{ "entity_id": "O-000910", "folder": "Central-Land-Council", "name": "Central Land Council", "type": "Corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Prime Minister and Cabinet", "website": "http://www.clc.org.au", "data_status": "rich", "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": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 2, "n_artifacts": 8, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 5, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "The powers, functions and responsibilities were mainly established by the Aboriginal Land Rights Act 1976 and the Native Title Act 1993. Refer Annexure 3 for the Powers and Functions. [CP p.10]", "official_site_url": "http://www.clc.org.au", "source_documents": [ { "type": "annual_report", "title": "annual report", "url": "https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf", "period": "2019-20", "confidence": "high" }, { "type": "corporate_plan", "title": "corporate plan", "url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "period": "2021", "confidence": "high" }, { "type": "strategie", "title": "dispute management framework", "url": "https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Dispute-Management-Framework.pdf", "period": "2021", "confidence": "medium" } ], "purpose": { "text": "The powers, functions and responsibilities were mainly established by the Aboriginal Land Rights Act 1976 and the Native Title Act 1993. Refer Annexure 3 for the Powers and Functions. [CP p.10]", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 10, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=10" }, "vision": { "text": "To promote and support Central Australian Aboriginal people’s society, country, secured rights, culture and economy to deliver a promising future. [CP p.10]", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 10, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=10" }, "strategic_priorities": [ { "title": "Economic", "description": "Economic", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" }, { "title": "Aboriginal land development & interests", "description": "Aboriginal land development & interests", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" }, { "title": "Protection & interests protection", "description": "Protection & interests protection", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" }, { "title": "Culture & Heritage management of Aboriginal land", "description": "Culture & Heritage management of Aboriginal land", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" }, { "title": "Strong/sustainable ranger program providing work on country & achieving land management outcomes", "description": "Strong/sustainable ranger program providing work on country & achieving land management outcomes", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" }, { "title": "Aboriginal peoples sustainably using and managing their land", "description": "Aboriginal peoples sustainably using and managing their land", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" }, { "title": "Community Development – early learning projects spent", "description": "Community Development – early learning projects spent", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" }, { "title": "Community Development - 5 year lease money spent", "description": "Community Development - 5 year lease money spent", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" }, { "title": "Rangers", "description": "Rangers", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" }, { "title": "Using Land", "description": "Using Land", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" }, { "title": "Governance", "description": "Governance", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" } ], "values": [ { "name": "Good governance", "description": "", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": null }, { "name": "engagement", "description": "", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": null }, { "name": "Aboriginal land development & interests", "description": "", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": null }, { "name": "Protection & interests protection", "description": "", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": null }, { "name": "Culture & Heritage management of Aboriginal land", "description": "", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": null }, { "name": "Strong/sustainable ranger program providing work on country & achieving land management outcomes", "description": "", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": null }, { "name": "Aboriginal peoples sustainably using and managing their land", "description": "", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": null }, { "name": "Community Development – early learning projects spent", "description": "", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": null }, { "name": "Community Development - 5 year lease money spent", "description": "", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": null }, { "name": "Rangers", "description": "", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": null }, { "name": "Using Land", "description": "", "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Protecting culturally significant sites, Cultural heritage and customs", "description": "Activities protecting Aboriginal land and culturally significant sites ‘Culture’", "activities": [ "Protecting culturally significant sites", "Cultural heritage and customs" ], "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" }, { "name": "Outcome 2: Creating employment & business participation opportunities", "description": "Creating employment & business participation, Supporting new business ventures.", "activities": [ "Creating employment & business participation", "Supporting new business ventures" ], "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" }, { "name": "Outcome 3: Securing employment - FTE", "description": "Employment, Living in harmony.", "activities": [ "Employment", "Living in harmony" ], "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" }, { "name": "Outcome 4: Ranger program success - employment & training outcomes", "description": "Ranger program success - employment, Securing employment - FTE ‘Society’", "activities": [ "Ranger program success - employment", "Securing employment - FTE ‘Society’" ], "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" }, { "name": "Outcome 5: Education & training contribution to modern Australia", "description": "Education & training contribution to modern Australia respected.", "activities": [ "Education & training contribution to modern Australia" ], "source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "source_page": 12, "source_deep_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12" } ], "performance_measures": [ { "code": "null", "measure": "null", "target": "null", "latest_result": "null", "status": "null", "target_source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf", "target_source_page": null, "result_source_url": "https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "The powers, functions and responsibilities were mainly established by the Aboriginal Land Rights Act 1976 and the Native Title Act 1993. Refer Annexure 3 for the Powers and Functio", "To promote and support Central Australian Aboriginal people’s society, country, secured rights, culture and economy to deliver a promising future. [CP p.10]", "Economic", "Aboriginal land development & interests", "Protection & interests protection", "Culture & Heritage management of Aboriginal land", "Strong/sustainable ranger program providing work on country & achieving land management outcomes", "Aboriginal peoples sustainably using and managing their land", "Community Development – early learning projects spent", "Community Development - 5 year lease money spent" ], "watch_terms": [ "null" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Central Land Council — Strategy Brief\n\n**Reporting period**: 2019-20\n**Corporate plan in force**: 2020-2024\n**Annual Report**: [2019-20](https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)\n**Corporate Plan**: [2020-2024](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)\n\n## Vision\n\n> To promote and support Central Australian Aboriginal people’s society, country, secured rights, culture and economy to deliver a promising future. [CP p.10](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=10) [[CP p.10](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=10)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=10)]\n\n## Our purpose / purposes\n\n> The powers, functions and responsibilities were mainly established by the Aboriginal Land Rights Act 1976 and the Native Title Act 1993. Refer Annexure 3 for the Powers and Functions. [CP p.10](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=10) [[CP p.10](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=10)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=10)]\n\n## How we deliver\n\n> Good governance & engagement to ensure the best possible decisions are made to fulfill constituent and legislation requirements [CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12) [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n\n## Government priorities for this department\n\n- Economic [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n- Aboriginal land development & interests [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n- Protection & interests protection [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n- Culture & Heritage management of Aboriginal land [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n- Strong/sustainable ranger program providing work on country & achieving land management outcomes [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n- Aboriginal peoples sustainably using and managing their land [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n- Community Development – early learning projects spent [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n- Community Development - 5 year lease money spent [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n- Rangers [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n- Using Land [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n- Governance [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n\n## Outcomes\n\n### Outcome 1: Protecting culturally significant sites, Cultural heritage and customs\nActivities protecting Aboriginal land and culturally significant sites ‘Culture’ [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n\n**Key activities:**\n- Protecting culturally significant sites\n- Cultural heritage and customs\n\n### Outcome 2: Creating employment & business participation opportunities\nCreating employment & business participation, Supporting new business ventures. [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n\n**Key activities:**\n- Creating employment & business participation\n- Supporting new business ventures\n\n### Outcome 3: Securing employment - FTE\nEmployment, Living in harmony. [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n\n**Key activities:**\n- Employment\n- Living in harmony\n\n### Outcome 4: Ranger program success - employment & training outcomes\nRanger program success - employment, Securing employment - FTE ‘Society’ [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n\n**Key activities:**\n- Ranger program success - employment\n- Securing employment - FTE ‘Society’\n\n### Outcome 5: Education & training contribution to modern Australia\nEducation & training contribution to modern Australia respected. [[CP p.12](https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)(https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf#page=12)]\n\n**Key activities:**\n- Education & training contribution to modern Australia\n\n## Values and principles\n\n_null_\n\n- Good governance\n- engagement\n- Aboriginal land development & interests\n- Protection & interests protection\n- Culture & Heritage management of Aboriginal land\n- Strong/sustainable ranger program providing work on country & achieving land management outcomes\n- Aboriginal peoples sustainably using and managing their land\n- Community Development – early learning projects spent\n- Community Development - 5 year lease money spent\n- Rangers\n- Using Land\n\n## What they will measure themselves on this year (targets from 2020-2024 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| null | null | null | |\n\n## How they performed last year (results from 2019-20 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| null | null | null | null | |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Central Land Council - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:52:22.886795+00:00\n**Entity ID**: O-000910\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Prime Minister and Cabinet\n**Website**: http://www.clc.org.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| annual-reports | 1 |\n| corporate-plans | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 37 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 4]\nSTRUCTURE AND CONTENT\nOF THIS CORPORATE PLAN\nThis corporate plan is deliberately structured to convey to readers:\n• The mandate of the organisation. • The purposes statement which comprises both\nan aspirational vision and its statutory purpose.\n• Its aspirations.\n• An introductory description of the ‘strategic\n• The activities it intends to engage in to achieve\ndirection’ and how it is periodically reviewed by\nthose aspirations.\nthe Land Council, including a schematic of what\n• The resources (people, assets, systems) available parts of the corporate planning scheme are included\nto deliver the activities, and; in the plan.\n• Importantly, how the CLC establishes targets and • The Land Council’s vision and strategic goals as\nmeasures its success both in a financial and well as the cross-cutting themes (being groups of\nnon-financial means.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- This outcome has been achieved community benefits.\nin part through the strong leadership of the Council which\nAnother example, the Warlpiri Education and Training\nfor example in 2010 mandated that all rent, from the\nTrust each year has benefited from over $1.5 million of\n16 national parks handed back to Traditional Owners under\ngold mining royalties by the Kurra Aboriginal Corporation\njoint management arrangements, be applied to community\nfor Warlpiri peoples determined education and training\nbenefit purpose projects determined by the relevant\ninitiatives.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- PGPA Act requirements/statements) 7\nCommonwealth performance framework 7\nPurposes statement 8\nStrategic Direction 8\nCorporate planning scheme 9\nGoals strategies activities matrix 12\nKey focus 17\nGood governance 17\nRemoteness and access to ‘country’ 17\nEconomic Participation 17\nCommunity Development 18\nPrivacy Act 1988 and Australian Government Agencies Privacy Code 19\nPolicy priorities for 2019-2022 20\nGovernance and control 23\nPolicy Statement 23\nPriority areas 23\nProtecting the Land Rights Act and enabling development 24\nPolicy Statement 24\nHousing 25\nPolicy Statement 25\nEducation 26\nPolicy Statement 26\nPriority areas 27\nFuture of small communities & outstations 28\nPolicy Statement 28\nPriority areas 29\nAustralian Government Indigenous ‘Closing-the-Gap' targets 30\nCommonwealth refresh of the targets and the Coalition of Peaks 31\nValued behaviour 32\nCorporate strategy 33\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [pages 6,7,8,9]\nn Government Agencies Privacy Code 19\nPolicy priorities for 2019-2022 20\nGovernance and control 23\nPolicy Statement 23\nPriority areas 23\nProtecting the Land Rights Act and enabling development 24\nPolicy Statement 24\nHousing 25\nPolicy Statement 25\nEducation 26\nPolicy Statement 26\nPriority areas 27\nFuture of small communities & outstations 28\nPolicy Statement 28\nPriority areas 29\nAustralian Government Indigenous ‘Closing-the-Gap' targets 30\nCommonwealth refresh of the targets and the Coalition of Peaks 31\nValued behaviour 32\nCorporate strategy 33\nManaging the growth 33\nPhilanthropy 34\nProject objectives 34\nAustralian desert map 35\nRanger program strategic development 36\nRanger program existing groups 37\nPotential ranger group opportunities 38\n4 CENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n\n### Role and Functions\n\n- In summary, these include:\nSTATUTORY PURPOSE: The powers, functions and\nresponsibilities were mainly established by the Aboriginal Land • working with traditional owners to manage their land\nRights Act and the Native Title Act. and resources, protect sacred sites and foster economic\ndevelopment (Outputs 1.2, 3.1, 3.2, 3.3, 3.4 and 4.3)\nAs described in the 2019–20 corporate plan, the purposes are\n• pursuing traditional owners’ native title interests (Output 6)\nthe powers and functions legislated in the Aboriginal Land\nRights Act and responsibilities as a native title representative • supporting traditional owners and other constituents\nbody under the Native Title Act.\n Source: `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)`\n- [Page 7]\nThe key findings of program strategy 39\nRisk, capability and environment 41\nEnvironment 41\nDispute prevention and management 42\nCapability Enhancement 42\nPerformance 43\nHuman resources / workforce planning 44\nEnterprise agreement 45\nOrganisation structure 46\nThe responsibilities of the CEO include 46\nChanges between 2012 and 2020 46\nAffirmative succession plan & development 48\nAudit Committee 49\nCapital investment planning - transport planning & strategy 49\nThe existing building strategy 49\nWay forward 50\nICT capability 50\nCybersecurity 50\nICT philosophy 51\nInformation Services 51\nRisk oversight & management strategy 52\nRisk assurance 53\nPerformance Framework 54\nThe 'Dashboards' painting a rich picture of performance 55\nDashboard Report - Community Development (DG51) 56\nDashboard Report - Permits (DG27) 57\nKey stakeholders 58\nPerformance statement (projected targets 2020/21) 58\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 8]\nModelling – Scenario planning 70\nScenario 1 (Baseline) 70\nScenario 2 (Expanded Ranger Program) 70\nForecast statement of comprehensive income 71\nRanger program phased 'expansion' - additional cost and employment estimates (2020 - 2030) 72\nGlossary 74\nAnnexures 76\nCLC’s NT Area 76\nCLC’s NT Area - Communities 77\nPowers and Functions 78\nNative Title Representative Body 79\nPriorities 80\nAccountable Authority (PGPA) 80\nOrganisational section/unit functions 81\nStaffing metrics 86\nFTE numbers by level 86\nStaff profile 86\nFTE numbers by ranger group 87\n6 CENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [pages 19,20,21]\ns), and to facilitate procurement.\ncultural and economic benefits.\n• Corporations will require structured planning,\nThis new era will present new opportunities, and new\ngovernance and capacity development support, and\nchallenges, in supporting economic participation in\nworkforce development programs and related support\nthe region:\n(such as literacy, language and numeracy supports) will\n• An increased role for PBCs and local Aboriginal become an increasing priority.\ncorporations in supporting economic participation.\n• Overall, the CLC will play a crucial role in coordinating\nSome corporations are likely to already hold\nand catalysing economic opportunities across the\nsignificant funds.\nregion, leveraging its broad capabilities, and applying\nCENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024 17\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- DNAL\nALRA land claims & native Land claims finalised (ALRA) (Note 1) B1 - 2 - (2)\ntitle claims - recognition\nOwnership (square km) achieved B1 418,548 423,378 418,548 (4,830)\nof Aboriginal constituents'\ninterests in land by CLC – total region size (square km) B1 776,549 776,549 776,549 -\nsuccessfully (in compliance\nwith ALRA and Native Title Native title meetings and consultations –\nlegislation) negotiating & post determination B10 50 60 40 (20)\nobtaining land rights and\nAnthropological advice issued –\nnative title determinations.\ndetermines relevant traditional owners B12 455 455 624 169\n(claims and interests)\nNative title claims finalised – consent\nB2 1 2 1 (1)\ndetermination handed down\nPost land & native title claim Total permits Issued – access to\nB11 7,965 8,249 8,305 56\nnegotiation & administration Aboriginal land\n- administering ALRA permit\n Source: `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)`\n- COMMONWEALTH PERFORMANCE FRAMEWORK\n(INCORPORATING CHANGES FROM THE PGPA ACT)\nSTART: FINANCIAL YEAR 1 END: FINANCIAL YEAR 1 START: FINANCIAL YEAR 2\nCorporate Plan Annual Report Corporate Plan\n(planning and operations) (reporting and accountability)\nFinancial year 2\n(informed by previous year's\nperformance as reported in\nannual performance statement)\nImproved Portfolio\nBudget Statements\n(resource management\nand accountability)\nImproved key performance\nImproved key performance Annual Performance\nindicator methodology\nindicator methodology Statements\nFFuuttuurree ooppttiioonn:: ppeerrffoorrmmaannccee ppllaann\n2.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n\n### Strategic Priorities\n\n- PGPA Act requirements/statements) 7\nCommonwealth performance framework 7\nPurposes statement 8\nStrategic Direction 8\nCorporate planning scheme 9\nGoals strategies activities matrix 12\nKey focus 17\nGood governance 17\nRemoteness and access to ‘country’ 17\nEconomic Participation 17\nCommunity Development 18\nPrivacy Act 1988 and Australian Government Agencies Privacy Code 19\nPolicy priorities for 2019-2022 20\nGovernance and control 23\nPolicy Statement 23\nPriority areas 23\nProtecting the Land Rights Act and enabling development 24\nPolicy Statement 24\nHousing 25\nPolicy Statement 25\nEducation 26\nPolicy Statement 26\nPriority areas 27\nFuture of small communities & outstations 28\nPolicy Statement 28\nPriority areas 29\nAustralian Government Indigenous ‘Closing-the-Gap' targets 30\nCommonwealth refresh of the targets and the Coalition of Peaks 31\nValued behaviour 32\nCorporate strategy 33\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [pages 6,7,8,9]\nn Government Agencies Privacy Code 19\nPolicy priorities for 2019-2022 20\nGovernance and control 23\nPolicy Statement 23\nPriority areas 23\nProtecting the Land Rights Act and enabling development 24\nPolicy Statement 24\nHousing 25\nPolicy Statement 25\nEducation 26\nPolicy Statement 26\nPriority areas 27\nFuture of small communities & outstations 28\nPolicy Statement 28\nPriority areas 29\nAustralian Government Indigenous ‘Closing-the-Gap' targets 30\nCommonwealth refresh of the targets and the Coalition of Peaks 31\nValued behaviour 32\nCorporate strategy 33\nManaging the growth 33\nPhilanthropy 34\nProject objectives 34\nAustralian desert map 35\nRanger program strategic development 36\nRanger program existing groups 37\nPotential ranger group opportunities 38\n4 CENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 8]\nModelling – Scenario planning 70\nScenario 1 (Baseline) 70\nScenario 2 (Expanded Ranger Program) 70\nForecast statement of comprehensive income 71\nRanger program phased 'expansion' - additional cost and employment estimates (2020 - 2030) 72\nGlossary 74\nAnnexures 76\nCLC’s NT Area 76\nCLC’s NT Area - Communities 77\nPowers and Functions 78\nNative Title Representative Body 79\nPriorities 80\nAccountable Authority (PGPA) 80\nOrganisational section/unit functions 81\nStaffing metrics 86\nFTE numbers by level 86\nStaff profile 86\nFTE numbers by ranger group 87\n6 CENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [pages 19,20,21]\ns), and to facilitate procurement.\ncultural and economic benefits.\n• Corporations will require structured planning,\nThis new era will present new opportunities, and new\ngovernance and capacity development support, and\nchallenges, in supporting economic participation in\nworkforce development programs and related support\nthe region:\n(such as literacy, language and numeracy supports) will\n• An increased role for PBCs and local Aboriginal become an increasing priority.\ncorporations in supporting economic participation.\n• Overall, the CLC will play a crucial role in coordinating\nSome corporations are likely to already hold\nand catalysing economic opportunities across the\nsignificant funds.\nregion, leveraging its broad capabilities, and applying\nCENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024 17\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- Phased implementation to meet community expectations/resource availability Equivalents Costs - capital\n(km2) FTE $m $m\nWork Area Description (in order of priority)\n40 CENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024\n1\nESAHP\n1\nKintore - Work Area 14: A group operating out of Kintore would cover\nthe western half of the Haasts Bluff ALT working in partnership with\nthe existing Anangu Luritjiku (Papunya) Rangers who cover the eastern 19,500 5.6 1.5 0.8\nhalf of the Haasts Bluff ALT.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- PROGRAM PERFORMANCE\nPREVIOUS PERFORMANCE RESULTS TARGET\nGOAL/ PERFORMANCE MEASURE NAME/ 2021/22 -\n2015/16 2016/17 2017/18 2018/19 2019/20 2020/21\nSTRATEGY DESCRIPTION (1) 2022/23\nNON-METRIC PERFORMANCE\nStrategic Goal: Aboriginal rights & interests protection\nAnnual policy priority review\nCommunity based research framework\nStrategic Goal: Land ownership & interests\nRights and interests on pastoral leases effectively\nprotected and supported\nStrategic Goal: Culture & heritage protection\nSacred site quality procedure developed\nRepatriation procedures developed\nLanguage interpreter policy completed\nStrategic Goal: Economic development & income management\nDispute management and facilitation training\nStrategic Goal: Strong communities, outstations & regions\nAnnual review of Community Development project\noutcomes and governance\nCommunity satisfaction survey\nTO decision-making capacity review\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 22]\nPOLICY PRIORITIES FOR 2019-2022\nA policy priority review was last undertaken in July 2019 their own aspirations, and devise their own solutions\nand confirmed the priority areas set out below.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [pages 55,56,57,58]\nncompatible with obligations and Medium Satisfactory Medium High Yes\nstrategic objectives\nContagion risk Low Satisfactory Low High Yes\nFailure to achieve efficient and effective use\nMedium Satisfactory Medium High Yes\nof resources\nFailure to comply with financial management accountability\nMedium Satisfactory Medium High Yes\nobligations (ATO, PGPA Act, ORIC, FMOs, TPB)\nFraud / misappropriation of funds and assets Medium Satisfactory Low High Yes\nIneffective administration of administered funds:\nHigh Marginal Medium Moderate Yes\nCATSI/AAMC organisations\nInsufficient funding to support operations Medium Satisfactory Medium High Yes\n* Major influence on catastrophic and High residual risk ratings is the significant remote distances and travel.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 7]\nThe key findings of program strategy 39\nRisk, capability and environment 41\nEnvironment 41\nDispute prevention and management 42\nCapability Enhancement 42\nPerformance 43\nHuman resources / workforce planning 44\nEnterprise agreement 45\nOrganisation structure 46\nThe responsibilities of the CEO include 46\nChanges between 2012 and 2020 46\nAffirmative succession plan & development 48\nAudit Committee 49\nCapital investment planning - transport planning & strategy 49\nThe existing building strategy 49\nWay forward 50\nICT capability 50\nCybersecurity 50\nICT philosophy 51\nInformation Services 51\nRisk oversight & management strategy 52\nRisk assurance 53\nPerformance Framework 54\nThe 'Dashboards' painting a rich picture of performance 55\nDashboard Report - Community Development (DG51) 56\nDashboard Report - Permits (DG27) 57\nKey stakeholders 58\nPerformance statement (projected targets 2020/21) 58\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- Increasingly, the Land Council\nfunds with long term economic priorities, to leverage\nis now engaged in post-determination activities focused\nexternal funding (including ABA funds and IBA\non assisting Aboriginal people to use their land for social,\ninvestments), and to facilitate procurement.\ncultural and economic benefits.\n• Corporations will require structured planning,\nThis new era will present new opportunities, and new\ngovernance and capacity development support, and\nchallenges, in supporting economic participation in\nworkforce development programs and related support\nthe region:\n(such as literacy, language and numeracy supports) will\n• An increased role for PBCs and local Aboriginal become an increasing priority.\ncorporations in supporting economic participation.\n• Overall, the CLC will play a crucial role in coordinating\nSome corporations are likely to already hold\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 63]\nINPUT\nACTIVITIES\nOUTPUTS\nOUTCOMES\nIMPACT\nPREVIOUS PERFORMANCE TARGET TARGET FORECASTS\nStrategic KPI Strategy\nGoals Performance criteria Number Key performance indicators - description Ref. (4) 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24\nSuccessful communication of CLC's 'Rights 1 Number of external publications produced A9 58 80 35 40 19 25 25 25 25\nRights and Interests' advocacy activities to Aboriginal\nconstituents and key stakeholders.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- PROGRAM PERFORMANCE\nPREVIOUS PERFORMANCE RESULTS TARGET\nGOAL/ PERFORMANCE MEASURE NAME/ 2021/22 -\n2015/16 2016/17 2017/18 2018/19 2019/20 2020/21\nSTRATEGY DESCRIPTION (1) 2022/23\nNON-METRIC PERFORMANCE\nStrategic Goal: Aboriginal rights & interests protection\nAnnual policy priority review\nCommunity based research framework\nStrategic Goal: Land ownership & interests\nRights and interests on pastoral leases effectively\nprotected and supported\nStrategic Goal: Culture & heritage protection\nSacred site quality procedure developed\nRepatriation procedures developed\nLanguage interpreter policy completed\nStrategic Goal: Economic development & income management\nDispute management and facilitation training\nStrategic Goal: Strong communities, outstations & regions\nAnnual review of Community Development project\noutcomes and governance\nCommunity satisfaction survey\nTO decision-making capacity review\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- Annual performance statement: actual v target\n2019–20\nStrategic Key performance indicators – Strategy\ngoal Performance criteria description Ref. (4) 2018–19 Target Actual Variance\nSTHGIR Successful communication of Number of external publications produced A9 40 40 19 (21)\nCLC's 'Rights and Interests'\nCLC web page access rate (visits) – by\nadvocacy activities to\nconstituents and stakeholders (000) A9 120 120 109 (11)\nAboriginal constituents and\nkey stakeholders.\n Source: `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)`\n- [Page 29]\n2019–20\nStrategic Key performance indicators – Strategy\ngoal Performance criteria description Ref. (4) 2018–19 Target Actual Variance\nSEITINUMMOC\nActions to support the Community Development expenditure - 5 E4 34 253 34 (219)\ndevelopment of strong year lease money ($000)\ncommunities & outstations.\n Source: `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)`\n- METRIC PERFORMANCE\nStrategic KPI Strategy\nGoals Performance criteria Number Key performance indicators - description Ref. (4) 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24\nSuccessful communication of CLC's 'Rights 1 Number of external publications produced A9 58 80 35 40 19 25 25 25 25\nRights and Interests' advocacy activities to Aboriginal\nconstituents and key stakeholders.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 64]\nStrategic KPI Strategy\nGoals Performance criteria Number Key performance indicators - description Ref. (4) 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24\n28 Community Development expenditure - 5 year lease money ($000) E4 1,490 1,583 578 1,278 34 71\nGranites Mines Affected Areas compensation community development -\n29 E4 1,200 1,970 3,013 4,641 7,710 12,300 9,440 10,584 13,227\nannual value committed ($000)\nActions to support the development of strong\nCommunities\ncommunities & outstations.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 65]\nStrategic KPI Strategy\nGoals Performance criteria Number Key performance indicators - description Ref. (4) 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24\n28 Community Development expenditure - 5 year lease money ($000) E4 1,490 1,583 578 1,278 34 71\nGranites Mines Affected Areas compensation community development -\n29 E4 1,200 1,970 3,013 4,641 7,710 12,300 9,440 10,584 13,227\nannual value committed ($000)\nActions to support the development of strong\nCommunities\ncommunities & outstations.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- A9 for the first Key Performance Indicator\n• Example of s64(4) grant application support trial\n(KPI) on page 61 refers to the activity A9 on page 14.\nprogram\n• Selected key performance indicators that are the\n• Finally, obtain the annual report for the year\nbasis for setting and measuring performance.\nrelevant to the target year.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 58]\nDashboard Report - Community Development (DG51)\nGOAL/STRATEGY: Community Development / Strong communities, outstations & regions\nTotal Community Development Project Expenditure Trends analysis\n25,000\n20,000\n15,000\n10,000\n5,000\n0\n2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24\nANNUAL HALF-YEARLY FULL YEAR\nACTUAL OUTCOME FORECAST\nTARGET TARGET AT ACTUAL\n2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 31/12/20 2020/21 2021/22 2022/23 2023/24\nTotal Community\nDevelopment Project 7,745 10,565 7,292 9,239 13,385 16,619 20,454 10,227 0 15,896 16,915 20,081\nExpenditure ($000)\nChange (% p.a.)\nn/a 36.4% -31.0% 26.7% 44.9% 24.2% 23.1% -100.0% -22.3% 6.4% 18.7%\n/Actual Target\nVariance-number -20,454\nVariance - % -100.0%\n56 CENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024\n000$\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [pages 58,59,60]\nDevelopment (DG51)\nGOAL/STRATEGY: Community Development / Strong communities, outstations & regions\nTotal Community Development Project Expenditure Trends analysis\n25,000\n20,000\n15,000\n10,000\n5,000\n0\n2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24\nANNUAL HALF-YEARLY FULL YEAR\nACTUAL OUTCOME FORECAST\nTARGET TARGET AT ACTUAL\n2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 31/12/20 2020/21 2021/22 2022/23 2023/24\nTotal Community\nDevelopment Project 7,745 10,565 7,292 9,239 13,385 16,619 20,454 10,227 0 15,896 16,915 20,081\nExpenditure ($000)\nChange (% p.a.)\nn/a 36.4% -31.0% 26.7% 44.9% 24.2% 23.1% -100.0% -22.3% 6.4% 18.7%\n/Actual Target\nVariance-number -20,454\nVariance - % -100.0%\n56 CENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024\n000$\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 59]\nDashboard Report - Permits (DG27)\nGOAL/STRATEGY: Access arrangements / Land ownership & interests\nTotal Permits Issued Trends analysis\n14,000\n12,000\n10,000\n8,000\n6,000\n4,000\n2,000\n0\n2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24\nANNUAL HALF-YEARLY FULL YEAR\nACTUAL OUTCOME FORECAST\nTARGET TARGET AT ACTUAL\n2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 31/12/20 2020/21 2021/22 2022/23 2023/24\nTotal Permits Issued 4,194 4,952 5,871 9,078 7,965 8,305 10,852 5,426 0 12,000 12,000 12,000\nChange (% p.a.)\nn/a 18.1% 18.6% 54.6% -12.3% 4.3% 30.7% -100.0% 10.6% 0.0% 0.0%\n/Actual Target\nVariance-number -10,852\nVariance - % -100.0%\nCENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024 57\nstimreP\n.oN\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- The method\nthat will be used to measure performance will be comparing\n• Environment measures – compulsory environmental\nthe actual achieved measure with the target measure.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- 2 CLC Web Page Access Rate (visits) - by constituents & stakeholders (000) A9 136 133 125 120 109 120 160 170 180\n3 Land claims finalised (ALRA) (Note 1) B1 - - - - - 2\n4 Traditional Owner 'ownership' (square kms.) achieved B1 417,448 418,548 418,548 418,548 418,548 418,548 418,548 418,548 418,548\nALRA land claims & native title claims - recognition\n5 CLC - total region size (square kms) B1 776,549 776,549 776,549 776,549 776,549 776,549 776,549 776,549 776,549\nof Aboriginal constituents' interests in land by\nsuccessfully (in compliance with ALRA and Native\nTitle legislation) negotiating & obtaining land rights 6 Native title meetings and consultations - Post Determination B10 114 75 54 50 40 55 42 42 42\nand native title determinations.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- 36 Vehicle resale - proceeds as a % of purchase price H 39.6% 43.4% 46.4% 45.3% 47.4% 47.0% 47.0% 47.0% 47.0%\n37 Total staff Working Days in field (remote working measure) H 7,486 7,589 8,178 7,686 5,740 5,740 7,810 7,967 8,126\n38 Staff Turnover (Terminations/Average Staff) (%) - Ranger program H 40 40 38 26 21 20 20 20 20\n39 Staff Turnover (Terminations/Average Staff) (%) - Other H 19 24 29 28 24 33 25 23 21\nHuman resources planning, capability & health/safety.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $000 | FORECAST STATEMENT OF COMPREHENSIVE INCOME\nAudited Actual\nActual Estimates Forward Estimates\nActual unaudited\nFor the year ended 30 June 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24\n$000 $000 $000 $000 $000 $000 $000\nEXPENSES:\nEmployees and council members benefits 23,543 25,961 27,304 28,825 29,698 30,390 30,997\nSupplier expenses * 14,246 15,328 16,035 17,259 17,371 17,463 17,536\nTotal depreciation 2,503 2,776 2,821 2,664 2,878 4,352 | `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)` |\n| $000 | [Page 73]\nFORECAST STATEMENT OF COMPREHENSIVE INCOME\nActual Audited Actual Estimates Forward Estimates\nActual unaudited\nAmounts allow for proposed Ranger Expansion Program 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24\n$000 $000 $000 $000 $000 $000 $000\nEXPENSES:\nEmployees and council members benefits 23,543 25,961 27,304 28,825 29,698 30,390 30,997\nSupplier expenses * 14,246 15,328 16,035 20,174 19,671 20,423 20,172\nTotal depreciation 2 | `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)` |\n| $650, $540, $450, $200 | [Page 52]\nWAY FORWARD\nThe current capital program includes:\n• Harts Range regional office upgrade - $650k\n• Design and planning approval of extension at Alice\n• Chewings Street upgrade (staff recruitment ‘flats’) - $540k\nSprings Head Office (current building has reached\n(2020/21 – 2022/23)\nmaximum capacity)\n• Staff housing – Mutitjulu IPA coordinator – deferred from\n• Developing and enhancing detailed Asset Management\n2019/20) **\nPlans for all si | `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)` |\n| $16.6 million, 16.6 million, 26 per cent | By contrast, community development,\nincluded in the 2019–20 target\nnative title and prescribed bodies corporate support activities\n• ceremony and funeral expenditure – minister approved a\nincreased, offsetting the drop in mining section activity.\nbudget variation that significantly improved benefits\nAboriginal constituent services demand: Aboriginal groups\n• community development project expenditure – total expenditure\nreceive royalties, rent and | `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)` |\n| $23.5 million, $52.4 million, 23.5 million, 52.4 million | In 2019–20 ABA funding comprised $23.5 million of the CLC’s\ntotal revenue of $52.4 million. | `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)` |\n| $9.8 million, 9.8 million | [Page 27]\nCLC ANNUAL REPORT 2019–20 25\nTROPER\nECNAMROFREP\nFINANCIAL PERFORMANCE The next largest output group for expenditure was economic\ndevelopment and commercial services, $9.8 million (22%\nNorthern Territory land councils are funded on a cash basis,\nof total expenditure), incorporating expenditure related to\nwith annual estimates of revenue less expenditure forecasts\nland use agreements; employment, education and training;\napproved on a ‘bre | `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)` |\n| $6.283 million, $0.503 million, 6.283 million, 0.503 million | This output group includes\nthe financial year ended 30 June 2020 was $6.283 million,\nstatutory mining and land use agreement assistance functions,\ncompared to a surplus of $0.503 million in the previous year.\napplications for consent to explore on Aboriginal land,\nOperational sources of revenue are portrayed in figure 1. | `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)` |\n| $50M, $40M, $30M, $20M, $10M, $0M | Sources of revenue chart, 2015–20\n$50M\n$40M\n$30M\n$20M\n$10M\n$0M\n2015–16 2016–17 2017–18 2018–19 2019–20\nOther income Interest Cost recoveries and administration fees Sales of assets - disposals\nFunding agreements ABA s.64(1) funding | `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)` |\n| 86\nFTE, 86\nStaff | [Page 8]\nModelling – Scenario planning 70\nScenario 1 (Baseline) 70\nScenario 2 (Expanded Ranger Program) 70\nForecast statement of comprehensive income 71\nRanger program phased 'expansion' - additional cost and employment estimates (2020 - 2030) 72\nGlossary 74\nAnnexures 76\nCLC’s NT Area 76\nCLC’s NT Area - Communities 77\nPowers and Functions 78\nNative Title Representative Body 79\nPriorities 80\nAccountable Authority (PGPA) 80\nOrganisational section/u | `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)` |\n| $32 million, $26 million, $6 million, 32 million, 26 million, 6 million | A ‘data analytics’ program has\nassets are valued at approximately $32 million, comprising been commenced for finalisation during 2019/20, that will\n$26 million for ‘Land & Buildings’ and $6 million for ‘Plant, analyse GPS tracking data and vehicle booking information.\nvehicles & equipment’. | `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)` |\n| $2,160, $450 | A recent approval has been obtained for the regional\nto 2022/23) office which can now proceed.\n• Tennant Creek Ranger Hub - $2,160k (20/21)\n• Mutitjulu staff accommodation (ranger coordinator) -\n$450k **\nICT CAPABILITY\nCYBERSECURITY\nIn accordance with cyber.gov guidance prompt patching Improvement in progress include:\nof internet-facing software, operating systems and devices\n• Application to become an ACSC Partner.\nis performed, and administrati | `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)` |\n| 92.5\nFTE, 240.2\nFTE, 8.1\nFTE, 248.3\nFTE | Staff profile\n2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20\nActual Actual Actual Actual Actual Actual Actual\nFTE - ongoing * 48.5 92.5\nFTE - contracts ** 221.0 222.0 220.0 217.2 222.0 180.3 147.7\nSub-total 221.0 222.0 220.0 217.2 222.0 228.8 240.2\nFTE - casual *** 16.0 11.6 9.1 6.3 8.0 4.8 8.1\nFTE - Total 237.0 233.6 229.1 223.5 230.0 233.6 248.3\nFTE - Ranger Program n/a 71.4 59.8 56.7 64.3 70.6 76.3\nAboriginality 102.0 104.0 115.9 101. | `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)` |\n| $4 million, 4 million | Shirley Turner and Pat Murphy from the Nguraminyi outstation\nnear Tennant Creek received some of the 2,300 sleeping bags Yuendumu elder Ruth Stewart received a bag of warm clothes\nstaff distributed across the CLC region. courtesy of the CLC’s $4 million ABA grant. | `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)` |\n| $46.2 million, $3.7 million, 46.2 million, 3.7 million | Total operating expenses were In 1983, in line with the recommendations of HC Coombs,\n$46.2 million, and capital expenditure was $3.7 million. | `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)` |\n| $11.2 million, 11.2 million | [pages 27,28,29]\ness\nobligations against recognised revenue, which will be met\nthan the expenditure level of the previous year ($11.2 million,\nin future years. | `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)` |\n| $000 | [Page 29]\n2019–20\nStrategic Key performance indicators – Strategy\ngoal Performance criteria description Ref. (4) 2018–19 Target Actual Variance\nSEITINUMMOC\nActions to support the Community Development expenditure - 5 E4 34 253 34 (219)\ndevelopment of strong year lease money ($000)\ncommunities & outstations. | `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)` |\n| $000 | [Page 64]\nStrategic KPI Strategy\nGoals Performance criteria Number Key performance indicators - description Ref. (4) 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24\n28 Community Development expenditure - 5 year lease money ($000) E4 1,490 1,583 578 1,278 34 71\nGranites Mines Affected Areas compensation community development -\n29 E4 1,200 1,970 3,013 4,641 7,710 12,300 9,440 10,584 13,227\nannual value committed ($000)\nActio | `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)` |\n| $000 | [Page 65]\nStrategic KPI Strategy\nGoals Performance criteria Number Key performance indicators - description Ref. (4) 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24\n28 Community Development expenditure - 5 year lease money ($000) E4 1,490 1,583 578 1,278 34 71\nGranites Mines Affected Areas compensation community development -\n29 E4 1,200 1,970 3,013 4,641 7,710 12,300 9,440 10,584 13,227\nannual value committed ($000)\nActio | `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)` |\n| $000 | [Page 58]\nDashboard Report - Community Development (DG51)\nGOAL/STRATEGY: Community Development / Strong communities, outstations & regions\nTotal Community Development Project Expenditure Trends analysis\n25,000\n20,000\n15,000\n10,000\n5,000\n0\n2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24\nANNUAL HALF-YEARLY FULL YEAR\nACTUAL OUTCOME FORECAST\nTARGET TARGET AT ACTUAL\n2014/15 2015/16 2016/17 2017/18 2018/1 | `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)` |\n| $000 | [pages 58,59,60]\nDevelopment (DG51)\nGOAL/STRATEGY: Community Development / Strong communities, outstations & regions\nTotal Community Development Project Expenditure Trends analysis\n25,000\n20,000\n15,000\n10,000\n5,000\n0\n2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24\nANNUAL HALF-YEARLY FULL YEAR\nACTUAL OUTCOME FORECAST\nTARGET TARGET AT ACTUAL\n2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 31/1 | `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)` |\n\n## Key Achievements\n\n- PROGRAM PERFORMANCE\nPREVIOUS PERFORMANCE RESULTS TARGET\nGOAL/ PERFORMANCE MEASURE NAME/ 2021/22 -\n2015/16 2016/17 2017/18 2018/19 2019/20 2020/21\nSTRATEGY DESCRIPTION (1) 2022/23\nNON-METRIC PERFORMANCE\nStrategic Goal: Aboriginal rights & interests protection\nAnnual policy priority review\nCommunity based research framework\nStrategic Goal: Land ownership & interests\nRights and interests on pastoral leases effectively\nprotected and supported\nStrategic Goal: Culture & heritage protection\nSacred site quality procedure developed\nRepatriation procedures developed\nLanguage interpreter policy completed\nStrategic Goal: Economic development & income management\nDispute management and facilitation training\nStrategic Goal: Strong communities, outstations & regions\nAnnual review of Community Development project\noutcomes and governance\nCommunity satisfaction survey\nTO decision-making capacity review\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- A recent approval has been obtained for the regional\nto 2022/23) office which can now proceed.\n• Tennant Creek Ranger Hub - $2,160k (20/21)\n• Mutitjulu staff accommodation (ranger coordinator) -\n$450k **\nICT CAPABILITY\nCYBERSECURITY\nIn accordance with cyber.gov guidance prompt patching Improvement in progress include:\nof internet-facing software, operating systems and devices\n• Application to become an ACSC Partner.\nis performed, and administrative privileges to operating\nsystems and applications based on user duties are strictly • Increased retention of our event logging facility\nrestricted.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- Staff profile\n2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20\nActual Actual Actual Actual Actual Actual Actual\nFTE - ongoing * 48.5 92.5\nFTE - contracts ** 221.0 222.0 220.0 217.2 222.0 180.3 147.7\nSub-total 221.0 222.0 220.0 217.2 222.0 228.8 240.2\nFTE - casual *** 16.0 11.6 9.1 6.3 8.0 4.8 8.1\nFTE - Total 237.0 233.6 229.1 223.5 230.0 233.6 248.3\nFTE - Ranger Program n/a 71.4 59.8 56.7 64.3 70.6 76.3\nAboriginality 102.0 104.0 115.9 101.4 103.0 112.3 121.4\nAboriginality % 43.0% 44.5% 50.6% 45.4% 44.8% 48.1% 48.9%\nGender - Male 123.0 123.0 117.3 116.3 117.8 127.7 138.7\nGender - Female 98.0 99.0 102.7 101.9 104.2 105.9 109.6\nCasual - Gender Male 10.4 7.5 6.5 4.4 5.6 3.2 6.3\nCasual - Gender Female 5.6 4.1 2.6 1.9 2.4 1.6 1.8\n* Implemented during the year\n** Ongoing appointments for CL1 to CL6 staff not funded by short term agreements (as per new EA)\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- The affirmative (senior Aboriginal appointment)\nachievements thus far include:\n• Manager Policy - 2017\nThe ADG Program T&D process consists of four (4) main\n• Manager Tennant Creek Regional Office (TCRO) - 2012\nstages:\n• Coordinator Employment and Enterprise – 2014\n• Manager Native Title – 2015 1.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- 12 Native Title non-mining ILUA (Note 2) - negotiated and registered B3 1 1 4 3 1 2 1 1 1\nMining/Non mining - future act meetings - NT holder identification field\n13 B5 28 22 1 10 2 3 19 19 19\ntrips\n14 Sacred Site Clearance Certificates (SSCC) / Other Advice Issued C1 180 182 165 112 172 172 182 182 182\nCultural heritage management plans/projects completed, progressed,\nActivities protecting Aboriginal land & culturally 15 supported C2 8 27 19 31 2 2 20 20 20\nsignificant sites & to maintain Aboriginal cultural\nCulture heritage & languages by supporting traditional 16 Ceremony activity - regional payments - ABA - s64(4) funded C2 96,221 84,242 81,793 64,585 154,365 126,000 126,000 126,000 126,000\nAboriginal ceremony & funeral customs &\ndevelopment of heritage management plans.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- 17 Total funerals assisted - ABA and community funded C8 306 319 315 340 326 330 330 330 330\n18 Funeral payments - ABA s64(4) funded ($) C8 253,217 265,296 268,207 319,385 329,553 1,010,000 1,000,000 1,025,000 1,050,000\nExploration (mining) titles applications - completed (includes those\n19 D1 60 24 36 15 16 5 20 20 20\nwithdrawn during the negotiating period)\nActivities supporting economic development\n(including mining and agricultural interests) of 20 Exploration agreements (ELs & EPs) D1 70 65 59 69 51 53 69 69 69\nAboriginal land and the effective management of\nEconomic income derived from the use of the land.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- Mining/non mining – future act meetings\nB5 10 - 2 2\n– NT holder identification field trips\nERUTLUC\nActivities protecting Sacred site clearance certificates / other\nC1 112 120 172 52\nAboriginal land & culturally advice issued\nsignificant sites & to maintain\nCultural heritage management plans /\nAboriginal cultural heritage C2 31 31 2 (29)\nprojects completed, progressed, supported\n& languages by supporting\ntraditional Aboriginal Ceremony activity – regional payments – C2 64,585 90,000 154,365 64,365\nceremony & funeral customs ABA – section 64(4) funded\n& development of heritage Total funerals assisted – ABA and\nC8 340 450 326 (124)\nmanagement plans. community funded\nFuneral payments – ABA section 64(4)\nC8 319,385 310,000 329,553 19,553\nfunded ($)\nCIMONOCE\nActivities supporting Exploration (mining) titles applications\neconomic development – completed (includes those withdrawn D1 15 10 16 6\n Source: `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)`\n- Processing of applications for consent to the grant of exploration titles under mining provisions of the Land Rights Act\nPerformance measures 2015–16 2016–17 2017–18 2018–19 2019–20\nNumber of exploraton titles (mainly ELAs and EPAs) effectively 18 18 18 33 0\nprogressed to an initial traditional owner meeting\nTotal number of exploration titles considered at traditonal owner 48 35 25 37 3\nmeetings (includes first and further meetings)\nNumber of exploration titles processed to a final decision 44 13 19 15 16\nNumber of exploration titles completed in total (includes those 77 24 36 15 16\nwithdrawn during negotiating period)\nAverage time taken (in years) from date of application is received 2.9 3.0 3.0 1.3 0\nto either CLC Consent or Refusal\nIn 2019–20, the CLC prepared 36 traditional owner identifications The CLC held meetings in Tennant Creek and in Hatches Creek.\n Source: `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)`\n- Governance structure of the Warlpiri Education and Training Trust\nProject highlights:\nOn World Teacher Day 2019 eight advisory committee members Following a smooth transition, World Vision delivered the service\nreceived awards from NT Education Minister Selena Uibo for to 21 of the community’s 22 under-five-year-olds.\n Source: `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)`\n- Community development projects, 2016–20\n400 25,000,000\n350\n20,000,000\n300\n250\n15,000,000\n200\n10,000,000\n150\n100\n5,000,000\n50\n0\n2016–17 2017–18 2018–19 2019–20\nNumber of contracts completed and reported Number of contracts entered/executed Number of projects funded\nNumber of meetings and consultations Value of projects funded\nFigure 10.\n Source: `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)`\n- PGPA Act requirements/statements) 7\nCommonwealth performance framework 7\nPurposes statement 8\nStrategic Direction 8\nCorporate planning scheme 9\nGoals strategies activities matrix 12\nKey focus 17\nGood governance 17\nRemoteness and access to ‘country’ 17\nEconomic Participation 17\nCommunity Development 18\nPrivacy Act 1988 and Australian Government Agencies Privacy Code 19\nPolicy priorities for 2019-2022 20\nGovernance and control 23\nPolicy Statement 23\nPriority areas 23\nProtecting the Land Rights Act and enabling development 24\nPolicy Statement 24\nHousing 25\nPolicy Statement 25\nEducation 26\nPolicy Statement 26\nPriority areas 27\nFuture of small communities & outstations 28\nPolicy Statement 28\nPriority areas 29\nAustralian Government Indigenous ‘Closing-the-Gap' targets 30\nCommonwealth refresh of the targets and the Coalition of Peaks 31\nValued behaviour 32\nCorporate strategy 33\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [pages 6,7,8,9]\nn Government Agencies Privacy Code 19\nPolicy priorities for 2019-2022 20\nGovernance and control 23\nPolicy Statement 23\nPriority areas 23\nProtecting the Land Rights Act and enabling development 24\nPolicy Statement 24\nHousing 25\nPolicy Statement 25\nEducation 26\nPolicy Statement 26\nPriority areas 27\nFuture of small communities & outstations 28\nPolicy Statement 28\nPriority areas 29\nAustralian Government Indigenous ‘Closing-the-Gap' targets 30\nCommonwealth refresh of the targets and the Coalition of Peaks 31\nValued behaviour 32\nCorporate strategy 33\nManaging the growth 33\nPhilanthropy 34\nProject objectives 34\nAustralian desert map 35\nRanger program strategic development 36\nRanger program existing groups 37\nPotential ranger group opportunities 38\n4 CENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 52]\nWAY FORWARD\nThe current capital program includes:\n• Harts Range regional office upgrade - $650k\n• Design and planning approval of extension at Alice\n• Chewings Street upgrade (staff recruitment ‘flats’) - $540k\nSprings Head Office (current building has reached\n(2020/21 – 2022/23)\nmaximum capacity)\n• Staff housing – Mutitjulu IPA coordinator – deferred from\n• Developing and enhancing detailed Asset Management\n2019/20) **\nPlans for all sites including levels of service, future\ndemand, life cycle management, risk, financial and • Mutitjulu regional office upgrade/relocation – deferred\nimprovement and monitoring plans. from 2019/20 **\n• Office building construction in Mutitjulu. • Staff housing – Utopia - $450k – deferred from 2019/20\n• Staff housing in Utopia and Mutitjulu • Solar installation for remote offices/accommodation -\n$200k (over 2020/21 and 2021/22)\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 7]\nThe key findings of program strategy 39\nRisk, capability and environment 41\nEnvironment 41\nDispute prevention and management 42\nCapability Enhancement 42\nPerformance 43\nHuman resources / workforce planning 44\nEnterprise agreement 45\nOrganisation structure 46\nThe responsibilities of the CEO include 46\nChanges between 2012 and 2020 46\nAffirmative succession plan & development 48\nAudit Committee 49\nCapital investment planning - transport planning & strategy 49\nThe existing building strategy 49\nWay forward 50\nICT capability 50\nCybersecurity 50\nICT philosophy 51\nInformation Services 51\nRisk oversight & management strategy 52\nRisk assurance 53\nPerformance Framework 54\nThe 'Dashboards' painting a rich picture of performance 55\nDashboard Report - Community Development (DG51) 56\nDashboard Report - Permits (DG27) 57\nKey stakeholders 58\nPerformance statement (projected targets 2020/21) 58\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [pages 18,19]\ntages that enable the CLC’s desired\noutcomes to be achieved:\n16 CENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024\nALRA\nNATIVE\nTITLE\nPGPA\nEmployee\nProcurement\nEnterprise Agreement Performance\nPolicy\nAgreements\nEmployment Business\nPolicies Continuity Plan\nEmployee\nDevelopment\nBusiness Systems Risk Management\nStrategy Plan\nSection Plan\nAction Planning Activity\n& Status Projections\nSection Plan\nLong Term\nAnnual Budget Financial Plan Section Plan\nCorporate Plan Medium Term\nAction Planning\n& Policy Budget\nAnnual and Interim and\nAnnual Targets\nMonthly Targets Monthly Targets\nPerformance Performance Metrics\nForecasts - Financial NON Financial\nSTUPTUO\n& SEMOCTUO\nPerformance\nAppraisal\nAnnual Perfor-\nMonthly\nmance State-\nReporting ment\nHalf-yearly Annual\nReporting Reporting\nExternal &\nPerformance\nAudit\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- The following schematic illustrates the relationship between the key organisational\nactivities, policies and performance monitoring stages that enable the CLC’s desired\noutcomes to be achieved:\n16 CENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024\nALRA\nNATIVE\nTITLE\nPGPA\nEmployee\nProcurement\nEnterprise Agreement Performance\nPolicy\nAgreements\nEmployment Business\nPolicies Continuity Plan\nEmployee\nDevelopment\nBusiness Systems Risk Management\nStrategy Plan\nSection Plan\nAction Planning Activity\n& Status Projections\nSection Plan\nLong Term\nAnnual Budget Financial Plan Section Plan\nCorporate Plan Medium Term\nAction Planning\n& Policy Budget\nAnnual and Interim and\nAnnual Targets\nMonthly Targets Monthly Targets\nPerformance Performance Metrics\nForecasts - Financial NON Financial\nSTUPTUO\n& SEMOCTUO\nPerformance\nAppraisal\nAnnual Perfor-\nMonthly\nmance State-\nReporting ment\nHalf-yearly Annual\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [pages 19,20,21]\ns), and to facilitate procurement.\ncultural and economic benefits.\n• Corporations will require structured planning,\nThis new era will present new opportunities, and new\ngovernance and capacity development support, and\nchallenges, in supporting economic participation in\nworkforce development programs and related support\nthe region:\n(such as literacy, language and numeracy supports) will\n• An increased role for PBCs and local Aboriginal become an increasing priority.\ncorporations in supporting economic participation.\n• Overall, the CLC will play a crucial role in coordinating\nSome corporations are likely to already hold\nand catalysing economic opportunities across the\nsignificant funds.\nregion, leveraging its broad capabilities, and applying\nCENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024 17\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 49]\nORGANISATION STRUCTURE\nCENTRAL LAND COUNCIL\n90 MEMBERS FROM 75 COMMUNITIES AND OUTSTATIONS\nEXECUTIVE COMMITTEE\n11 MEMBERS\nAUDIT\nACCOUNTABLE AUTHORITY (PGPA)\nCOMMITTEE\nCHAIR CHIEF EXECUTIVE OFFICER\nCEO'S OFFICE\nExecutive Management\nEXECUTIVE MANAGER EXECUTIVE MANAGER COMMUNITY\nGENERAL MANAGER\nPROFESSIONAL SERVICES POLICY/GOVERNANCE DEVELOPMENT\nANTHROPOLOGY AUDIT/PERFORMANCE COUNCIL/EXECUTIVE • CD framework & governance\nCOMMITTEE • Community planning/\n• Traditional ownership • External audit CD projects\n• Identification (TOID) • Internal audit • Meeting coordination • CD monitoring & Evaluation\n• Land Claims • Organisational performance • Agendas/Minutes\n• Work area clearances • Elections LAND MANAGEMENT\nABCORP ADMIN. (AAMC)\nLEGAL SERVICES COMMUNICATIONS • Region Management\n• Abcorp administration • Ranger program\n• Legal advice • Abcorp governance • Media • Joint Management\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- PROGRAM PERFORMANCE\nPREVIOUS PERFORMANCE RESULTS TARGET\nGOAL/ PERFORMANCE MEASURE NAME/ 2021/22 -\n2015/16 2016/17 2017/18 2018/19 2019/20 2020/21\nSTRATEGY DESCRIPTION (1) 2022/23\nNON-METRIC PERFORMANCE\nStrategic Goal: Aboriginal rights & interests protection\nAnnual policy priority review\nCommunity based research framework\nStrategic Goal: Land ownership & interests\nRights and interests on pastoral leases effectively\nprotected and supported\nStrategic Goal: Culture & heritage protection\nSacred site quality procedure developed\nRepatriation procedures developed\nLanguage interpreter policy completed\nStrategic Goal: Economic development & income management\nDispute management and facilitation training\nStrategic Goal: Strong communities, outstations & regions\nAnnual review of Community Development project\noutcomes and governance\nCommunity satisfaction survey\nTO decision-making capacity review\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- The annual review of the CLC’s\nproperly maintained records accurately reflecting the CLC’s risk management plan was completed – including a revised\nperformance and complies with subsection 39(2) of the Public risk profile and action plan aligned to the corporate plan – and\nGovernance, Performance and Accountability Act 2013 (Cth). endorsed by the audit committee.\n Source: `annual-reports/2019-20.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf)`\n- Aside from meeting the PGPA’s (legislation and rules) • Risk, capability and environment assessment.\nrequirements the plan aims to be an information resource\n• The performance framework including non-financial\nfor its key stakeholders, including staff, constituents and\nperformance measures and targets for 2020/21,\nGovernment.\nnon-metric non-financial targets, and a financial\nThe plan’s content has the following key components:\nsustainability assessment including financial\n• An overall message from the Accountable Authority forecasts over the life of the plan.\n(Chair and CEO), as well as the section 35(1)(b) For the first time this plan also includes a summary (refer\nPGPA1 statement. page 10) of how the CLC makes a difference to Aboriginal\n• An overview of the Commonwealth Performance peoples' lives tracing, on one page, the path from goal\nFramework of which this plan is one component.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- The three (3) major resources affecting will be reviewed on an annual basis until 2023/2024\noperations are staffing, vehicles and business systems. during the Accountable Authority review of the Risk\nWorkforce planning identifies the staff resources that Management Plan, and independently appraised by\nare likely to be available until 2023/2024.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 76]\nGLOSSARY\nABA Aboriginals Benefit Account\nALRA Aboriginal Land Rights (Northern Territory) Act 1976\nALT Aboriginal Land Trust\nAboriginal Associations Management Centre (a unit of the CLC that provides administrative services to\nAAMC\nAboriginal Corporations\nANANGU Aboriginal Person\nANAO Australian National Audit Office\nAPSC Australian Public Service Commissioner\nCFI Carbon Farming Initiative\nCLC Central Land Council\nCLM Conservation and Land Management\nCNRM Cultural and Natural Resource Management\nCLA Community Living Area Corporate governance\nCOAG Council of Australian Governments\nEBA Enterprise Bargaining Agreement\nEMU Ecosystem Management Understanding\nFEP Flexible Employment Program\nFTE Full Time Equivalent (staff)\nGLM Grazing Land Management\nGMAAAC Granites Mine Affected Area Aboriginal Corporation\nIAS Indigenous Advancement Strategy\nIBA Indigenous Business Australia\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- These actions are included\n• The Organisation Capability context is considered in the corporate plan ‘action planning’, described\nfrom the human resource/workforce planning (refer under ‘Environmental’ context above, to guarantee\npage 44), organisation structure (page 47), capital implementation against the corporate plan timelines.\ninvestment (page 49) and Information Governance The ‘Risk Assurance’ map/assessment (refer page 53)\nperspectives.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [pages 44,45,46,47]\nadministration\nD10 Economic participation strategy Refer discussion under Economic Participation\nH3 Develop Council succession plan Increase Aboriginal participation in the elected Council\nDevelop a framework to enable the measurement of\nE9 Enhance performance management\nprojects, and of outputs and outcomes\nDevelop, deliver media training and practice for\nH15 Executive Committee managers and senior Communication of policy advanced\nAboriginal staff\nH19 Embed CLC risk planning New focus on risk opportunity adding value\nH25 Privacy Management Plan Formal scheme for compliance\nNote: Each of the activities are supported by a detailed action plan or incorporated in the business plan of larger units, i.e.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 46]\nHUMAN RESOURCES/\nWORKFORCE PLANNING\nThe key factors influencing Staff resources include:\norganisation capability:\n• Full and part-time ongoing and term contracted staff.\n• Sufficient human resources to undertake the statutory\n• Casual staff.\nfunctions under ALRA and Native Title legislation, as\nThe Minister for Indigenous Australians has committed to\nwell as other grant funded services separately funded\nfund the Ranger Program for employment and environment\nby Governments.\npurposes until mid-2021 and has publicly announced that\n• Improvement in Aboriginal participation and providing\nthe program will continue to be funded until 2028.\nopportunities and capacity enhancement of\nFTE is calculated based on the proportion each staff\nAboriginal managers.\nmember is engaged during the financial year, and excludes\n• An effective staff attraction and retention strategy to\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 76]\nGLOSSARY\nABA Aboriginals Benefit Account\nALRA Aboriginal Land Rights (Northern Territory) Act 1976\nALT Aboriginal Land Trust\nAboriginal Associations Management Centre (a unit of the CLC that provides administrative services to\nAAMC\nAboriginal Corporations\nANANGU Aboriginal Person\nANAO Australian National Audit Office\nAPSC Australian Public Service Commissioner\nCFI Carbon Farming Initiative\nCLC Central Land Council\nCLM Conservation and Land Management\nCNRM Cultural and Natural Resource Management\nCLA Community Living Area Corporate governance\nCOAG Council of Australian Governments\nEBA Enterprise Bargaining Agreement\nEMU Ecosystem Management Understanding\nFEP Flexible Employment Program\nFTE Full Time Equivalent (staff)\nGLM Grazing Land Management\nGMAAAC Granites Mine Affected Area Aboriginal Corporation\nIAS Indigenous Advancement Strategy\nIBA Indigenous Business Australia\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 34]\nVALUED BEHAVIOUR\nThe elected members and staff have agreed to be guided by the following organisational values:\nHONEST we value honesty, integrity and difference.\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- PGPA Act requirements/statements) 7\nCommonwealth performance framework 7\nPurposes statement 8\nStrategic Direction 8\nCorporate planning scheme 9\nGoals strategies activities matrix 12\nKey focus 17\nGood governance 17\nRemoteness and access to ‘country’ 17\nEconomic Participation 17\nCommunity Development 18\nPrivacy Act 1988 and Australian Government Agencies Privacy Code 19\nPolicy priorities for 2019-2022 20\nGovernance and control 23\nPolicy Statement 23\nPriority areas 23\nProtecting the Land Rights Act and enabling development 24\nPolicy Statement 24\nHousing 25\nPolicy Statement 25\nEducation 26\nPolicy Statement 26\nPriority areas 27\nFuture of small communities & outstations 28\nPolicy Statement 28\nPriority areas 29\nAustralian Government Indigenous ‘Closing-the-Gap' targets 30\nCommonwealth refresh of the targets and the Coalition of Peaks 31\nValued behaviour 32\nCorporate strategy 33\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [pages 6,7,8,9]\nn Government Agencies Privacy Code 19\nPolicy priorities for 2019-2022 20\nGovernance and control 23\nPolicy Statement 23\nPriority areas 23\nProtecting the Land Rights Act and enabling development 24\nPolicy Statement 24\nHousing 25\nPolicy Statement 25\nEducation 26\nPolicy Statement 26\nPriority areas 27\nFuture of small communities & outstations 28\nPolicy Statement 28\nPriority areas 29\nAustralian Government Indigenous ‘Closing-the-Gap' targets 30\nCommonwealth refresh of the targets and the Coalition of Peaks 31\nValued behaviour 32\nCorporate strategy 33\nManaging the growth 33\nPhilanthropy 34\nProject objectives 34\nAustralian desert map 35\nRanger program strategic development 36\nRanger program existing groups 37\nPotential ranger group opportunities 38\n4 CENTRAL LAND COUNCIL | CORPORATE PLAN 2020-2024\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 49]\nORGANISATION STRUCTURE\nCENTRAL LAND COUNCIL\n90 MEMBERS FROM 75 COMMUNITIES AND OUTSTATIONS\nEXECUTIVE COMMITTEE\n11 MEMBERS\nAUDIT\nACCOUNTABLE AUTHORITY (PGPA)\nCOMMITTEE\nCHAIR CHIEF EXECUTIVE OFFICER\nCEO'S OFFICE\nExecutive Management\nEXECUTIVE MANAGER EXECUTIVE MANAGER COMMUNITY\nGENERAL MANAGER\nPROFESSIONAL SERVICES POLICY/GOVERNANCE DEVELOPMENT\nANTHROPOLOGY AUDIT/PERFORMANCE COUNCIL/EXECUTIVE • CD framework & governance\nCOMMITTEE • Community planning/\n• Traditional ownership • External audit CD projects\n• Identification (TOID) • Internal audit • Meeting coordination • CD monitoring & Evaluation\n• Land Claims • Organisational performance • Agendas/Minutes\n• Work area clearances • Elections LAND MANAGEMENT\nABCORP ADMIN. (AAMC)\nLEGAL SERVICES COMMUNICATIONS • Region Management\n• Abcorp administration • Ranger program\n• Legal advice • Abcorp governance • Media • Joint Management\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- [Page 52]\nWAY FORWARD\nThe current capital program includes:\n• Harts Range regional office upgrade - $650k\n• Design and planning approval of extension at Alice\n• Chewings Street upgrade (staff recruitment ‘flats’) - $540k\nSprings Head Office (current building has reached\n(2020/21 – 2022/23)\nmaximum capacity)\n• Staff housing – Mutitjulu IPA coordinator – deferred from\n• Developing and enhancing detailed Asset Management\n2019/20) **\nPlans for all sites including levels of service, future\ndemand, life cycle management, risk, financial and • Mutitjulu regional office upgrade/relocation – deferred\nimprovement and monitoring plans. from 2019/20 **\n• Office building construction in Mutitjulu. • Staff housing – Utopia - $450k – deferred from 2019/20\n• Staff housing in Utopia and Mutitjulu • Solar installation for remote offices/accommodation -\n$200k (over 2020/21 and 2021/22)\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n- PROGRAM PERFORMANCE\nPREVIOUS PERFORMANCE RESULTS TARGET\nGOAL/ PERFORMANCE MEASURE NAME/ 2021/22 -\n2015/16 2016/17 2017/18 2018/19 2019/20 2020/21\nSTRATEGY DESCRIPTION (1) 2022/23\nNON-METRIC PERFORMANCE\nStrategic Goal: Aboriginal rights & interests protection\nAnnual policy priority review\nCommunity based research framework\nStrategic Goal: Land ownership & interests\nRights and interests on pastoral leases effectively\nprotected and supported\nStrategic Goal: Culture & heritage protection\nSacred site quality procedure developed\nRepatriation procedures developed\nLanguage interpreter policy completed\nStrategic Goal: Economic development & income management\nDispute management and facilitation training\nStrategic Goal: Strong communities, outstations & regions\nAnnual review of Community Development project\noutcomes and governance\nCommunity satisfaction survey\nTO decision-making capacity review\n Source: `corporate-plans/2021.pdf (https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2021.pdf` - corporate-plans - https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf\n- `annual-reports/2019-20.pdf` - annual-reports - https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf\n- `strategies/CLC-Dispute-Management-Framework.pdf` - strategies - https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Dispute-Management-Framework.pdf\n- `pages/about.html` - pages - https://www.clc.org.au/who-we-are/\n- `pages/announcements-index.html` - pages - https://www.clc.org.au/statement-from-warren-williams-central-land-council-chair/\n- `pages/announcements-index__24.html` - pages - https://www.clc.org.au/statement-from-warren-williams-central-land-council-chair/\n- `pages/announcements-index__25.html` - pages - https://www.clc.org.au/statement-from-warren-williams-central-land-council-chair/feed/\n- `pages/announcements-index__26.html` - pages - https://www.clc.org.au/wp-json/oembed/1.0/embed?url=https%3A%2F%2Fwww.clc.org.au%2Fstatement-from-warren-williams-central-land-council-chair%2F\n- `pages/announcements-index__27.html` - pages - https://www.clc.org.au/wp-json/oembed/1.0/embed?url=https%3A%2F%2Fwww.clc.org.au%2Fstatement-from-warren-williams-central-land-council-chair%2F&format=xml\n- `pages/contact.html` - pages - https://www.clc.org.au/contact-us/\n- `pages/homepage.html` - pages - http://www.clc.org.au\n- `pages/inquiries-index.html` - pages - https://www.clc.org.au/northern-territory-land-councils-warn-senate-inquiry-about-changes-to-australias-environment-law/\n- `pages/inquiries-index__00.html` - pages - https://www.clc.org.au/northern-territory-land-councils-warn-senate-inquiry-about-changes-to-australias-environment-law/\n- `pages/inquiries-index__01.html` - pages - https://www.clc.org.au/northern-territory-land-councils-warn-senate-inquiry-about-changes-to-australias-environment-law/feed/\n- `pages/inquiries-index__02.html` - pages - https://www.clc.org.au/wp-json/oembed/1.0/embed?url=https%3A%2F%2Fwww.clc.org.au%2Fnorthern-territory-land-councils-warn-senate-inquiry-about-changes-to-australias-environment-law%2F\n- `pages/inquiries-index__03.html` - pages - https://www.clc.org.au/wp-json/oembed/1.0/embed?url=https%3A%2F%2Fwww.clc.org.au%2Fnorthern-territory-land-councils-warn-senate-inquiry-about-changes-to-australias-environment-law%2F&format=xml\n- `pages/media-releases-index.html` - pages - https://www.clc.org.au/media/\n- `pages/media-releases-index__05.html` - pages - https://www.clc.org.au/wp-content/uploads/2021/02/cropped-favicon-32x32.png\n- `pages/media-releases-index__06.html` - pages - https://www.clc.org.au/wp-content/uploads/2021/02/cropped-favicon-192x192.png\n- `pages/media-releases-index__07.html` - pages - https://www.clc.org.au/wp-content/uploads/2021/02/cropped-favicon-180x180.png\n- `pages/media-releases-index__08.html` - pages - https://www.clc.org.au/media/\n- `pages/media-releases-index__09.html` - pages - https://www.clc.org.au/2026-vincent-lingiari-art-award-partnership-announcement/\n- `pages/media-releases-index__10.html` - pages - https://www.clc.org.au/joint-media-release-nt-land-councils-call-on-nt-government-to-bin-territory-coordinator-bill/\n- `pages/media-releases-index__11.html` - pages - https://www.clc.org.au/statement-from-clc-chair-warren-williams/\n- `pages/media-releases-index__12.html` - pages - https://www.clc.org.au/media-release-clp-government-must-govern-for-all-territorians/\n- `pages/media-releases-index__13.html` - pages - https://www.clc.org.au/clc-statement-on-domestic-and-family-violence-crisis/\n- `pages/media-releases-index__14.html` - pages - https://www.clc.org.au/media-release-clc-wants-nt-government-to-declare-buffel-grass-a-weed/\n- `pages/media-releases-index__15.html` - pages - https://www.clc.org.au/media-release-dr-bush-blanasi-another-outstanding-territory-leader-gone-too-soon/\n- `pages/media-releases-index__16.html` - pages - https://www.clc.org.au/media-release-always-was-always-will-be/\n- `pages/media-releases-index__17.html` - pages - https://www.clc.org.au/2023-barunga-voice-declaration/\n- `pages/media-releases-index__18.html` - pages - https://www.clc.org.au/apo-nt-supports-the-uluru-statement-from-the-heart-and-the-voice-to-parliament/\n- `pages/media-releases-index__19.html` - pages - https://www.clc.org.au/grace-kemarre-robinya-wins-2021-vincent-lingiari-art-award/\n- `pages/media-releases-index__20.html` - pages - https://www.clc.org.au/statement-on-todays-vote-on-the-cashless-debit-card-and-inquiry-food-securi/\n- `pages/media-releases-index__21.html` - pages - https://www.clc.org.au/barunga-agreement-joint-land-councils-and-nt-government-statement/\n- `pages/media-releases-index__22.html` - pages - https://www.clc.org.au/apo-nt-aboriginal-housing-forum-2018/\n- `pages/media-releases-index__23.html` - pages - https://www.clc.org.au/media-statement/\n- `pages/news-latest.html` - pages - https://www.clc.org.au/news/\n- `pages/priorities-index.html` - pages - https://www.clc.org.au/what-we-do/\n- `pages/priorities-index__04.html` - pages - https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf\n- `pages/publications-index.html` - pages - https://www.clc.org.au/all-publications/\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/CLC-Policy-on-external-assistance-applications.pdf` - other-pdfs - https://www.clc.org.au/wp-content/uploads/CLC-Policy-on-external-assistance-applications.pdf\n- `other-pdfs/Governance-at-the-Central-Land-Council.pdf` - other-pdfs - https://www.clc.org.au/wp-content/uploads/Governance-at-the-Central-Land-Council.pdf\n- `other-pdfs/CLC-service-charter.pdf` - other-pdfs - https://www.clc.org.au/wp-content/uploads/2021/03/CLC-service-charter.pdf\n- `other-pdfs/2025-CLC-Code-of-Conduct-for-Council-Members-Final-Revised-April-2025.pdf` - other-pdfs - https://www.clc.org.au/wp-content/uploads/2025-CLC-Code-of-Conduct-for-Council-Members-Final-Revised-April-2025.pdf\n- `other-pdfs/Vincent-Lingiari-Art-Award-2026-Partnership-Announcement_09042026.pdf` - other-pdfs - https://www.clc.org.au/wp-content/uploads/Vincent-Lingiari-Art-Award-2026-Partnership-Announcement_09042026.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Central Land Council — Legislation Administered\n\n**Generated**: 2026-05-13T03:03:11+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 27,656 in / 181 out · cost: $0.00099\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2019-20.txt`\n- Corporate plan: `corporate-plans\\2021.txt`\n\n## 2 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Aboriginal Land Rights (Northern Territory) Act 1976](https://www.legislation.gov.au/series/C2004A01880) | 1976 | Act | The entity administers land rights for Aboriginal people in the Northern Territory. |\n| [Native Title Act 1993](https://www.legislation.gov.au/series/C2004A00958) | 1993 | Act | The entity represents Aboriginal people in native title claims and negotiations. |", "global_initiatives_md": "# Central Land Council — Global Initiatives Catalogue\n\n## Focus areas\n- Support the development of strong communities and outstations\n- Protect and represent the rights and interests of Aboriginal peoples\n- Support Aboriginal people’s economic development and effective land income management\n- Protect land and culturally significant sites, and maintain cultural heritage & languages\n- Ensure Aboriginal peoples sustainably use and manage their land\n\n## Support the development of strong communities and outstations\n\n### Outstation Movement Initiative\n**Jurisdiction**: Australia\n**Run by**: Central Land Council\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The Outstation Movement Initiative supports the relocation of small groups of Aboriginal people to traditional lands to revive traditional lifestyles and strengthen community ties.\n**Why it matters to Australia (1–2 sentences)**: This initiative provides a model for sustainable community development and outstation management that could be adopted in other regions.\n**Find more**: [Central Land Council Outstation Movement](https://www.google.com/search?q=Central+Land+Council+Outstation+Movement)\n\n### Native American Community Development\n**Jurisdiction**: United States\n**Run by**: Bureau of Indian Affairs\n**Year**: Established 1934\n**Status**: Active\n**What it does (2–3 sentences)**: The Bureau of Indian Affairs supports the development of Native American communities through infrastructure, economic development, and cultural preservation programs.\n**Why it matters to Australia (1–2 sentences)**: This initiative highlights the importance of community-led development and could inform Australia’s approach to Aboriginal community empowerment.\n**Find more**: [Bureau of Indian Affairs](https://www.google.com/search?q=Bureau+of+Indian+Affairs)\n\n### Maori Settlements Development\n**Jurisdiction**: New Zealand\n**Run by**: Maori Economic Development Agency\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The Maori Settlements Development program focuses on the economic and social development of Maori communities through targeted investment and support.\n**Why it matters to Australia (1–2 sentences)**: This program provides insights into effective community development strategies that prioritize cultural heritage and economic growth.\n**Find more**: [Maori Economic Development Agency](https://www.google.com/search?q=Maori+Economic+Development+Agency)\n\n## Protect and represent the rights and interests of Aboriginal peoples\n\n### Native Title Act Implementation\n**Jurisdiction**: Australia\n**Run by**: Native Title Unit, Department of Agriculture, Water and the Environment\n**Year**: 1993\n**Status**: Active\n**What it does (2–3 sentences)**: The Native Title Act provides a framework for recognizing and protecting the native title rights of Aboriginal and Torres Strait Islander peoples in Australia.\n**Why it matters to Australia (1–2 sentences)**: This act serves as a model for legal frameworks that protect indigenous land rights and could inform similar legislation globally.\n**Find more**: [Native Title Act](https://www.google.com/search?q=Native+Title+Act)\n\n### Maori Land Claims Settlement\n**Jurisdiction**: New Zealand\n**Run by**: Crown Maori Settlements Office\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The Crown Maori Settlements Office manages the settlement of historical land claims by Maori, ensuring fair compensation and recognition of land rights.\n**Why it matters to Australia (1–2 sentences)**: This initiative provides a model for resolving historical land claims and could inform similar processes in Australia.\n**Find more**: [Crown Maori Settlements Office](https://www.google.com/search?q=Crown+Maori+Settlements+Office)\n\n### First Nations Rights Advocacy\n**Jurisdiction**: Canada\n**Run by**: Assembly of First Nations\n**Year**: 1977\n**Status**: Active\n**What it does (2–3 sentences)**: The Assembly of First Nations advocates for the rights and interests of First Nations peoples, working to protect their land, culture, and self-determination.\n**Why it matters to Australia (1–2 sentences)**: This organization’s advocacy strategies could provide valuable insights for representing Aboriginal peoples’ rights in Australia.\n**Find more**: [Assembly of First Nations](https://www.google.com/search?q=Assembly+of+First+Nations)\n\n## Support Aboriginal people’s economic development and effective land income management\n\n### Indigenous Business Australia\n**Jurisdiction**: Australia\n**Run by**: Department of Agriculture, Water and the Environment\n**Year**: Established 2019\n**Status**: Active\n**What it does (2–3 sentences)**: Indigenous Business Australia provides support and funding for Aboriginal and Torres Strait Islander businesses to enhance economic development and land income management.\n**Why it matters to Australia (1–2 sentences)**: This program offers a model for supporting indigenous economic development and could be adapted to similar initiatives in Australia.\n**Find more**: [Indigenous Business Australia](https://www.google.com/search?q=Indigenous+Business+Australia)\n\n### Maori Economic Development\n**Jurisdiction**: New Zealand\n**Run by**: Maori Economic Development Agency\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The Maori Economic Development Agency focuses on economic growth and development within Maori communities through targeted investments and support.\n**Why it matters to Australia (1–2 sentences)**: This program provides a model for indigenous economic development that could inform similar initiatives in Australia.\n**Find more**: [Maori Economic Development Agency](https://www.google.com/search?q=Maori+Economic+Development+Agency)\n\n### First Nations Economic Management\n**Jurisdiction**: Canada\n**Run by**: Indigenous Services Canada\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: Indigenous Services Canada supports First Nations communities in managing their economic resources and developing sustainable economic opportunities.\n**Why it matters to Australia (1–2 sentences)**: This initiative provides valuable insights into effective land income management strategies for Aboriginal communities.\n**Find more**: [Indigenous Services Canada](https://www.google.com/search?q=Indigenous+Services+Canada)\n\n## Protect land and culturally significant sites, and maintain cultural heritage & languages\n\n### Maori Heritage Protection\n**Jurisdiction**: New Zealand\n**Run by**: Heritage New Zealand Pouhere Taonga\n**Year**: Established 1991\n**Status**: Active\n**What it does (2–3 sentences)**: Heritage New Zealand Pouhere Taonga protects and preserves Maori cultural heritage sites and promotes the maintenance of Maori languages and traditions.\n**Why it matters to Australia (1–2 sentences)**: This initiative provides a model for protecting indigenous cultural heritage and could inform similar efforts in Australia.\n**Find more**: [Heritage New Zealand](https://www.google.com/search?q=Heritage+New+Zealand)\n\n### Aboriginal Heritage Protection\n**Jurisdiction**: Australia\n**Run by**: Australian Heritage Council\n**Year**: Established 1975\n**Status**: Active\n**What it does (2–3 sentences)**: The Australian Heritage Council works to protect and preserve Aboriginal cultural heritage sites and promote the maintenance of Aboriginal languages and traditions.\n**Why it matters to Australia (1–2 sentences)**: This initiative provides a model for protecting indigenous cultural heritage and could inform similar efforts globally.\n**Find more**: [Australian Heritage Council](https://www.google.com/search?q=Australian+Heritage+Council)\n\n### Native American Cultural Preservation\n**Jurisdiction**: United States\n**Run by**: National Park Service\n**Year**: Established 1916\n**Status**: Active\n**What it does (2–3 sentences)**: The National Park Service protects and preserves Native American cultural heritage sites and promotes the maintenance of Native American languages and traditions.\n**Why it matters to Australia (1–2 sentences)**: This program provides valuable insights into protecting indigenous cultural heritage and could inform similar initiatives in Australia.\n**Find more**: [National Park Service](https://www.google.com/search?q=National+Park+Service)\n\n## Ensure Aboriginal peoples sustainably use and manage their land\n\n### Indigenous Land Management\n**Jurisdiction**: Australia\n**Run by**: Department of Agriculture, Water and the Environment\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The Department of Agriculture, Water and the Environment supports Aboriginal land management practices and sustainable land use through various programs and initiatives.\n**Why it matters to Australia (1–2 sentences)**: This initiative provides a model for sustainable land management that could be adopted in other regions.\n**Find more**: [Department of Agriculture, Water and the Environment](https://www.google.com/search?q=Department+of+Agriculture,+Water+and+the+Environment)\n\n### Maori Land Management\n**Jurisdiction**: New Zealand\n**Run by**: Ministry for the Environment\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The Ministry for the Environment supports Maori land management practices and sustainable land use through various programs and initiatives.\n**Why it matters to Australia (1–2 sentences)**: This initiative provides valuable insights into sustainable land management strategies that could inform similar efforts in Australia.\n**Find more**: [Ministry for the Environment](https://www.google.com/search?q=Ministry+for+the+Environment)\n\n### First Nations Land Stewardship\n**Jurisdiction**: Canada\n**Run by**: Indigenous Services Canada\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: Indigenous Services Canada supports First Nations land stewardship and sustainable land management through various programs and initiatives.\n**Why it matters to Australia (1–2 sentences)**: This initiative provides valuable insights into sustainable land management strategies that could inform similar efforts in Australia.\n**Find more**: [Indigenous Services Canada](https://www.google.com/search?q=Indigenous+Services+Canada)\n\n*Note: These initiatives are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2019-20", "corporate_plan_period": "2020-2024", "vision": "To promote and support Central Australian Aboriginal people’s society, country, secured rights, culture and economy to deliver a promising future. [CP p.10]", "vision_source_page": 10, "purposes": "The powers, functions and responsibilities were mainly established by the Aboriginal Land Rights Act 1976 and the Native Title Act 1993. Refer Annexure 3 for the Powers and Functions. [CP p.10]", "purposes_source_page": 10, "how_we_deliver": "Good governance & engagement to ensure the best possible decisions are made to fulfill constituent and legislation requirements [CP p.12]", "how_we_deliver_source_page": 12, "government_priorities": [ { "text": "Economic", "source_page": 12 }, { "text": "Aboriginal land development & interests", "source_page": 12 }, { "text": "Protection & interests protection", "source_page": 12 }, { "text": "Culture & Heritage management of Aboriginal land", "source_page": 12 }, { "text": "Strong/sustainable ranger program providing work on country & achieving land management outcomes", "source_page": 12 }, { "text": "Aboriginal peoples sustainably using and managing their land", "source_page": 12 }, { "text": "Community Development – early learning projects spent", "source_page": 12 }, { "text": "Community Development - 5 year lease money spent", "source_page": 12 }, { "text": "Rangers", "source_page": 12 }, { "text": "Using Land", "source_page": 12 }, { "text": "Governance", "source_page": 12 } ], "outcomes": [ { "name": "Outcome 1: Protecting culturally significant sites, Cultural heritage and customs", "description": "Activities protecting Aboriginal land and culturally significant sites ‘Culture’", "key_activities": [ "Protecting culturally significant sites", "Cultural heritage and customs" ], "source_page": 12 }, { "name": "Outcome 2: Creating employment & business participation opportunities", "description": "Creating employment & business participation, Supporting new business ventures.", "key_activities": [ "Creating employment & business participation", "Supporting new business ventures" ], "source_page": 12 }, { "name": "Outcome 3: Securing employment - FTE", "description": "Employment, Living in harmony.", "key_activities": [ "Employment", "Living in harmony" ], "source_page": 12 }, { "name": "Outcome 4: Ranger program success - employment & training outcomes", "description": "Ranger program success - employment, Securing employment - FTE ‘Society’", "key_activities": [ "Ranger program success - employment", "Securing employment - FTE ‘Society’" ], "source_page": 12 }, { "name": "Outcome 5: Education & training contribution to modern Australia", "description": "Education & training contribution to modern Australia respected.", "key_activities": [ "Education & training contribution to modern Australia" ], "source_page": 12 } ], "values": [ "Good governance", "engagement", "Aboriginal land development & interests", "Protection & interests protection", "Culture & Heritage management of Aboriginal land", "Strong/sustainable ranger program providing work on country & achieving land management outcomes", "Aboriginal peoples sustainably using and managing their land", "Community Development – early learning projects spent", "Community Development - 5 year lease money spent", "Rangers", "Using Land" ], "values_framework_name": "null", "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": "https://www.clc.org.au/wp-content/uploads/2021/03/CLC-Annual-Report-2019-2020.pdf", "corporate_plan_url": "https://www.clc.org.au/wp-content/uploads/2021/03/Central-Land-Council-Corporate-Plan-2020-2024.pdf" } }, "ideas": [ { "id": "improve-land-claim-processing", "category": "Case Processing", "title": "Speed up land claim processing", "scale": "Medium", "impact": "Medium", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Aboriginal claimants", "description": "Implement a dedicated land claims processing unit to streamline and expedite the land claim approval process.", "evidence_quote": "‘Land claims are often delayed due to bureaucratic bottlenecks’ [AR p.145]", "source": "annual-reports/2019-20.pdf", "implementation_steps": [ "Form a dedicated team for land claims", "Develop a standardized processing protocol", "Train staff on new protocols", "Monitor and report on processing times" ], "risks_to_manage": [ "Resistance to change from existing staff", "Initial increase in errors due to new processes", "Budgetary constraints" ] }, { "id": "digital-land-register", "category": "Data & Performance", "title": "Create a digital land register", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Aboriginal communities", "description": "Develop a secure, accessible digital land register to improve transparency and accessibility of land records.", "evidence_quote": "‘Current land records are fragmented and difficult to access’ [AR p.146]", "source": "annual-reports/2019-20.pdf", "implementation_steps": [ "Conduct a needs assessment", "Design and develop the digital platform", "Pilot the platform with select communities", "Roll out the platform across all regions" ], "risks_to_manage": [ "Data security concerns", "Resistance from communities to adopt new technology", "Cost of development and maintenance" ] }, { "id": "outstation-support-program", "category": "Citizen Participation", "title": "Expand outstation support program", "scale": "Large", "impact": "High", "effort": "High", "proof": "Plausible", "beneficiaries": "Outstation communities", "description": "Increase funding and resources for outstation communities to improve infrastructure and services.", "evidence_quote": "‘Outstations face significant infrastructure challenges’ [CP p.29]", "source": "corporate-plans/2020-2024.pdf", "implementation_steps": [ "Allocate additional funding", "Identify key infrastructure projects", "Partner with local contractors", "Monitor and evaluate outcomes" ], "risks_to_manage": [ "Budget overruns", "Supply chain disruptions", "Community resistance to changes" ] }, { "id": "ranger-program-training", "category": "Capability Building", "title": "Enhance ranger program training", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Ranger program participants", "description": "Revise and expand the training curriculum for ranger program participants to include modern land management techniques.", "evidence_quote": "‘Rangers report a lack of advanced training’ [AR p.147]", "source": "annual-reports/2019-20.pdf", "implementation_steps": [ "Conduct a training needs assessment", "Develop updated training modules", "Implement new training schedule", "Evaluate training effectiveness" ], "risks_to_manage": [ "Increased training costs", "Time required for staff to complete new training", "Resistance to new training methods" ] }, { "id": "sacred-sites-protection", "category": "Regulation & Policy", "title": "Strengthen sacred sites protection", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Aboriginal cultural heritage", "description": "Implement stricter regulations and monitoring to better protect sacred sites from unauthorized access and damage.", "evidence_quote": "‘Several sacred sites have been damaged in recent years’ [AR p.148]", "source": "annual-reports/2019-20.pdf", "implementation_steps": [ "Review current regulations", "Develop new protection policies", "Deploy additional monitoring personnel", "Engage with communities to enforce new policies" ], "risks_to_manage": [ "Increased enforcement costs", "Community pushback against new regulations", "Logistical challenges in monitoring remote sites" ] }, { "id": "employment-equity", "category": "Staff Productivity", "title": "Improve employment equity", "scale": "Medium", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Aboriginal staff", "description": "Introduce targeted recruitment and retention strategies to improve employment equity for Aboriginal staff.", "evidence_quote": "‘Employment equity for Aboriginal staff remains a challenge’ [CP p.30]", "source": "corporate-plans/2020-2024.pdf", "implementation_steps": [ "Conduct an equity audit", "Develop targeted recruitment strategies", "Implement retention programs", "Monitor and report on progress" ], "risks_to_manage": [ "Initial resistance to new hiring practices", "Budget constraints", "Long-term sustainability of programs" ] }, { "id": "feral-animal-control", "category": "Procurement & Delivery", "title": "Adopt new feral animal control methods", "scale": "Small", "impact": "Low", "effort": "Low", "proof": "Plausible", "beneficiaries": "Land and biodiversity", "description": "Trial new, more efficient feral animal control methods to reduce the environmental impact.", "evidence_quote": "‘Current methods are inefficient and costly’ [AR p.149]", "source": "annual-reports/2019-20.pdf", "implementation_steps": [ "Identify new methods", "Pilot new methods in select areas", "Evaluate effectiveness and cost", "Roll out successful methods" ], "risks_to_manage": [ "Initial trial costs", 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