent regulator of • Maintaining and enhancing public trust\ncharities working to: and confidence in charities\nComments Comments • ProCmaostee t rsutsut danieds confidenc C e a se studies • Supporting charities to be healthy\nand sustainable\nin charities\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Our values Our vision: Charities that inspire confidence and respect\nRespect\nOur purposes\nFairness\nTo maintain, protect To support and sustain To promote the\nand enhance public a robust, vibrant, reduction of\nIndependence\ntrust and confidence in independent and unnecessary\nthe Australian not-for- innovative Australian regulatory obligations\nIntegrity\nprofit sector not-for-profit sector on the Australian not-\nfor-profit sector\nAccountability\nOur core activities\nRegister charities Education, assistance, advice\nCompliance & enforcement Red tape reduction\nOur enabling services\nSystems, information Workforce and resource Legal and policy\nand data management management\nRisk management\nACNC CORPORATE PLAN 2017-18 3\n Source: `corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Our values Our vision: Charities that inspire confidence and respect\nFairness\nOur purposes\nAccountability\nTo maintain, protect To support and sustain To promote the\nand enhance public a robust, vibrant, reduction of\nIntegrity\ntrust and confidence in independent and unnecessary\nthe Australian not-for- innovative Australian regulatory obligations\nIndependence\nprofit sector not-for-profit sector on the Australian not-\nfor-profit sector\nRespect\nOur core activities\nRegister charities Education, assistance, advice\nCompliance including annual reporting Red tape reduction\nOur enabling services\nSystems, information Workforce and resource Legal, policy and\nand data management management research\nRisk management\nACNC CORPORATE PLAN 2018–19 3\n Source: `corporate-plans/2018-19.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf)`\n- We will also generally give ■ If we make mistakes, we take ownership and\ncharities a chance to explain and to fix mistakes. ensure that lessons are learnt.\n■ We distinguish between a legal requirement and ■ We work hard to be experts in our field and to\ngood practice advice. use our expertise to help charities and the public.\n■ We are committed to acting with integrity\nby following the law, our stated policies and\nAccountability\norganisational values.\n■ The ACNC is accountable to the Administrative\nAppeals Tribunal and Courts for its decisions and\nRespect\nto Parliament for its performance.\n■ We deliver on our commitments and take ■ We respect charities that are mission‑driven\nresponsibility for own our actions, decisions and and those who work with and for these charities.\nbehaviours as individuals and as an organisation.\n■ Our role is to provide the regulatory foundation\n Source: `strategies/Download-20the-20ACNC-20Strategic-20Plan-202012-15-20-5BPDF-20989KB-5D.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Strategic%20Plan%202012-15%20%5BPDF%20989KB%5D.pdf)`\n- ACNC values\nFairness\nAccountability Integrity Independence\nRespect\n14 ACNC CORPORATE PLAN 2016-17\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n- Vision VaVluiseiosn MViassluioens MSistsriaotnegic proioritSitersategic proiorities\nVision Values\nCharities that inspire confidence • Fairness\nand respect • Accountability\n• Independence\nComments Case studies\nComments\n•\nInteCgraitsye studies\n• Respect\nVision Values Mission Strategic proiorities\nVision Values Mission Strategic proiorities\nCOMMENTS ON\nCOMMENTS ON 01\nOUR SER VIC0E —1\nOUR SER VICE — CASE STUDY\nCASE STUDY\nMission Strategic priorities\nThe national independent regulator • Maintaining and enhancing public trust\nof charities working to: and confidence in charities\nComments Comments • Pro C m a o s te e t r s u t s u t d a i n e d s confidencCea se studies • Supporting charities to be healthy and\nsustainable\nin charities\n• Making it easier for charities by driving\n• Help charities to meet their\nregulatory and reporting simplification\nCOMMobEligNatiTonSs aOndN remain healthy\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n- ACNC values\nFairness\nAccountability Integrity Independence\nRespect\n12 ACNC CORPORATE PLAN 2015-18\n Source: `corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf)`\n- [pages 9,10,11]\nities can with minimum effort and • Complaints about using the charity portal are\nsecurely report and maximum accuracy reduced by 50%\nupdate their details\n• Improving smart form capability and guidance to\nreduce reporting errors by 50%\n1.3 To deliver transparent Charities are able to • ACNC decision making processes and decisions\nand proactive understand and complete are transparent and consistent\nregulation to manage the registration process • Registration applications are processed within the\nrisk and maintain the in a timely way with agreed service standards\nsector’s reputation minimum need to additional\n• A list of newly registered charities is published on\nprofessional support and\nthe ACNC website each month\nonly charities that are\neligible are registered\nACNC CORPORATE PLAN 2016-17 7\n Source: `corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `corporate-plans/2016-17.pdf` - corporate-plans - http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf\n- `corporate-plans/2017-18.pdf` - corporate-plans - http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf\n- `corporate-plans/2018-19.pdf` - corporate-plans - http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf\n- `corporate-plans/2015.pdf` - corporate-plans - http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf\n- `strategies/Download-20the-20ACNC-20Strategic-20Plan-202012-15-20-5BPDF-20989KB-5D.pdf` - strategies - http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Strategic%20Plan%202012-15%20%5BPDF%20989KB%5D.pdf\n- `strategies/Diversity_and_Inclusion_Strategy_2024.pdf` - strategies - http://www.acnc.gov.au/sites/default/files/documents/2022-12/Diversity_and_Inclusion_Strategy_2024.pdf\n- `strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pdf` - strategies - http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.pdf\n- `pages/about.html` - pages - http://www.acnc.gov.au/about\n- `pages/announcements-index.html` - pages - http://www.acnc.gov.au/for-charities/annual-information-statement\n- `pages/announcements-index__14.html` - pages - https://www.acnc.gov.au/for-charities/annual-information-statement\n- `pages/announcements-index__15.html` - pages - http://www.acnc.gov.au/tools/guides/2025-annual-information-statement-guide\n- `pages/announcements-index__16.html` - pages - http://www.acnc.gov.au/for-charities/annual-information-statement/annual-information-statement-due-dates\n- `pages/announcements-index__17.html` - pages - http://www.acnc.gov.au/about/corporate-information/corporate-policies/commissioners-policy-statement-annual-information-statements\n- `pages/announcements-index__18.html` - pages - http://www.acnc.gov.au/tools/webinars/everything-you-need-know-about-annual-information-statement\n- `pages/homepage.html` - pages - http://www.acnc.gov.au/\n- `pages/media-releases-index.html` - pages - http://www.acnc.gov.au/media/newsletters/2026-05-07-charitable-purpose\n- `pages/media-releases-index__02.html` - pages - https://www.acnc.gov.au/media/newsletters/2026-05-07-charitable-purpose\n- `pages/media-releases-index__03.html` - pages - http://www.acnc.gov.au/media/newsletters/2026-05-07-charitable-purpose\n- `pages/media-releases-index__04.html` - pages - http://www.acnc.gov.au/for-charities/annual-information-statement\n- `pages/media-releases-index__05.html` - pages - http://www.acnc.gov.au/for-charities/annual-information-statement/2025-annual-information-statement-hub\n- `pages/media-releases-index__06.html` - pages - http://www.acnc.gov.au/for-charities/annual-information-statement/2024-annual-information-statement-hub\n- `pages/media-releases-index__07.html` - pages - http://www.acnc.gov.au/for-charities/annual-information-statement/2023-annual-information-statement-hub\n- `pages/media-releases-index__08.html` - pages - http://www.acnc.gov.au/for-charities/annual-information-statement/other-annual-information-statement-resources\n- `pages/media-releases-index__09.html` - pages - http://www.acnc.gov.au/for-charities/annual-information-statement/failure-submit-annual-information-statement\n- `pages/media-releases-index__10.html` - pages - http://www.acnc.gov.au/tools/guidance/commissioners-interpretation-statements\n- `pages/media-releases-index__11.html` - pages - http://www.acnc.gov.au/tools/guidance/decision-impact-statements\n- `pages/media-releases-index__12.html` - pages - http://www.acnc.gov.au/media/news/acnc-releases-key-findings-work-understand-how-charities-manage-risks-terrorism-financing\n- `pages/media-releases-index__13.html` - pages - http://www.acnc.gov.au/media/news/prepare-and-submit-your-2025-ais-now\n- `pages/news-latest.html` - pages - http://www.acnc.gov.au/media/news/powered-purpose-celebrating-australias-volunteers\n- `pages/priorities-index.html` - pages - http://www.acnc.gov.au/about\n- `pages/priorities-index__00.html` - pages - http://www.acnc.gov.au/about/corporate-information/our-vision-mission-and-values/our-corporate-plan\n- `pages/priorities-index__01.html` - pages - http://www.acnc.gov.au/about/acnc-culture-plan/diversity-equity-and-inclusion\n- `pages/reviews-index.html` - pages - http://www.acnc.gov.au/about/reviews-and-appeals\n- `pages/structure.html` - pages - http://www.acnc.gov.au/organisations-have-been-self-assessing-income-tax-exempt\n- `pages/taskforces-index.html` - pages - http://www.acnc.gov.au/about/corporate-information/our-vision-mission-and-values/acnc-advisory-board\n- `other-pdfs/Diversity-2C-20Equity-2C-20and-20Inclusion-20Statement-20of-20Commitment.pdf` - other-pdfs - http://www.acnc.gov.au/sites/default/files/documents/2023-08/Diversity%2C%20Equity%2C%20and%20Inclusion%20Statement%20of%20Commitment.pdf\n- `other-pdfs/AIS-20webinar-20--20October-202025.pdf` - other-pdfs - http://www.acnc.gov.au/sites/default/files/documents/2025-10/AIS%20webinar%20-%20October%202025.pdf\n\n## Gaps To Fix\n\n- No annual report text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Australian Charities and Not-for-Profits Commission - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:21:39.241721+00:00\n**Entity ID**: B-003110\n**Jurisdiction**: Commonwealth\n**Portfolio**: Treasury\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: 38\n- Unique legislation references found: 28\n\n| Type | Count |\n|---|---:|\n| Act | 25 |\n| Regulation | 3 |\n\n## Legislation References\n\n### ACNC Act and the Charities Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=ACNC+Act+and+the+Charities+Act+2013\n\n**Sources**:\n- `corporate-plans/2015.pages.jsonl`\n- `corporate-plans/2016-17.pages.jsonl`\n- `corporate-plans/2017-18.pages.jsonl`\n- `corporate-plans/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- s misconduct\nand mismanagement. The ACNC makes decisions\naccording to published policies and procedures\nto ensure consistency. Attachment 2 sets out\nour regulatory approach.\n6 ACNC CORPORATE PLAN 2015-18\n\n[page 9]\nStrategic priorities\nThe ACNC administers the ACNC Act and the Charities Act 2013 (Cth).\nOur vision of charities that inspire confidence and respect will be\npursued through four strategic priorities identified for the period\n2015–18 that will enable us to work towards achieving the objects\nset out in the ACNC Act.\nPriority 1: Maintaining a\n Source: `corporate-plans/2015.pages.jsonl`\n- uidance affected how they can seek review of a decision .\nand education to help charities understand and\nmeet their obligations and to help organisations\n6 ACNC CORPORATE PLAN 2016-17\n\n[page 9]\n6. Corporate priorities\nand perfor mance\nThe ACNC administers the ACNC Act and the Charities Act 2013 (Cth).\nOur vision of charities that inspire confidence and respect will be\npursued through four Corporate Priorities identified for the period\n2016–17 that will enable us to work towards achieving the objects\nset out in the ACNC Act.\nPriority 1: Maintaining a\n Source: `corporate-plans/2016-17.pages.jsonl`\n- rchable charity register, open source data, the\nreporting. charity passport, as well as via reports analysing\nthe Annual Information Statement data which are\npublished each year.\nACNC CORPORATE PLAN 2017-18 5\n\n[page 8]\n5. Perfor mance\nThe ACNC administers the ACNC Act and the Charities Act 2013 (Cth).\nOur vision of charities that inspire confidence and respect will be\npursued through three Corporate priorities identified for the period\n2016-20 that will enable us to work towards achieving the objects set\nout in the ACNC Act.\nPriority 1: To maintain,\n Source: `corporate-plans/2017-18.pages.jsonl`\n- and will nearly be exhausted at the end of\nJune 2018, resulting in an effective reduction of\napproximately two million dollars in available funds\nfor the 2018–19 financial year.\nACNC CORPORATE PLAN 2018–19 5\n\n[page 8]\n5. Perfor mance\nThe ACNC administers the ACNC Act and the Charities Act 2013 (Cth)\n(the Charities Act). Our vision of charities that inspire confidence and\nrespect will be pursued through three Corporate priorities identified\nfor the period 2018–21 that will be delivered with support from our\nenabling services.\nPriority 1: To maintain\n Source: `corporate-plans/2018-19.pages.jsonl`\n\n### Australian Charities and Not-for-Profits Commission Act 2012\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Charities+and+Not-for-Profits+Commission+Act+2012\n\n**Sources**:\n- `corporate-plans/2016-17.pages.jsonl`\n- `corporate-plans/2017-18.pages.jsonl`\n- `corporate-plans/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- uilding, supporting sector initiatives\nsuch as forums and excellence awards;\nreporting reminder letters\nACNC CORPORATE PLAN 2016-17 15\n\n[page 18]\nAttachment 3: Glossary and Acroynms\n• ACNC – Australian Charities and Not-for-profits Commission\n• ACNC Act – the Australian Charities and Not-for-Profits Commission Act 2012 (Cth) and the Australian\nCharities and Not-for-profits Commission (Consequential and Transitional) Act 2012 (Cth). These two\npieces of legislation create the ACNC and give it responsibilities and powers .\n• Advice Services – telephone and email help service p\n Source: `corporate-plans/2016-17.pages.jsonl`\n- ce public trust and confidence in the sector\nfocus in the next planning cycle is to consolidate\nand focus on reducing unnecessary administrative\nour operations and contribute to the revision\nburden by working with all levels of government.\nof our legislation. The Australian Charities and\nNot-for-profits Commission Act 2012 (Cth) (the\nACNC Act) and the Australian Charities and\nNot-for-profits Commissioner (Consequential\nand Transitional) Act 2012 (Cth) are subject to Susan Pascoe, A.M.\na mandatory review at five years – in December ACNC Commissioner\nACNC CORPORATE PLAN 2017-18 1\n Source: `corporate-plans/2017-18.pages.jsonl`\n- uilding, supporting sector initiatives\nsuch as forums and excellence awards;\nreporting reminder letters\nACNC CORPORATE PLAN 2017-18 13\n\n[page 16]\nAttachment 3: Glossary and acroynms\n• ACNC – Australian Charities and Not-for-profits Commission\n• ACNC Act – the Australian Charities and Not-for-Profits Commission Act 2012 (Cth) and the Australian\nCharities and Not-for-profits Commission (Consequential and Transitional) Act 2012 (Cth). This legislation\nestablished the ACNC and sets out its powers and functions.\n• Advice Services – telephone and email help service provided by th\n Source: `corporate-plans/2017-18.pages.jsonl`\n- ty building, supporting sector initiatives\nsuch as forums and excellence awards;\nreporting reminder letters\n12 ACNC CORPORATE PLAN 2018–19\n\n[page 15]\nAttachment 3: Glossary and acronyms\nACNC – Australian Charities and Not-for-profits Commission\nACNC Act – the Australian Charities and Not-for-Profits Commission Act 2012 (Cth) and the Australian\nCharities and Not-for-profits Commission (Consequential and Transitional) Act 2012 (Cth). This\nlegislation established the ACNC and sets out its powers and functions.\nAdvice Services – telephone and email help service provided by the\n Source: `corporate-plans/2018-19.pages.jsonl`\n\n### Commission (Consequential and Transitional) Act 2012\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Commission+%28Consequential+and+Transitional%29+Act+2012\n\n**Sources**:\n- `corporate-plans/2016-17.pages.jsonl`\n- `corporate-plans/2017-18.pages.jsonl`\n- `corporate-plans/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- -17 15\n\n[page 18]\nAttachment 3: Glossary and Acroynms\n• ACNC – Australian Charities and Not-for-profits Commission\n• ACNC Act – the Australian Charities and Not-for-Profits Commission Act 2012 (Cth) and the Australian\nCharities and Not-for-profits Commission (Consequential and Transitional) Act 2012 (Cth). These two\npieces of legislation create the ACNC and give it responsibilities and powers .\n• Advice Services – telephone and email help service provided by the ACNC to customers\n• Annual Information Statement – the annual statement that registered chari\n Source: `corporate-plans/2016-17.pages.jsonl`\n- -18 13\n\n[page 16]\nAttachment 3: Glossary and acroynms\n• ACNC – Australian Charities and Not-for-profits Commission\n• ACNC Act – the Australian Charities and Not-for-Profits Commission Act 2012 (Cth) and the Australian\nCharities and Not-for-profits Commission (Consequential and Transitional) Act 2012 (Cth). This legislation\nestablished the ACNC and sets out its powers and functions.\n• Advice Services – telephone and email help service provided by the ACNC to customers\n• Annual financial report – the annual financial report that medium and large registered\n Source: `corporate-plans/2017-18.pages.jsonl`\n- Commissioner for\nthe Australian Charities and Not-for-profits\nCommission at an important point in the\nregulator’s development. The Australian Charities\nand Not for profits Commission Act 2012 (Cth)\nand the Australian Charities and Not-for-profits\nCommission (Consequential and Transitional) Act\n2012 (Cth) (ACNC Act) were subject to a five year\nreview which commenced in December 2017. A\nreport on the review findings and recommendations\nwas required to be made to the Minister by\n31 May 2018. This report is to be laid before each\nHouse of the Parliament wit\n Source: `corporate-plans/2018-19.pages.jsonl`\n- AN 2018–19\n\n[page 15]\nAttachment 3: Glossary and acronyms\nACNC – Australian Charities and Not-for-profits Commission\nACNC Act – the Australian Charities and Not-for-Profits Commission Act 2012 (Cth) and the Australian\nCharities and Not-for-profits Commission (Consequential and Transitional) Act 2012 (Cth). This\nlegislation established the ACNC and sets out its powers and functions.\nAdvice Services – telephone and email help service provided by the ACNC to customers\nAnnual financial report – the annual financial report that medium and large registered cha\n Source: `corporate-plans/2018-19.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- `corporate-plans/2015.pages.jsonl`\n- `corporate-plans/2016-17.pages.jsonl`\n- `corporate-plans/2017-18.pages.jsonl`\n- `corporate-plans/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- ties\nOur vision and mission inform the way that charities and the broader\ncommunity can expect that we will engage and interact with them.\nThey also establish the standards for ACNC staff. We uphold the\nAustralian Public Service (APS) Values as set out in the Public Service\nAct 1999 (Cth).\nThe ACNC’s five key values align with the APS values, address the unique aspects of our business and\nenvironment, and guide us in how we conduct ourselves in carrying out our role. We are also committed\nto the regulatory principles of regulatory necess\n Source: `corporate-plans/2015.pages.jsonl`\n- ties\nOur vision and mission inform the way that charities and the\nbroader community can expect that we will engage and interact\nwith them. They also establish the standards for ACNC staff.\nWe uphold the Australian Public Service (APS) Values as set out in\nthe Public Service Act 1999 (Cth).\nThe ACNC’s five key values align with the APS values, address the unique aspects of our business and\nenvironment, and guide us in how we conduct ourselves in carrying out our role . We are also committed to\nthe regulatory principles of regulatory neces\n Source: `corporate-plans/2016-17.pages.jsonl`\n- ities\nOur vision and values inform the way that charities and the broader\ncommunity can expect that we will engage and interact with them.\nThey also establish the standards for ACNC staff. We uphold the\nAustralian Public Service (APS) Values as set out in the Public Service\nAct 1999 (Cth). We aim to achieve our purposes by setting priorities\ndriven by our core activities and supported by enabling services and a\npositive risk culture.\nOur values Our vision: Charities that inspire confidence and respect\nRespect\nOur purposes\nFairness\nTo mai\n Source: `corporate-plans/2017-18.pages.jsonl`\n- ities\nOur vision and values inform the way that charities and the broader\ncommunity can expect that we will engage and interact with them.\nThey also establish the standards for ACNC staff. We uphold the\nAustralian Public Service (APS) Values as set out in the Public Service\nAct 1999 (Cth). We aim to achieve our purposes by setting priorities\ndriven by our core activities and supported by enabling services and a\npositive risk culture.\nOur values Our vision: Charities that inspire confidence and respect\nFairness\nOur purposes\nAccountability\n Source: `corporate-plans/2018-19.pages.jsonl`\n\n### Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `corporate-plans/2017-18.pages.jsonl`\n- `corporate-plans/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- orate plan, which\nin charities, streamlining reporting and reducing\ncovers the periods of 2017-2021, as required\nred tape are the cornerstones of our approach\nunder paragraph 35(1)(b) of the Public Governance,\nto regulation and central to supporting a vibrant\nPerformance and Accountability Act 2013 and\nsustainable charity sector. Our approach is also\n130.5 of the ACNC Act. This Corporate Plan covers\nunderpinned by helping charities to meet their\nthe ACNC’s next four years from 1 July 2017 to 30\nobligations, embed good governance practices\nJune 2021 and\n Source: `corporate-plans/2017-18.pages.jsonl`\n- Commonwealth entity for the purposes\nof 6.42 years. 63% of our staff are female and 33% of the Commonwealth Resources Management\nof our workforce staff is under 40 years of age. Framework and the Public Governance,\nWe engage staff with experience or knowledge Performance and Accountability Act 2013 (PGPA\nof the charity and not-for-profit sector as well as Act). The Australian Taxation Office (ATO) is a listed\nregulatory expertise and promote a people centred entity of which the ACNC is part of for PGPA Act\nculture that models ACNC values, understand the\n Source: `corporate-plans/2017-18.pages.jsonl`\n- ission are to: Not-for-profits Commission Corporate Plan, which\ncovers the periods of 2018–2022, as required\n• improve donor accessibility to data collected by\nunder paragraph 35(1)(b) of the Public Governance,\nthe ACNC so that they can find like charities on\nPerformance and Accountability Act 2013 (Cth)\nthe Charity Register and make valid comparisons\n(PGPA Act). This Corporate Plan sets out our\nof charity performance\norganisational vision, values and priorities. It builds\n• seed questions that donors could ask of on the work completed in establishing t\n Source: `corporate-plans/2018-19.pages.jsonl`\n\n### ACNC Act Charities Act 2013\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=ACNC+Act+Charities+Act+2013\n\n**Sources**:\n- `corporate-plans/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- online service where registered charities can update their details and lodge their AIS:\ncharity.acnc.gov.au\nCharity Register – a consolidated database of all charities that have met the ACNC’s legal meaning of being\na charity and other requirements under the ACNC Act\nCharities Act 2013 (Cth) – the Charities Act\nCommissioner Columns – fortnightly subscription newsletter published by the ACNC\nGovernance Standards – a set of minimum governance requirements that charities must meet. These are\nset out in the Australian Charities and Not-for-Prof\n Source: `corporate-plans/2018-19.pages.jsonl`\n\n### Annual Information Statement. The Australian Charities and Not-for-profits Commission Act 2012\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Annual+Information+Statement.+The+Australian+Charities+and+Not-for-profits+Commission+Act+2012\n\n**Sources**:\n- `pages/announcements-index__17.html`\n\n**Evidence contexts**:\n- ld be read together with the\nACNC Policy Framework\n, which sets out the scope, context and definitions common to our policies.\nPolicy statement\nThis Commissioner’s Policy Statement sets out the ACNC's policy governing the collection of information through the Annual Information Statement.\nThe\nAustralian Charities and Not-for-profits Commission Act 2012\n(Cth) (ACNC Act) requires registered charities to have a level of transparency and accountability to the public as part of promoting public trust and confidence in the sector. The Annual Information Statement is a key part of supporting this transparency by i\n Source: `pages/announcements-index__17.html`\n\n### Australian Capital Territory the Associations Act 2003\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Capital+Territory+the+Associations+Act+2003\n\n**Sources**:\n- `pages/announcements-index__15.html`\n\n**Evidence contexts**:\n- ons Incorporation Act 1981\nof Queensland\nthe\nAssociations Incorporation Act 2015\nof Western Australia\nthe\nAssociations Incorporation Act 1985\nof South Australia\nthe\nAssociations Incorporation Act 1964\nof Tasmania\nthe\nAssociations Incorporation Act 1991\nof the Australian Capital Territory\nthe\nAssociations Act 2003\nof the Northern Territory.\nIf your charity:\nis not registered under one of these Acts\nis not incorporated, or\nis incorporated, but under other legislation – for example the\nParents and Citizens Associations Incorporation Act 1976\n(NSW)\nyou should answer 'No'\n Source: `pages/announcements-index__15.html`\n\n### Australian Charities and Not-for-Profits Commission Regulation 2013\n\n**Type**: Regulation\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Charities+and+Not-for-Profits+Commission+Regulation+2013\n\n**Sources**:\n- `corporate-plans/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- under the ACNC Act\nCharities Act 2013 (Cth) – the Charities Act\nCommissioner Columns – fortnightly subscription newsletter published by the ACNC\nGovernance Standards – a set of minimum governance requirements that charities must meet. These are\nset out in the Australian Charities and Not-for-Profits Commission Regulation 2013\nProfessional User Group – a group of professional advisors to the charitable sector and government\nrepresentatives who meet quarterly with the ACNC to consider matters of procedure, publications\nand sector interaction that assist the ACNC to improve its regul\n Source: `corporate-plans/2018-19.pages.jsonl`\n\n### Australian Charities and Not-for-profits Commission Regulations 2022\n\n**Type**: Regulation\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Charities+and+Not-for-profits+Commission+Regulations+2022\n\n**Sources**:\n- `pages/announcements-index__17.html`\n\n**Evidence contexts**:\n- ent with that regulator.\nThe information collected in the Annual Information Statement is proportional to a charity’s size. A charity can be classified as small, medium or large based on its\nrevenue\nfor the reporting period (s 205-25).\nSubdivision 60-B of the\nAustralian Charities and Not-for-profits Commission Regulations 2022\n(Cth) (ACNC Regulations) sets the financial information that must be provided for medium and large charities. If a charity’s size classification changes for just one reporting period, it can apply to the ACNC to continue to be classified as its regular size.\n Source: `pages/announcements-index__17.html`\n\n### Charities and Not-for-profits Commission Act 2012\n\n**Type**: Act\n**Confidence**: medium\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- `corporate-plans/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- work is determined the public and will intervene if charities are not\nby the Public Governance, Performance and meeting their obligations. Charities are publicly\nAccountability Act 2013 (PGPA Act), the Australian accountable for the funds they receive and the\nCharities and Not-for-profits Commission Act 2012 privileges they enjoy as a result of their registered\nand the Australian Charities and Not-for-profits charity status. The ACNC recognises that most\nCommission (Consequential and Transitional) registered charities are set up for charitable\nAct 2012. purposes\n Source: `corporate-plans/2018-19.pages.jsonl`\n\n### Commissioner (Consequential and Transitional) Act 2012\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Commissioner+%28Consequential+and+Transitional%29+Act+2012\n\n**Sources**:\n- `corporate-plans/2017-18.pages.jsonl`\n\n**Evidence contexts**:\n- operations and contribute to the revision\nburden by working with all levels of government.\nof our legislation. The Australian Charities and\nNot-for-profits Commission Act 2012 (Cth) (the\nACNC Act) and the Australian Charities and\nNot-for-profits Commissioner (Consequential\nand Transitional) Act 2012 (Cth) are subject to Susan Pascoe, A.M.\na mandatory review at five years – in December ACNC Commissioner\nACNC CORPORATE PLAN 2017-18 1\n\n[page 4]\n2. Purposes\nThis Corporate Plan sets out the corporate direction for the Australian\nCharities and Not-for-profits\n Source: `corporate-plans/2017-18.pages.jsonl`\n\n### Cth) Australian Charities and Not-for-profits Commission Regulations 2022\n\n**Type**: Regulation\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Cth%29+Australian+Charities+and+Not-for-profits+Commission+Regulations+2022\n\n**Sources**:\n- `pages/announcements-index__17.html`\n\n**Evidence contexts**:\n- er possible, taking into account different charity sizes. The ACNC will continue to communicate the context to assist with interpreting information so that the data is not misunderstood.\nReferences\nAustralian Charities and Not-for-profits Commission Act 2012\n(Cth)\nAustralian Charities and Not-for-profits Commission Regulations 2022\n(Cth)\nCorporate Policy: ACNC Privacy Policy\nCommissioner's Policy Statement: Registration\nCommissioner's Policy Statement: Substituted Accounting Periods\nCommissioner's Policy Statement: Group reporting – Joint and Collective\nCommissioner's Policy Statement:\n Source: `pages/announcements-index__17.html`\n\n### Not-for-profits Commission Act 2012\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Not-for-profits+Commission+Act+2012\n\n**Sources**:\n- `corporate-plans/2015.pages.jsonl`\n\n**Evidence contexts**:\n- ustralia’s first\nThis Corporate Plan covers the ACNC’s next three\nindependent national charity regulator. We were\nyears from 1 July 2015 to 30 June 2018 and sets\nestablished under the Australian Charities\nout our organisational vision, mission, values and\nand Not-for-profits Commission Act 2012 (Cth)\npriorities. It builds on the work completed under\n(ACNC Act) on 3 December 2012, after nearly two\nour first corporate plan and is central to our\ndecades of lobbying by the sector, six significant\ngovernance and reporting framework.\ninquiries and extensi\n Source: `corporate-plans/2015.pages.jsonl`\n\n### Public Governance, The Australian Charities and Not-for-profits Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+The+Australian+Charities+and+Not-for-profits+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `corporate-plans/2016-17.pages.jsonl`\n\n**Evidence contexts**:\n- um (Ch arities Report 2014).\nCharities have\na combined total\nincome of over\nI present the 2016 Australian Charities and Not-\n$103 billion\nfor-profits Commission corporate plan, which\ncovers the periods of 2016–2020, as required\nunder paragraph 35(1)(b) of the Public Governance,\nThe Australian Charities and Not-for-profits\nPerformance and Accountability Act 2013 and\nCommission (ACNC) is Australia’s first independent\n130 .5 of the Australian Charities and Not for profits\nnational charity regulator . We were established\nCommission Act 2012. This Corporate Plan covers\nunder the Australian Charities and Not-for-profits\nt\n Source: `corporate-plans/2016-17.pages.jsonl`\n\n### References Australian Charities and Not-for-profits Commission Act 2012\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=References+Australian+Charities+and+Not-for-profits+Commission+Act+2012\n\n**Sources**:\n- `pages/announcements-index__17.html`\n\n**Evidence contexts**:\n- refore, the information collected should be uniform and consistent wherever possible, taking into account different charity sizes. The ACNC will continue to communicate the context to assist with interpreting information so that the data is not misunderstood.\nReferences\nAustralian Charities and Not-for-profits Commission Act 2012\n(Cth)\nAustralian Charities and Not-for-profits Commission Regulations 2022\n(Cth)\nCorporate Policy: ACNC Privacy Policy\nCommissioner's Policy Statement: Registration\nCommissioner's Policy Statement: Substituted Accounting Periods\nCommissioner's Policy Statemen\n Source: `pages/announcements-index__17.html`\n\n### Public Governance Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `corporate-plans/2015.pages.jsonl`\n- `corporate-plans/2016-17.pages.jsonl`\n\n**Evidence contexts**:\n- e each year\nit is conducted\n• The ACNC has a robust transparent planning\ncycle that ensure the ACNC’s work is aligned with\nachieving its objects\n• The ACNC is efficient, effective, economical and\nethical in its use of Commonwealth resources as\ngoverned by the Public Governance Performance\nand Accountability Act 2013 (Cth)\n4.2 To develop and The ACNC has a • Workforce planning is aligned with business\nmaintain a high workforce plan focused and financial planning cycles\ncalibre workforce that on recruiting and retaining • The ACNC/ATO MOU supports the delivery\ncan effectiv\n Source: `corporate-plans/2015.pages.jsonl`\n- es each year it is\nconducted\n• The ACNC has a robust transparent planning\ncycle that ensure the ACNCs work is aligned with\nachieving its objects\n• The ACNC is efficient, effective, economical and\nethical in its use of Commonwealth resources as\ngoverned by the Public Governance Performance\nand Accountability Act 2013\n4.2 To develop and The ACNC has a workforce • Workforce planning is aligned with business and\nmaintain a high calibre plan focussed on recruiting financial planning cycles\nworkforce that can and retaining high • The ACNC/ATO MOU supports the delivery of\neffec\n Source: `corporate-plans/2016-17.pages.jsonl`\n\n### Aboriginal and Torres Strait Islander) Act 2006\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Aboriginal+and+Torres+Strait+Islander%29+Act+2006\n\n**Sources**:\n- `strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pages.jsonl`\n\n**Evidence contexts**:\n- t include Aboriginal and Torres\nidentities and enable regulators to trace directors’ relationships with Strait Islander officers.\ncompanies over time. Directors appointed under the Corporations\nABRS officer, Jade, is one staff member who meets with directors\n(Aboriginal and Torres Strait Islander) Act 2006 were required\nand corporations to support them with the application process.\nto have a director ID by 30 November 2023.\n‘Our approach makes the process easier, as many directors can now\nThere are around 14,000 directors of Aboriginal and Torres Strait Islande\n Source: `strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pages.jsonl`\n\n### Associations Incorporation Act 2009\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Associations+Incorporation+Act+2009\n\n**Sources**:\n- `pages/announcements-index__15.html`\n\n**Evidence contexts**:\n- Service will appear on the\nACNC Charity Register\n.\n2. Reporting details\nIncorporated associations\nWhen asked if your charity is an incorporated association, you should answer 'Yes' if your charity is incorporated or registered under any of the following:\nthe\nAssociations Incorporation Act 2009\nof New South Wales\nthe\nAssociations Incorporation Reform Act 2012\nof Victoria\nthe\nAssociations Incorporation Act 1981\nof Queensland\nthe\nAssociations Incorporation Act 2015\nof Western Australia\nthe\nAssociations Incorporation Act 1985\nof South Australia\nthe\nAss\n Source: `pages/announcements-index__15.html`\n\n### Fair Work (Registered Organisations) Act 2009\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Fair+Work+%28Registered+Organisations%29+Act+2009\n\n**Sources**:\n- `pages/structure.html`\n\n**Evidence contexts**:\n- some states and territories). See our\nguidance about government entities\nfor more information.\nEmployment organisations\nExamples of employment organisations include:\ntrade unions\nemployee or employer associations registered or recognised under the\nFair Work (Registered Organisations)\nAct 2009\nor an Australian law relating to the settlement of industrial disputes.\nTrade unions and employer associations cannot be registered charities. This is because they do not have\ncharitable purposes\nfor the\npublic benefit\n, as benefits they provide are for membe\n Source: `pages/structure.html`\n\n### New South Wales the Associations Incorporation Reform Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=New+South+Wales+the+Associations+Incorporation+Reform+Act+2012\n\n**Sources**:\n- `pages/announcements-index__15.html`\n\n**Evidence contexts**:\n- y Register\n.\n2. Reporting details\nIncorporated associations\nWhen asked if your charity is an incorporated association, you should answer 'Yes' if your charity is incorporated or registered under any of the following:\nthe\nAssociations Incorporation Act 2009\nof New South Wales\nthe\nAssociations Incorporation Reform Act 2012\nof Victoria\nthe\nAssociations Incorporation Act 1981\nof Queensland\nthe\nAssociations Incorporation Act 2015\nof Western Australia\nthe\nAssociations Incorporation Act 1985\nof South Australia\nthe\nAssociations Incorporation Act 1964\nof Tasmania\nthe\nAssociations Inco\n Source: `pages/announcements-index__15.html`\n\n### Parents and Citizens Associations Incorporation Act 1976\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Parents+and+Citizens+Associations+Incorporation+Act+1976\n\n**Sources**:\n- `pages/announcements-index__15.html`\n\n**Evidence contexts**:\n- s Incorporation Act 1991\nof the Australian Capital Territory\nthe\nAssociations Act 2003\nof the Northern Territory.\nIf your charity:\nis not registered under one of these Acts\nis not incorporated, or\nis incorporated, but under other legislation – for example the\nParents and Citizens Associations Incorporation Act 1976\n(NSW)\nyou should answer 'No' to this question.\nWhen asked about your charity's incorporated association number, select the state or territory in which your charity is incorporated and provide the relevant incorporated association number.\nIf you do not know yo\n Source: `pages/announcements-index__15.html`\n\n### Queensland the Associations Incorporation Act 2015\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Queensland+the+Associations+Incorporation+Act+2015\n\n**Sources**:\n- `pages/announcements-index__15.html`\n\n**Evidence contexts**:\n- you should answer 'Yes' if your charity is incorporated or registered under any of the following:\nthe\nAssociations Incorporation Act 2009\nof New South Wales\nthe\nAssociations Incorporation Reform Act 2012\nof Victoria\nthe\nAssociations Incorporation Act 1981\nof Queensland\nthe\nAssociations Incorporation Act 2015\nof Western Australia\nthe\nAssociations Incorporation Act 1985\nof South Australia\nthe\nAssociations Incorporation Act 1964\nof Tasmania\nthe\nAssociations Incorporation Act 1991\nof the Australian Capital Territory\nthe\nAssociations Act 2003\nof the Northern Territory\n Source: `pages/announcements-index__15.html`\n\n### South Australia the Associations Incorporation Act 1964\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=South+Australia+the+Associations+Incorporation+Act+1964\n\n**Sources**:\n- `pages/announcements-index__15.html`\n\n**Evidence contexts**:\n- Incorporation Act 2009\nof New South Wales\nthe\nAssociations Incorporation Reform Act 2012\nof Victoria\nthe\nAssociations Incorporation Act 1981\nof Queensland\nthe\nAssociations Incorporation Act 2015\nof Western Australia\nthe\nAssociations Incorporation Act 1985\nof South Australia\nthe\nAssociations Incorporation Act 1964\nof Tasmania\nthe\nAssociations Incorporation Act 1991\nof the Australian Capital Territory\nthe\nAssociations Act 2003\nof the Northern Territory.\nIf your charity:\nis not registered under one of these Acts\nis not incorporated, or\nis incorporated, but under other le\n Source: `pages/announcements-index__15.html`\n\n### Tasmania the Associations Incorporation Act 1991\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Tasmania+the+Associations+Incorporation+Act+1991\n\n**Sources**:\n- `pages/announcements-index__15.html`\n\n**Evidence contexts**:\n- Incorporation Reform Act 2012\nof Victoria\nthe\nAssociations Incorporation Act 1981\nof Queensland\nthe\nAssociations Incorporation Act 2015\nof Western Australia\nthe\nAssociations Incorporation Act 1985\nof South Australia\nthe\nAssociations Incorporation Act 1964\nof Tasmania\nthe\nAssociations Incorporation Act 1991\nof the Australian Capital Territory\nthe\nAssociations Act 2003\nof the Northern Territory.\nIf your charity:\nis not registered under one of these Acts\nis not incorporated, or\nis incorporated, but under other legislation – for example the\nParents and Citizens Ass\n Source: `pages/announcements-index__15.html`\n\n### Victoria the Associations Incorporation Act 1981\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Victoria+the+Associations+Incorporation+Act+1981\n\n**Sources**:\n- `pages/announcements-index__15.html`\n\n**Evidence contexts**:\n- sked if your charity is an incorporated association, you should answer 'Yes' if your charity is incorporated or registered under any of the following:\nthe\nAssociations Incorporation Act 2009\nof New South Wales\nthe\nAssociations Incorporation Reform Act 2012\nof Victoria\nthe\nAssociations Incorporation Act 1981\nof Queensland\nthe\nAssociations Incorporation Act 2015\nof Western Australia\nthe\nAssociations Incorporation Act 1985\nof South Australia\nthe\nAssociations Incorporation Act 1964\nof Tasmania\nthe\nAssociations Incorporation Act 1991\nof the Australian Capital Territo\n Source: `pages/announcements-index__15.html`\n\n### Western Australia the Associations Incorporation Act 1985\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Western+Australia+the+Associations+Incorporation+Act+1985\n\n**Sources**:\n- `pages/announcements-index__15.html`\n\n**Evidence contexts**:\n- ed or registered under any of the following:\nthe\nAssociations Incorporation Act 2009\nof New South Wales\nthe\nAssociations Incorporation Reform Act 2012\nof Victoria\nthe\nAssociations Incorporation Act 1981\nof Queensland\nthe\nAssociations Incorporation Act 2015\nof Western Australia\nthe\nAssociations Incorporation Act 1985\nof South Australia\nthe\nAssociations Incorporation Act 1964\nof Tasmania\nthe\nAssociations Incorporation Act 1991\nof the Australian Capital Territory\nthe\nAssociations Act 2003\nof the Northern Territory.\nIf your charity:\nis not registered under one of these Acts\n Source: `pages/announcements-index__15.html`\n\n### and Transitional) Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=and+Transitional%29+Act+2012\n\n**Sources**:\n- `corporate-plans/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- arities and Not for profits\nclosing. Charities compete for available funding\nCommission Act 2012 and the Australian Charities\nfrom government and donors and contend with\nand Not-for-profits Commission (Consequential\na shrinking and ageing volunteer workforce. The\nand Transitional) Act 2012 after the first five years\nwider community expect charities to demonstrate\nof operation. A report on the review’s findings and\ngood governance and to operate in an efficient and\nrecommendations is required to be made to the\neffective manner. They want chariti\n Source: `corporate-plans/2018-19.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/announcements-index.html` (page)\n- `pages/announcements-index__14.html` (page)\n- `pages/announcements-index__15.html` (page)\n- `pages/announcements-index__16.html` (page)\n- `pages/announcements-index__17.html` (page)\n- `pages/announcements-index__18.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/media-releases-index.html` (page)\n- `pages/media-releases-index__02.html` (page)\n- `pages/media-releases-index__03.html` (page)\n- `pages/media-releases-index__04.html` (page)\n- `pages/media-releases-index__05.html` (page)\n- `pages/media-releases-index__06.html` (page)\n- `pages/media-releases-index__07.html` (page)\n- `pages/media-releases-index__08.html` (page)\n- `pages/media-releases-index__09.html` (page)\n- `pages/media-releases-index__10.html` (page)\n- `pages/media-releases-index__11.html` (page)\n- `pages/media-releases-index__12.html` (page)\n- `pages/media-releases-index__13.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/priorities-index.html` (page)\n- `pages/priorities-index__00.html` (page)\n- `pages/priorities-index__01.html` (page)\n- `pages/reviews-index.html` (page)\n- `pages/structure.html` (page)\n- `pages/taskforces-index.html` (page)\n- `corporate-plans/2015.pages.jsonl` (pdf_pages)\n- `corporate-plans/2016-17.pages.jsonl` (pdf_pages)\n- `corporate-plans/2017-18.pages.jsonl` (pdf_pages)\n- `corporate-plans/2018-19.pages.jsonl` (pdf_pages)\n- `other-pdfs/AIS-20webinar-20--20October-202025.pages.jsonl` (pdf_pages)\n- `other-pdfs/Diversity-2C-20Equity-2C-20and-20Inclusion-20Statement-20of-20Commitment.pages.jsonl` (pdf_pages)\n- `strategies/Diversity_and_Inclusion_Strategy_2024.pages.jsonl` (pdf_pages)\n- `strategies/Download-20the-20ACNC-20Strategic-20Plan-202012-15-20-5BPDF-20989KB-5D.pages.jsonl` (pdf_pages)\n- `strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2018-19", "vision": "null", "vision_source_page": null, "purposes": "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector; to support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector; to promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector [CP p.4]", "purposes_source_page": 4, "how_we_deliver": "The ACNC aims to only exercise those powers which are necessary to meet the regulatory objective. Much of our work involves providing information, support and guidance to help charities comply with their obligations. However, the regulatory response will ultimately be informed by the nature, significance and persistence of the contravention or non-compliance identified. The ACNC will act swiftly and firmly where vulnerable people or significant charity assets are at risk, where there is evidence of serious mismanagement or misappropriation, or if there is a serious or deliberate breach of the ACNC Act [CP p.12]", "how_we_deliver_source_page": 12, "government_priorities": [ { "text": "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector", "source_page": 4 }, { "text": "To support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector", "source_page": 4 }, { "text": "To promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector", "source_page": 4 } ], "outcomes": [ { "name": "Priority 1: To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector", "description": "The Charity Register contains only charities that are entitled to be on the Charity Register and registered applications are included. Charities identified as being ineligible to be registered are revoked and removed from the Charity Register. Registered charities meet their obligations under the ACNC Act and the Charities Act and to charity registration, and compliance activities. The ACNC is a best-practice charity regulator. Decisions are evidence-based, consistent and transparent, and are legally sound. Information on the Charity Register is accurate and accessible, increasing transparency and informing policy [CP p.6]", "key_activities": [ "Meet published service standards for processing registration", "Meet published service standards for finalising investigations", "100% of charities with two outstanding AIS’s are removed from the register biannually", "Policies and business processes align with the ACNC’s Regulatory Risk Framework and risk based approach", "75% of registered charities lodge their AIS on time", "Quality assurance processes demonstrate that advice services provided by staff meet a 75% or higher rating" ], "source_page": 6 }, { "name": "Priority 2: To support and sustain a robust, vibrant, independent and innovative not-for-profit sector", "description": "Information, guidance and advice provided to charities to help them understand their obligations and support good governance is timely, accurate and accessible. Data about charities collected by the ACNC is made available to the public in an accessible format. The Charity Register is redesigned to better present data to inform donor decision making [CP p.9]", "key_activities": [ "Enquiries are responded to according to the published service standards", "Quality assurance reviews of advice provided by staff meet a 75% or higher rating", "Publicly available data about registered charities is up to date and available on data.gov.au", "The Charity Register is redesigned to better present data to inform donor decision making" ], "source_page": 9 }, { "name": "Priority 3: To promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector", "description": "To reduce the administrative burden on charities by simplifying and streamlining reporting. The Regulator Performance Framework demonstrates a reduction in red tape for charities [CP p.10]", "key_activities": [ "Reduce red tape for charities by simplifying and streamlining reporting", "The Regulator Performance Framework demonstrates a reduction in red tape for charities" ], "source_page": 10 } ], "values": [ "Fairness", "Accountability", "Independence", "Integrity", "Respect" ], "values_framework_name": "FAIIR", "kpi_targets_2025_26": [ { "code": "null", "measure": "null", "target": "null", "source_page": null } ], "kpi_results_2024_25": [ { "code": "null", "measure": "null", "result": "null", "status": "null", "source_page": null } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf" } }, "ideas": [ { "entity_id": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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": "Our graduated approach • Compliance processes complaints according to\nto compliance provides the agreed service standards published on the\ncharities a chance to ACNC website.\naddress concerns whilst • The ACNC publishes all compliance-related\ndealing with cases of policy statements and operational procedures\nserious misconduct quickly on its website\nand firmly\n• An independent audit of the ACNC Compliance\nfunction is completed\n1.4 To ensure the ACNC The ACNC is recognised • The public trust and confidence survey finds\nis recognised as the as an effective regulator increasing recognition of the ACNC and its role\nnational regulator and a point of expert • Usage of the ACNC website increases by 50%\nof charities and a knowledge on charities\n• Social media engagement increases by 50%\ncredible source of\n• ACNC is sought out as an authoritative voice\ncharity information", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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": "Our graduated approach • Compliance processes complaints according to\nto compliance provides the agreed service standards published on the\ncharities a chance to ACNC website.\naddress concerns whilst • The ACNC publishes all compliance-related\ndealing with cases of policy statements and operational procedures\nserious misconduct quickly on its website\nand firmly\n• An independent audit of the ACNC Compliance\nfunction is completed\n1.4 To ensure the ACNC The ACNC is recognised • The public trust and confidence survey finds\nis recognised as the as an effective regulator increasing recognition of the ACNC and its role\nnational regulator and a point of expert • Usage of the ACNC website increases by 50%\nof charities and a knowledge on charities\n• Social media engagement increases by 50%\ncredible source of\n• ACNC is sought out as an authoritative voice\ncharity information", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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 13]\nThe ACNC has a • The ACNC is structured in the most effective\nworkforce that is well and efficient way to deliver its core functions\nprepared to execute its and priorities\nroles with professional • A learning and development strategy\ncompetence incorporating the job lifecycle is developed\nand implemented\n• The ACNC has staff with the skills and capabilities\nto deliver its core functions and priorities\n• Staff have performance plans aligned to\nthe ACNC strategic and business plans\n4.3 To improve IT The ACNC IT systems • Staff portal is designed and implemented and\nsystems so that they support effective and improves useability and system speed for staff\nare fit for purpose and efficient service provision, • Cloud hosting solution with a dedicated\nsupport the internal processes, and record ACNC network is implemented to improve", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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 13]\nThe ACNC has a • The ACNC is structured in the most effective\nworkforce that is well and efficient way to deliver its core functions\nprepared to execute its and priorities\nroles with professional • A learning and development strategy\ncompetence incorporating the job lifecycle is developed\nand implemented\n• The ACNC has staff with the skills and capabilities\nto deliver its core functions and priorities\n• Staff have performance plans aligned to\nthe ACNC strategic and business plans\n4.3 To improve IT The ACNC IT systems • Staff portal is designed and implemented and\nsystems so that they support effective and improves useability and system speed for staff\nare fit for purpose and efficient service provision, • Cloud hosting solution with a dedicated\nsupport the internal processes, and record ACNC network is implemented to improve", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.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" ] }, { "entity_id": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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": "The rating reviews accuracy, timeliness,\nresponsiveness and integrity\n• Targeted guidance is developed to meet the\nneeds of identified target groups (eg. those with a\nparticular legal structure or size, charities from a\nspecific sub-sector, or charities not complying with\na specific obligation)\n• ACNC establishes signposting and referral\npathways to enhance charities governance\ncapacity and address issues as they arise\n2.2 To analyse and report Data collected by the • ACNC business intelligence tools are developed\non charity data to ACNC from charities about by IT to support data analysis\ndemonstrate the their contribution to the • The ACNC provides charity data updates to\ncontribution of the community is available government agencies automatically via the charity\nsector to the Australian for governments, funding passport\ncommunity and identify bodies, charities and", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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": "The rating reviews accuracy, timeliness,\nresponsiveness and integrity\n• Targeted guidance is developed to meet the\nneeds of identified target groups (eg. those with a\nparticular legal structure or size, charities from a\nspecific sub-sector, or charities not complying with\na specific obligation)\n• ACNC establishes signposting and referral\npathways to enhance charities governance\ncapacity and address issues as they arise\n2.2 To analyse and report Data collected by the • ACNC business intelligence tools are developed\non charity data to ACNC from charities about by IT to support data analysis\ndemonstrate the their contribution to the • The ACNC provides charity data updates to\ncontribution of the community is available government agencies automatically via the charity\nsector to the Australian for governments, funding passport\ncommunity and identify bodies, charities and", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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]\n◀ Return to Contents\nTax assistance and tailored education\nIn delivering our previous RAP, we have • We have worked with First Nations Foundation • value target\nenhanced our services for Aboriginal and Torres to support its Financial Wellness Week events, is 2% of the\nStrait Islander clients: attending 7 events in NSW and QLD in 2023, average value\nand we have participated in other business and of contracts over\n• We offer Tax Help services, including free tax\ncommunity events to help clients apply for tax the past 3 years\nreturn preparation through community centres,\nfile numbers (TFNs), link to myGov, find lost (both Aboriginal and\nwith over 20 centres specifically supporting\nsuper and meet their business obligations.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pdf (http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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]\n◀ Return to Contents\nTax assistance and tailored education\nIn delivering our previous RAP, we have • We have worked with First Nations Foundation • value target\nenhanced our services for Aboriginal and Torres to support its Financial Wellness Week events, is 2% of the\nStrait Islander clients: attending 7 events in NSW and QLD in 2023, average value\nand we have participated in other business and of contracts over\n• We offer Tax Help services, including free tax\ncommunity events to help clients apply for tax the past 3 years\nreturn preparation through community centres,\nfile numbers (TFNs), link to myGov, find lost (both Aboriginal and\nwith over 20 centres specifically supporting\nsuper and meet their business obligations.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pdf (http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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": "The ACNC Executive and Management Committee professional relationships are maintained.\nmaintain day to day responsibility for identification, Communications channels are effective utilising a\nmonitoring and treatment of risks and the Audit range of mechanisms from face to face through to\nand Risk Committee maintain risk oversight.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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": "The ACNC Executive and Management Committee professional relationships are maintained.\nmaintain day to day responsibility for identification, Communications channels are effective utilising a\nmonitoring and treatment of risks and the Audit range of mechanisms from face to face through to\nand Risk Committee maintain risk oversight.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "This\nbut for the Australian community we serve. has led to tangible business improvements, such as:\nWe are a large government organisation with ■ achieving our highest ever scores in staff\nover 18,000 staff spread across 24 sites around engagement in the 2020 APS Employee Census\nAustralia.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/Diversity_and_Inclusion_Strategy_2024.pdf (http://www.acnc.gov.au/sites/default/files/documents/2022-12/Diversity_and_Inclusion_Strategy_2024.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "This\nbut for the Australian community we serve. has led to tangible business improvements, such as:\nWe are a large government organisation with ■ achieving our highest ever scores in staff\nover 18,000 staff spread across 24 sites around engagement in the 2020 APS Employee Census\nAustralia.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/Diversity_and_Inclusion_Strategy_2024.pdf (http://www.acnc.gov.au/sites/default/files/documents/2022-12/Diversity_and_Inclusion_Strategy_2024.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" ] } ], "legislation_administered": [], "artifacts": [ { "category": "corporate-plans", "year": "2021", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "file": "corporate-plans/2015.pdf", "bytes": 965683, "link_text": "ACNC Corporate Plan 2015-2018 PDF 943.05 KB" }, { "category": "corporate-plans", "year": "2018-19", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf", "file": "corporate-plans/2018-19.pdf", "bytes": 556523, "link_text": "ACNC Corporate Plan 2018-2019 PDF 543.48 KB" }, { "category": "corporate-plans", "year": "2017-18", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf", "file": "corporate-plans/2017-18.pdf", "bytes": 594028, "link_text": "ACNC Corporate Plan 2017-2018 PDF 580.11 KB" }, { "category": "corporate-plans", "year": "2016-17", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf", "file": "corporate-plans/2016-17.pdf", "bytes": 968680, "link_text": "ACNC Corporate Plan 2016-2017 PDF 945.98 KB" }, { "category": "strategies", "year": "2021", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Strategic%20Plan%202012-15%20%5BPDF%20989KB%5D.pdf", "file": "strategies/Download-20the-20ACNC-20Strategic-20Plan-202012-15-20-5BPDF-20989KB-5D.pdf", "bytes": 1012841, "link_text": "ACNC Strategic Plan 2012-2015 PDF 989.1 KB" }, { "category": "strategies", "year": "2022", "url": "http://www.acnc.gov.au/sites/default/files/documents/2022-12/Diversity_and_Inclusion_Strategy_2024.pdf", "file": "strategies/Diversity_and_Inclusion_Strategy_2024.pdf", "bytes": 2653199, "link_text": "ATO Diversity and Inclusion Strategy 2024.pdf PDF 2.53 MB" }, { "category": "strategies", "year": "2025", "url": "http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.pdf", "file": "strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pdf", "bytes": 7854754, "link_text": "ATO Reconciliation Action Plan: July 2024 – June 2027 PDF 7.49 MB" }, { "category": "other-pdfs", "year": "2023", "url": "http://www.acnc.gov.au/sites/default/files/documents/2023-08/Diversity%2C%20Equity%2C%20and%20Inclusion%20Statement%20of%20Commitment.pdf", "file": "other-pdfs/Diversity-2C-20Equity-2C-20and-20Inclusion-20Statement-20of-20Commitment.pdf", "bytes": 262600, "link_text": "Diversity, Equity, and Inclusion Statement of Commitment.pdf PDF 256.45 KB" }, { "category": "other-pdfs", "year": "2025", "url": "http://www.acnc.gov.au/sites/default/files/documents/2025-10/AIS%20webinar%20-%20October%202025.pdf", "file": "other-pdfs/AIS-20webinar-20--20October-202025.pdf", "bytes": 4414480, "link_text": "Webinar slides - Your step-by-step guide to completing the Annual Information Statement (AIS) - 28 October 2025 PDF 4.21 MB" } ], "_meta": { "snapshot_built_at": "2026-05-13T11:02:37+00:00", "strategy_brief_meta": { "model": "nova-micro", "folder": "Australian-Charities-and-Not-for-Profits-Commission", "annual_report": { "file": null, "url": "", "year": null }, "corporate_plan": { "file": "corporate-plans\\2018-19.txt", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf", "year": "2018-19" }, "usage": { "input_tokens": 7398, "output_tokens": 1126, "total_tokens": 8524, "model": "nova-micro" }, "cost_usd": 0.00041657000000000006, "elapsed_seconds": 3.82, "generated_at": "2026-05-13T03:57:16+00:00" }, "ideas_manifest": { "entity_id": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "generated_at": "2026-05-09T23:05:54.180855+00:00", "idea_count": 12, "markdown": "ideas/Australian-Charities-and-Not-for-Profits-Commission_ideas.md", "jsonl": "ideas/ideas.jsonl", "inputs": [ "Australian-Charities-and-Not-for-Profits-Commission_strategy-overview.md", "strategy-evidence.json", "global-intelligence/source-manifest.json" ] }, "global_intel_meta": null } }