{
  "entity_id": "O-000913",
  "folder": "Indigenous-Land-and-Sea-Corporation",
  "name": "Indigenous Land and Sea Corporation",
  "type": "Corporate Commonwealth Entity",
  "jurisdiction": "Commonwealth",
  "portfolio": "Prime Minister and Cabinet",
  "website": "http://ilsc.gov.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": 9,
    "n_artifacts": 21,
    "n_kpi_targets": 8,
    "n_kpi_results": 7,
    "n_outcomes": 3,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "published",
    "confidence": "high",
    "summary": "To assist Aboriginal and Torres Strait Islander peoples to acquire and manage land and water to generate economic, environmental, social or cultural benefits. [CP p.5]",
    "official_site_url": "http://ilsc.gov.au/",
    "source_documents": [
      {
        "type": "annual_report",
        "title": "ILSC Annual Report 2024-25 (pdf, 5.63 MB)",
        "url": "https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "ILSC Annual Report 2023-24 (pdf, 9.22 MB)",
        "url": "https://www.ilsc.gov.au/sites/default/files/2023-24-ilsc-annual-report_44.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "ILSC Annual Report 2022-23 (pdf, 5.09 MB)",
        "url": "https://www.ilsc.gov.au/sites/default/files/2022-23-ilsc-annual-report_44.pdf",
        "period": "2022-23",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "ILSC Annual Report 2021-22 (pdf, 6.04 MB)",
        "url": "https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf",
        "period": "2021-22",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "ILSC Annual Report 2020-21 (pdf, 22.38 MB)",
        "url": "https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf",
        "period": "2020-21",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "ILSC Corporate Plan 2025-26 (pdf, 5.06 MB)",
        "url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "period": "2025-26",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2024-25 (pdf, 4.17 MB)",
        "url": "https://www.ilsc.gov.au/sites/default/files/corporateplan_2024-25v2-b5-spread-2_44.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2023-24 (pdf, 1.43 MB)",
        "url": "https://www.ilsc.gov.au/sites/default/files/corporateplan_2023-24_final-pj-web_spreads-1_44.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2022-23 Strategy to 2026 (pdf, 4.53 MB)",
        "url": "https://www.ilsc.gov.au/sites/default/files/corporate-plan-2022-23-strategy-to-2026_44.pdf",
        "period": "2022-23",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2021-22 Strategy to 2025 (pdf, 4.55 MB)",
        "url": "https://www.ilsc.gov.au/sites/default/files/corporate-plan-2021-22-strategy-to-2025_44.pdf",
        "period": "2021-22",
        "confidence": "high"
      },
      {
        "type": "strategie",
        "title": "Performance Framework",
        "url": "http://ilsc.gov.au/sites/default/files/ilsc-performance-framework_externalforweb_v1.1_44.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "strategies/Innovate-Reconciliation-Action-Plan_Print-Repaired-Web-spreads.pdf",
        "url": "http://ilsc.gov.au/sites/default/files/2025-11/Innovate-Reconciliation-Action-Plan_Print-Repaired-Web-spreads.pdf",
        "period": "2025",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "ILSC Engagement Framework (Opens in a new tab/window)",
        "url": "https://www.ilsc.gov.au/sites/default/files/2026-02/ILSC%20Engagement%20Framework%20FINAL.pdf",
        "period": "2026",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Reconciliation Action Plan 2015-18 (pdf, 2.28 MB)",
        "url": "http://ilsc.gov.au/sites/default/files/2025-12/Indigenous-Land-Corporation-Reconciliation-Action-Plan-2015-2018%20%281%29.pdf",
        "period": "2025",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "ILSC Indigenous Employment Strategy (pdf, 403.09 KB)",
        "url": "http://ilsc.gov.au/sites/default/files/2025-12/Final-ILSC-Indigenous-Employment-Strategy-2023-2028_.pdf",
        "period": "2025",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "National Indigenous Land and Sea Strategy 2023-28 (pdf, 23.41 MB)",
        "url": "http://ilsc.gov.au/sites/default/files/fa-national-indigenous-land-and-sea-strategy-digital-3_44.pdf",
        "period": "2023",
        "confidence": "medium"
      }
    ],
    "purpose": {
      "text": "To assist Aboriginal and Torres Strait Islander peoples to acquire and manage land and water to generate economic, environmental, social or cultural benefits. [CP p.5]",
      "source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
      "source_page": 5,
      "source_deep_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=5"
    },
    "vision": {
      "text": "For Indigenous Australians to enjoy the rightful entitlements, opportunities and benefits that the return of Country and its management brings. [CP p.14]",
      "source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
      "source_page": 14,
      "source_deep_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=14"
    },
    "strategic_priorities": [
      {
        "title": "Enhanced socio-economic development, maintenance of cultural identity and protection of the environment by Indigenous Au",
        "description": "Enhanced socio-economic development, maintenance of cultural identity and protection of the environment by Indigenous Australians through the acquisition and management of land, water and water-related rights.",
        "source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "source_page": 19,
        "source_deep_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=19"
      }
    ],
    "values": [
      {
        "name": "Caring for Country",
        "description": "",
        "source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "source_page": null
      },
      {
        "name": "Self-determination",
        "description": "",
        "source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "source_page": null
      },
      {
        "name": "Partnership",
        "description": "",
        "source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "source_page": null
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Indigenous people are maintaining and growing the value, productivity of Country",
        "description": "Indigenous people are maintaining and growing the value, productivity of Country. [AR p.13]",
        "activities": [
          "investing in projects, providing funding for Indigenous peoples to acquire and manage land and water interests",
          "providing advice, training, knowledge and systems to support sustainable land and water management",
          "connecting Indigenous property holders with networks, markets, opportunities and partnerships"
        ],
        "source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "source_page": 13,
        "source_deep_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=13"
      },
      {
        "name": "Outcome 2: Indigenous people are owning and managing Country sustainably",
        "description": "Indigenous people are owning and managing Country sustainably. [AR p.13]",
        "activities": [
          "investing in projects, providing funding for Indigenous peoples to acquire and manage land and water interests",
          "providing advice, training, knowledge and systems to support sustainable land and water management",
          "connecting Indigenous property holders with networks, markets, opportunities and partnerships"
        ],
        "source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "source_page": 13,
        "source_deep_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=13"
      },
      {
        "name": "Outcome 3: Indigenous people are driving and influencing policy and opportunity for Country",
        "description": "Indigenous people are driving and influencing policy and opportunity for Country. [AR p.13]",
        "activities": [
          "investing in projects, providing funding for Indigenous peoples to acquire and manage land and water interests",
          "providing advice, training, knowledge and systems to support sustainable land and water management",
          "connecting Indigenous property holders with networks, markets, opportunities and partnerships"
        ],
        "source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "source_page": 13,
        "source_deep_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=13"
      }
    ],
    "performance_measures": [
      {
        "code": "KPI 1a",
        "measure": "Number of Indigenous staff directly employed across the ILSC Group",
        "target": "400",
        "latest_result": "Target met",
        "status": "Achieved",
        "target_source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "target_source_page": 42,
        "result_source_url": "https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf",
        "result_source_page": 19
      },
      {
        "code": "KPI 1b",
        "measure": "Number of Indigenous employment outcomes enabled by ILSC funded projects active in the financial year",
        "target": "500",
        "latest_result": "Target met",
        "status": "Achieved",
        "target_source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "target_source_page": 42,
        "result_source_url": "https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf",
        "result_source_page": 19
      },
      {
        "code": "KPI 2a",
        "measure": "Number of Indigenous trainees hosted / employed across the ILSC Group",
        "target": "150",
        "latest_result": "Target met",
        "status": "Achieved",
        "target_source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "target_source_page": 42,
        "result_source_url": "https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf",
        "result_source_page": 19
      },
      {
        "code": "KPI 2b",
        "measure": "Number of Indigenous training completions enabled by active projects",
        "target": "1000",
        "latest_result": "Target met",
        "status": "Achieved",
        "target_source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "target_source_page": 42,
        "result_source_url": "https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf",
        "result_source_page": 19
      },
      {
        "code": "KPI 3",
        "measure": "Number of Indigenous enterprises assisted by ILSC Group projects",
        "target": "50",
        "latest_result": "Target met",
        "status": "Achieved",
        "target_source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "target_source_page": 42,
        "result_source_url": "https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf",
        "result_source_page": 19
      },
      {
        "code": "KPI 4",
        "measure": "Proportion of ILSC Group projects commenced in the reporting period that maintained or protected Indigenous culture, heritage and/or the environment",
        "target": "50%",
        "latest_result": "Target met",
        "status": "Achieved",
        "target_source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "target_source_page": 42,
        "result_source_url": "https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf",
        "result_source_page": 19
      },
      {
        "code": "KPI 5",
        "measure": "Proportion of ILSC Group projects commenced in the reporting period that involved contributions from third parties (beyond immediate beneficiary group)",
        "target": "60%",
        "latest_result": "Target met",
        "status": "Achieved",
        "target_source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "target_source_page": 42,
        "result_source_url": "https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf",
        "result_source_page": 19
      },
      {
        "code": "KPI 6",
        "measure": "ILSC Group contribution to the Indigenous Estate (qualitative)",
        "target": "Qualitative measures",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf",
        "target_source_page": 42,
        "result_source_url": "https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf",
        "result_source_page": null
      }
    ],
    "document_alignment_terms": {
      "must_support": [
        "To assist Aboriginal and Torres Strait Islander peoples to acquire and manage land and water to generate economic, environmental, social or cultural benefits. [CP p.5]",
        "For Indigenous Australians to enjoy the rightful entitlements, opportunities and benefits that the return of Country and its management brings. [CP p.14]",
        "Enhanced socio-economic development, maintenance of cultural identity and protection of the environment by Indigenous Australians through the acquisition and management of land, water and water-related rights."
      ],
      "watch_terms": [
        "Number of Indigenous staff directly employed across the ILSC Group",
        "Number of Indigenous employment outcomes enabled by ILSC funded projects active in the financial year",
        "Number of Indigenous trainees hosted / employed across the ILSC Group",
        "Number of Indigenous training completions enabled by active projects",
        "Number of Indigenous enterprises assisted by ILSC Group projects",
        "Proportion of ILSC Group projects commenced in the reporting period that maintained or protected Indigenous culture, heritage and/or the environment",
        "Proportion of ILSC Group projects commenced in the reporting period that involved contributions from third parties (beyond immediate beneficiary group)",
        "ILSC Group contribution to the Indigenous Estate (qualitative)"
      ],
      "avoid_claiming_without_evidence": []
    },
    "review_note": ""
  },
  "strategy_brief_md": "# Indigenous Land and Sea Corporation — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf)\n**Corporate Plan**: [2025-26](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf)\n\n## Vision\n\n> For Indigenous Australians to enjoy the rightful entitlements, opportunities and benefits that the return of Country and its management brings. [CP p.14](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=14) [[CP p.14](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=14)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=14)]\n\n## Our purpose / purposes\n\n> To assist Aboriginal and Torres Strait Islander peoples to acquire and manage land and water to generate economic, environmental, social or cultural benefits. [CP p.5](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=5) [[CP p.5](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=5)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=5)]\n\n## How we deliver\n\n> We will continue our efforts to set up the organisation as a modern agency responsive to First Nations peoples’ diverse aspirations for maximising opportunities from land and water Country. [CP p.6](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=6) [[CP p.6](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=6)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=6)]\n\n## Government priorities for this department\n\n- Enhanced socio-economic development, maintenance of cultural identity and protection of the environment by Indigenous Australians through the acquisition and management of land, water and water-related rights. [[CP p.19](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=19)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=19)]\n\n## Outcomes\n\n### Outcome 1: Indigenous people are maintaining and growing the value, productivity of Country\nIndigenous people are maintaining and growing the value, productivity of Country. [AR p.13](https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=13) [[CP p.13](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=13)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=13)]\n\n**Key activities:**\n- investing in projects, providing funding for Indigenous peoples to acquire and manage land and water interests\n- providing advice, training, knowledge and systems to support sustainable land and water management\n- connecting Indigenous property holders with networks, markets, opportunities and partnerships\n\n### Outcome 2: Indigenous people are owning and managing Country sustainably\nIndigenous people are owning and managing Country sustainably. [AR p.13](https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=13) [[CP p.13](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=13)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=13)]\n\n**Key activities:**\n- investing in projects, providing funding for Indigenous peoples to acquire and manage land and water interests\n- providing advice, training, knowledge and systems to support sustainable land and water management\n- connecting Indigenous property holders with networks, markets, opportunities and partnerships\n\n### Outcome 3: Indigenous people are driving and influencing policy and opportunity for Country\nIndigenous people are driving and influencing policy and opportunity for Country. [AR p.13](https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=13) [[CP p.13](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=13)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=13)]\n\n**Key activities:**\n- investing in projects, providing funding for Indigenous peoples to acquire and manage land and water interests\n- providing advice, training, knowledge and systems to support sustainable land and water management\n- connecting Indigenous property holders with networks, markets, opportunities and partnerships\n\n## Values and principles\n\n_National Indigenous Land and Sea Strategy 2023-28_\n\n- Caring for Country\n- Self-determination\n- Partnership\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| KPI 1a | Number of Indigenous staff directly employed across the ILSC Group | 400 | [CP p.42](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42) |\n| KPI 1b | Number of Indigenous employment outcomes enabled by ILSC funded projects active in the financial year | 500 | [CP p.42](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42) |\n| KPI 2a | Number of Indigenous trainees hosted / employed across the ILSC Group | 150 | [CP p.42](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42) |\n| KPI 2b | Number of Indigenous training completions enabled by active projects | 1000 | [CP p.42](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42) |\n| KPI 3 | Number of Indigenous enterprises assisted by ILSC Group projects | 50 | [CP p.42](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42) |\n| KPI 4 | Proportion of ILSC Group projects commenced in the reporting period that maintained or protected Indigenous culture, heritage and/or the environment | 50% | [CP p.42](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42) |\n| KPI 5 | Proportion of ILSC Group projects commenced in the reporting period that involved contributions from third parties (beyond immediate beneficiary group) | 60% | [CP p.42](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42) |\n| KPI 6 | ILSC Group contribution to the Indigenous Estate (qualitative) | Qualitative measures | [CP p.42](https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42)(https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf#page=42) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| KPI 1a | Number of Indigenous staff directly employed across the ILSC Group | Target met | Achieved | [AR p.19](https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=19)(https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=19) |\n| KPI 1b | Number of Indigenous employment outcomes enabled by ILSC funded projects active in the financial year | Target met | Achieved | [AR p.19](https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=19)(https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=19) |\n| KPI 2a | Number of Indigenous trainees hosted / employed across the ILSC Group | Target met | Achieved | [AR p.19](https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=19)(https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=19) |\n| KPI 2b | Number of Indigenous training completions enabled by active projects | Target met | Achieved | [AR p.19](https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=19)(https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=19) |\n| KPI 3 | Number of Indigenous enterprises assisted by ILSC Group projects | Target met | Achieved | [AR p.19](https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=19)(https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=19) |\n| KPI 4 | Proportion of ILSC Group projects commenced in the reporting period that maintained or protected Indigenous culture, heritage and/or the environment | Target met | Achieved | [AR p.19](https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=19)(https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=19) |\n| KPI 5 | Proportion of ILSC Group projects commenced in the reporting period that involved contributions from third parties (beyond immediate beneficiary group) | Target met | Achieved | [AR p.19](https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=19)(https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf#page=19) |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Indigenous Land and Sea Corporation - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:51:42.514890+00:00\n**Entity ID**: O-000913\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Prime Minister and Cabinet\n**Website**: http://ilsc.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| corporate-plans | 5 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 10 |\n| strategies | 6 |\n\n## Executive Readout\n\n### Purpose\n\n- 07 08 11 12\nWelcome from What we do Our operating Our purpose\nthe Board and why environment: Our vision\n‘The Indigenous Estate’\n14 16 16 17\nOur pathways Outcome 1: Outcome 2: Outcome 3:\nof change Growing the value Owning and Preserving and protecting\nand productivity managing country culture through\nof country sustainably reconnection with country\n17 18 20 22\nOutcome 4: Our funding Our subsidiary Our partners\nDriving and influencing and program operations\npolicy and opportunity structure\nfor country\n25 26 28 30\nOur people and Our approach Portfolio Budget Our Strategic\ncapability to risk Statement Framework and\nDocuments\nThe ILSC Board, as the Accountable Authority of the Indigenous Land and Sea Corporation,\npresent the 2021-22 ILSC Corporate Plan, as required under paragraph 35(1)(b) of the Public\nGovernance, Performance and Accountability Act 2013 (PGPA Act).\n  Source: `corporate-plans/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/corporate-plan-2021-22-strategy-to-2025_44.pdf)`\n- [Page 2]\nContents\nWelcome from the Board 3\nWhat we do and why 6\nOur operating environment: Country* 9\nOur purpose 12\nOur vision 12\nOur guiding principles 12\nOur strategic priorities 12\nOur pathways of change 13\nOur targets 13\nOutcome One: Indigenous people are growing the value and\nproductivity of Country 14\nOutcome Two: Indigenous people are owning and managing\nCountry sustainably 16\nOutcome Three: Indigenous people are driving and influencing\npolicy and opportunity for Country 18\nOutcome Four: Indigenous people are preserving and protecting\nculture through reconnection with Country 20\nOur funding and program structure 22\nOur subsidiary operations 24\nOur partners 27\nOur people and capability 30\nOur approach to risk 32\nOur performance and reporting 35\nPortfolio Budget Statement 38\nOur strategic framework 41\nOur strategic documents 42\nOur theory of change/value creation 43\n  Source: `corporate-plans/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/corporateplan_2023-24_final-pj-web_spreads-1_44.pdf)`\n- [Page 12]\nCorporate Plan 2023–24 20 Corporate Plan 2023–24 21\nOutcome Four: Indigenous people are preserving Corporate Plan target PBS Performance Information\nCriteria# and other collected\nand protecting culture through reconnection with indicators\nCountry 50% of new projects annually will KPI4 On-ground management Type of activity;\ncontribute to the maintenance and/or activities purpose of activity;\nprotection of Indigenous culture, heritage, extent of activity\nObjectives\nand/or the environment\nIndigenous people: Improved access to No additional\nCountry and/or cultural information\n● have opportunity for increased on-Country practice of culture, use of language, sharing and transfer\nsites\nof traditional and conventional knowledge\n● are increasingly able to access culturally-safe social services and activities Culturally Type of service\n  Source: `corporate-plans/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/corporateplan_2023-24_final-pj-web_spreads-1_44.pdf)`\n- [Page 3]\nContents\nOur purpose 3\nAbout our Corporate Plan 3\nWelcome from the Board 4\nWhat we do and why 7\nOur operating environment: Country* 10\nOur vision 14\nOur guiding principles 14\nOur strategic priorities 14\nOur long-term outcomes* 15\nOur key activities/NILSS commitments 15\nOur targets 15\nOur actions 15\nStrategic priority 1 Returning Country 16\nStrategic priority 2 Managing Country 18\nStrategic priority 3 Sector leadership 20\nStrategic priority 4 Meaningful connection 22\nStrategic priority 5 Excellent service 24\nStrategic priority 6 Cultural leadership 26\nOur funding and program structure 28\nOur subsidiary operations 29\nOur partners 31\nOur people and capability 33\nOur approach to risk 34\nOur performance and reporting 37\nPortfolio Budget Statements 39\nOur strategic framework 41\nOur strategic documents 42\nOur theory of change/value creation 43\nFront cover photo Pollen Creek, Gayini\n  Source: `corporate-plans/2025-26.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf)`\n\n### Role and Functions\n\n- [Page 44]\nCorporate Plan 2025–26 42\nOur strategic documents\nNational Indigenous Land and Sea Strategy\n• ATSI Act\n• Our chief policy document (5 years)\n- Sets the ILSC’s strategic direction, guiding our functions and performance\n- Defines areas for ILSC investment through six strategic priorities and associated commitments\nRegional Indigenous Land and Sea Strategy\n• ATSI Act\n• Our regional policy documents (5 years)\n- Highlights regional opportunities aligned to the NILSS strategic priorities and commitments\nPortfolio Budget Statements\n(Prime Minister and Cabinet)\n• PGPA Act\n• What targets we expect to achieve with our funding\n- Annual statement setting out how the ILSC’s funding will\nbe expended over four years and how the impact of that\nexpenditure will be measured\nPerformance\nFramework\nCorporate Plan\n• PGPA Act\n• PGPA Act\n• Our monitoring,\n• What we do, where, why and how\n  Source: `corporate-plans/2025-26.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf)`\n- 07 08 11 12\nWelcome from What we do Our operating Our purpose\nthe Board and why environment: Our vision\n‘The Indigenous Estate’\n14 16 16 17\nOur pathways Outcome 1: Outcome 2: Outcome 3:\nof change Growing the value Owning and Preserving and protecting\nand productivity managing country culture through\nof country sustainably reconnection with country\n17 18 20 22\nOutcome 4: Our funding Our subsidiary Our partners\nDriving and influencing and program operations\npolicy and opportunity structure\nfor country\n25 26 28 30\nOur people and Our approach Portfolio Budget Our Strategic\ncapability to risk Statement Framework and\nDocuments\nThe ILSC Board, as the Accountable Authority of the Indigenous Land and Sea Corporation,\npresent the 2021-22 ILSC Corporate Plan, as required under paragraph 35(1)(b) of the Public\nGovernance, Performance and Accountability Act 2013 (PGPA Act).\n  Source: `corporate-plans/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/corporate-plan-2021-22-strategy-to-2025_44.pdf)`\n- [Page 31]\nOur strategic framework Our strategic documents\nNational Indigenous Land and Sea Strategy\nATSI Act\nOur broad strategic focus areas (5 years)\n> Chief policy document setting the ILSC’s strategic direction and guiding our performance and functions\n> Defines focus areas for ILSC investment which present Indigenous Australians with opportunities and/or\ncompetitive advantage\nRegional Indigenous Land and Sea Strategy\nATSI Act\nOur regional strategic focus areas (5 years)\n> Highlight regional opportunities aligned with the focus areas outlined in the NILSS\nCorporate Plan Performance\nFramework\nPGPA Act\nPGPA Act\nWhat we will do, where, why and how\nOur monitoring and\n> Primary planning document providing more detail\nevaluation approach\non implementing the NILSS direction\n> Includes operating context, key activities, > A combination of plans, measures,\nmethods and reporting\n  Source: `corporate-plans/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/corporate-plan-2021-22-strategy-to-2025_44.pdf)`\n- [Page 2]\nContents\nWelcome from the Board 3\nWhat we do and why 6\nOur operating environment: Country* 9\nOur purpose 12\nOur vision 12\nOur guiding principles 12\nOur strategic priorities 12\nOur pathways of change 13\nOur targets 13\nOutcome One: Indigenous people are growing the value and\nproductivity of Country 14\nOutcome Two: Indigenous people are owning and managing\nCountry sustainably 16\nOutcome Three: Indigenous people are driving and influencing\npolicy and opportunity for Country 18\nOutcome Four: Indigenous people are preserving and protecting\nculture through reconnection with Country 20\nOur funding and program structure 22\nOur subsidiary operations 24\nOur partners 27\nOur people and capability 30\nOur approach to risk 32\nOur performance and reporting 35\nPortfolio Budget Statement 38\nOur strategic framework 41\nOur strategic documents 42\nOur theory of change/value creation 43\n  Source: `corporate-plans/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/corporateplan_2023-24_final-pj-web_spreads-1_44.pdf)`\n- [Page 3]\nContents\nOur purpose 3\nAbout our Corporate Plan 3\nWelcome from the Board 4\nWhat we do and why 7\nOur operating environment: Country* 10\nOur vision 14\nOur guiding principles 14\nOur strategic priorities 14\nOur long-term outcomes* 15\nOur key activities/NILSS commitments 15\nOur targets 15\nOur actions 15\nStrategic priority 1 Returning Country 16\nStrategic priority 2 Managing Country 18\nStrategic priority 3 Sector leadership 20\nStrategic priority 4 Meaningful connection 22\nStrategic priority 5 Excellent service 24\nStrategic priority 6 Cultural leadership 26\nOur funding and program structure 28\nOur subsidiary operations 29\nOur partners 31\nOur people and capability 33\nOur approach to risk 34\nOur performance and reporting 37\nPortfolio Budget Statements 39\nOur strategic framework 41\nOur strategic documents 42\nOur theory of change/value creation 43\nFront cover photo Pollen Creek, Gayini\n  Source: `corporate-plans/2025-26.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf)`\n- [Page 13]\nOur strategic documents\nNational Indigenous Land and Sea Strategy\nATSI Act\nOur broad strategic focus areas (5 years)\n> Chief policy document setting the ILSC’s strategic direction and guiding our performance\nand functions\n> Defines focus areas for ILSC investment which present Indigenous Australians with\nopportunities and/or competitive advantage\nRegional Indigenous Land and Sea Strategy\nATSI Act\nOur regional strategic focus areas (5 years)\n> Highlight regional opportunities aligned with the focus areas outlined in the NILSS\nCorporate Plan Performance\nFramework\nPGPA Act\nPGPA Act\nWhat we will do, where, why and how\nOur monitoring and evaluation\n> Primary planning document providing more\ndetail on implementing the NILSS direction approach\n> Includes operating context, key activities, > A combination of plans, measures,\nmethods and reporting\nperformance measures, subsidiary\n  Source: `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)`\n\n### Strategic Priorities\n\n- [Page 19]\nCorporate Plan 2025–26 16 Corporate Plan 2025–26 17\nStrategic priority 1 Returning Country Corporate Plan target PBS Performance Information collected\nCriteria# and other\nindicators\nLong-term outcome alignments\nBy 2029, the ILSC will have acquired Deliverable 1 Interests Type of country; location type;\n1: Indigenous people are growing the value and productivity of Country 322† land or water-based interests since acquired size; RILSS region; purchase\ninception, for the benefit of Indigenous price and date; valuation price\n2: Indigenous people are owning and managing Country sustainably\ncorporations and date\nBy 2029, the ILSC will have returned a Deliverable 2 Interests Valuation price and date\nStrategic outcome total of 303† land or water-based interests granted\nto Indigenous care and control since\n  Source: `corporate-plans/2025-26.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf)`\n- [Page 44]\nCorporate Plan 2025–26 42\nOur strategic documents\nNational Indigenous Land and Sea Strategy\n• ATSI Act\n• Our chief policy document (5 years)\n- Sets the ILSC’s strategic direction, guiding our functions and performance\n- Defines areas for ILSC investment through six strategic priorities and associated commitments\nRegional Indigenous Land and Sea Strategy\n• ATSI Act\n• Our regional policy documents (5 years)\n- Highlights regional opportunities aligned to the NILSS strategic priorities and commitments\nPortfolio Budget Statements\n(Prime Minister and Cabinet)\n• PGPA Act\n• What targets we expect to achieve with our funding\n- Annual statement setting out how the ILSC’s funding will\nbe expended over four years and how the impact of that\nexpenditure will be measured\nPerformance\nFramework\nCorporate Plan\n• PGPA Act\n• PGPA Act\n• Our monitoring,\n• What we do, where, why and how\n  Source: `corporate-plans/2025-26.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf)`\n- We will:\n2023-24 priority\n● expand Indigenous rights and interests in Country (Returning Country)\nA key priority for this period is to realign the existing Deliverables and Key Performance Indicators – last\n● grow Indigenous-led initiatives on Country (Managing Country) reviewed and set in 2017-18 – to reflect the strategic direction set out by the NILSS 2023-28.\n● increase Indigenous influence on priority sectors (Sector leadership)\nThis will streamline our reporting and, along with the ongoing roll-out of our Value for Money evaluation\n● build beneficial partnerships (Meaningful connection) methodology, reflect our continued move away from measuring outputs (our activities) to measuring the\n● provide high-quality services (Excellent service) outcomes of those activities – that is, the change created for Indigenous people through our investments\nand aligned to Our pathways of change.\n  Source: `corporate-plans/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/corporateplan_2023-24_final-pj-web_spreads-1_44.pdf)`\n- The proportion of ILSC granted Number of granted assets vs returned Valuation price and date;\nActivities / NILSS commitments4 assets returned to the ILSC and/or or lost grants reason for return or loss\nlost to Indigenous care and control\nIn 2024-25 and forward years, the ILSC will: is decreasing year on year\n● support Indigenous people to drive systems change and remove barriers that limit success in managing 80% of all projects meet projected Number of projects with incomplete vs Output performance\nCountry and restrict self-determination over Country indicators (relates to all long-term complete projected indicators ratings\noutcomes)\n● improve our management service to provide access to the skills, knowledge, resources, partners, and\nThe extent of Indigenous Training participation Training type; course\nfunding required to sustainably manage Country\n  Source: `corporate-plans/2024-25.pdf (https://www.ilsc.gov.au/sites/default/files/corporateplan_2024-25v2-b5-spread-2_44.pdf)`\n- [Page 13]\nCorporate Plan 2024–25 22 Corporate Plan 2024–25 23\nStrategic priority 4 Meaningful connection Corporate Plan target PBS Performance Information collected\nCriteria# and other\nindicators\nLong-term outcome alignments\n60% of new projects will involve formal KPI 5 Collaboration Partner type; contribution\n1: Indigenous people are growing the value and productivity of Country partnerships and informal collaboration type; contribution value\n2: Indigenous people are owning and managing Country sustainably Extent of engagement, facilitation and advocacy KPI 6 ILSC contribution Event date, name and\nactivities to the Indigenous Estate location\n3: Indigenous people are preserving and protecting culture through reconnection with Country\nInvest in sponsorships to enhance the ability of Proponent name, date and\n  Source: `corporate-plans/2024-25.pdf (https://www.ilsc.gov.au/sites/default/files/corporateplan_2024-25v2-b5-spread-2_44.pdf)`\n- [Page 3]\nContents\nOur purpose 3\nAbout our Corporate Plan 3\nWelcome from the Board 4\nWhat we do and why 7\nOur operating environment: Country* 10\nOur vision 14\nOur guiding principles 14\nOur strategic priorities 14\nOur long-term outcomes* 15\nOur key activities/NILSS commitments 15\nOur targets 15\nOur actions 15\nStrategic priority 1 Returning Country 16\nStrategic priority 2 Managing Country 18\nStrategic priority 3 Sector leadership 20\nStrategic priority 4 Meaningful connection 22\nStrategic priority 5 Excellent service 24\nStrategic priority 6 Cultural leadership 26\nOur funding and program structure 28\nOur subsidiary operations 29\nOur partners 31\nOur people and capability 33\nOur approach to risk 34\nOur performance and reporting 37\nPortfolio Budget Statements 39\nOur strategic framework 41\nOur strategic documents 42\nOur theory of change/value creation 43\nFront cover photo Pollen Creek, Gayini\n  Source: `corporate-plans/2025-26.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf)`\n- [Page 28]\nCorporate Plan 2025–26 26\nStrategic priority 6 Cultural leadership\nLong-term outcome alignments\n1: Indigenous people are growing the value and productivity of Country\n2: Indigenous people are owning and managing Country sustainably\n3: Indigenous people are preserving and protecting culture through reconnection with Country\n4: Indigenous people are driving and influencing policy and opportunity for Country\nStrategic outcomes\n● The ILSC exemplifies cultural leadership, setting the standard for other government agencies and\npartners\n● Indigenous interests, aspirations, preferences and priorities are considered in all aspects of the ILSC’s\noperations\nKey activities / NILSS commitments\nIn 2025-26 and forward years, aligned to Our purpose, the ILSC will:\n● make our way of working more culturally appropriate with a focus on implementing the guiding principles\n  Source: `corporate-plans/2025-26.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf)`\n- [Page 29]\nCorporate Plan 2025–26 26 Corporate Plan 2025–26 27\nStrategic priority 6 Cultural leadership Corporate Plan target Performance indicators Information collected\nInvestment in culturally appropriate Indigenous Evaluation Framework Progress update (qualitative)\nLong-term outcome alignments\npractices developed; proponent-led\nevaluations underway\n1: Indigenous people are growing the value and productivity of Country\nDeliver the Indigenous Employment\n2: Indigenous people are owning and managing Country sustainably Strategy and Reconciliation Action\nPlan\n3: Indigenous people are preserving and protecting culture through reconnection with Country\n4: Indigenous people are driving and influencing policy and opportunity for Country\nStrategic outcomes\n● The ILSC exemplifies cultural leadership, setting the standard for other government agencies and\npartners\n  Source: `corporate-plans/2025-26.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf)`\n- By 2028, the ILSC will have\nreturned 275 land or water-based\ninterests to Indigenous care and\ncontrol since inception4\nPBS target 5 7 Exceeded Page 38\nDeliverable 1 Interests in land and\nwater/waters acquired\nPBS target 8 12 Exceeded Page 40\nDeliverable 2 Interests granted\nSTRATEGIC PRIORITY 2 MANAGING COUNTRY\nStrategic outcome Indigenous groups can readily access fit-for-purpose ILSC services that enable\nmanagement of Country on their own terms\n1, 2 PBS target 400 357 Substantially Page 45\nKPI 1a Number of Indigenous staff achieved\ndirectly employed across the ILSC\nGroup\nPBS target 300 596 Exceeded Page 45\nKPI 1b Number of Indigenous\nemployment outcomes enabled by\nILSC funded projects active in\nfinancial year\nPBS target 150 191 Exceeded Page 48\nKPI 2a Number of Indigenous\ntrainees hosted/employed across the\nILSC Group\n  Source: `annual-reports/2024-25.pdf (https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf)`\n- [pages 26,27,28]\nturned 275 land or water-based\ninterests to Indigenous care and\ncontrol since inception4\nPBS target 5 7 Exceeded Page 38\nDeliverable 1 Interests in land and\nwater/waters acquired\nPBS target 8 12 Exceeded Page 40\nDeliverable 2 Interests granted\nSTRATEGIC PRIORITY 2 MANAGING COUNTRY\nStrategic outcome Indigenous groups can readily access fit-for-purpose ILSC services that enable\nmanagement of Country on their own terms\n1, 2 PBS target 400 357 Substantially Page 45\nKPI 1a Number of Indigenous staff achieved\ndirectly employed across the ILSC\nGroup\nPBS target 300 596 Exceeded Page 45\nKPI 1b Number of Indigenous\nemployment outcomes enabled by\nILSC funded projects active in\nfinancial year\nPBS target 150 191 Exceeded Page 48\nKPI 2a Number of Indigenous\ntrainees hosted/employed across the\nILSC Group\n  Source: `annual-reports/2024-25.pdf (https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Regarding performance against the eight Corporate Plan measures (Table 1):\n● 1 and 2 are cumulative targets intended to track long-term trends relating to acquisitions,\ngrants and interests returned or lost to the Indigenous Estate; these are all on track.\n● 3 – the proportion of projects achieving all projected deliverables – has not been achieved\nagainst the target of 80 per cent.\n● 4 is an aggregate measure of participation in capability building activities intended to\ncomplement KPI 2a and 2b; there has been no target set for this measure, but fewer\nparticipations were reported overall this year compared with 2020-21.\n● 5 reports the proportion of projects that include activities intended to raise the profile of\nIndigenous culture; this target was significantly exceeded.\n● 6 is equivalent to KPI 4 which was not achieved.\n  Source: `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)`\n- [Page 34]\nTable 1 Overall ILSC performance against Corporate Plan and\nPortfolio Budget Statement targets\nOutcome /\nCorporate Plan and 2020-21 2020-21 Performance Page\npathway of\nPBS targets target actual summary reference\nchange\nIndigenous people Corporate Plan target\nare growing By 2024, the ILSC will have acquired 297 272 271 On track Page 24\nthe value and and returned 236 land or water-based\nproductivity of interests to the Indigenous Estate since\ncountry inception 222 221 On track Page 24\nPBS target\nDeliverable 1\nProperties acquired 7 6 Not achieved Page 22\nDeliverable 2\nProperties granted 8 7 Not achieved Page 24\nDeliverable 3\nActive projects 100 216 Achieved Page 28\nKPI 1a\nIndigenous staff directly employed by the 450 578 Achieved Page 39\nILSC Group\nKPI 1b\nIndigenous employees indirectly employed 250 353 Achieved Page 40\n(enabled through projects)\nKPI 3\n  Source: `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)`\n- [Page 35]\nOutcome /\nCorporate Plan and 2020-21 2020-21 Performance Page\npathway of\nPBS targets target actual summary reference\nchange\nIndigenous people Corporate Plan targets\nare preserving Indigenous Australians are supported to:\nand protecting\nculture through - experience improved access to country\nreconnection with and significant cultural sites\ncountry - gain access to culturally safe services n/a n/a To be n/a\nand activities reported\n- participate in events and activities 2021-22\nwhich strengthen and maintain culture*\nProportion of new active projects during\n2021-24 that contribute to raising the\nprofile of Indigenous communities\n20% 48.7% Achieved Page 46\nand their achievements in the broader\ncommunity\nPBS target KPI 4\nProportion of new projects enhancing 50% 58.5% Achieved Page 46\nIndigenous culture, heritage and the\nenvironment\nIndigenous people Corporate Plan targets\n  Source: `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)`\n- KPI 4 and KPI 5 targets were also both maintained at 2020-21 levels; KPI 4 was the only PBS\ntarget not achieved, but KPI 5 was achieved.\n  Source: `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)`\n- [Page 23]\nAnnual Report 2021–22 Part Two: ILSC Group Performance 21\nIndigenous people Corporate Plan targets <12.6% 11.96% On track Page 28\nare owning and\n2.The proportion of ILSC\nmanaging Country\ngranted assets returned to\nsustainably\nthe ILSC and/or lost to the\nIndigenous Estate is\ndecreasing year on year\n3.Proportion of projects 80% 70% Not achieved Page 23\nachieving all projected\ndeliverables\n4.The extent of Indigenous n/a 2,902 Target to be Page 47\nparticipation in and developed\ncompletion of capability 2022-23\nbuilding activities related to\nownership and/or\nmanagement of Country\nand/or enterprise\nPBS targets 150 194 Achieved Page 46\nKPI 2a\nIndigenous trainees hosted\nKPI 2b 800 1,099 Achieved Page 46\nIndigenous people training\ncompletions\nIndigenous people Corporate Plan targets 20% 68% Achieved Page 52\nare preserving and\n5.Proportion of new active\nprotecting culture\n  Source: `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)`\n- [pages 23,24,25,26]\n0 1,099 Achieved Page 46\nIndigenous people training\ncompletions\nIndigenous people Corporate Plan targets 20% 68% Achieved Page 52\nare preserving and\n5.Proportion of new active\nprotecting culture\nprojects during 2021-25 that\nthrough\ncontribute to raising the\nreconnection with\nprofile of Indigenous\nCountry\ncommunities and their\nachievements in the broader\ncommunity\n6.Indigenous Australians are as per KPI 4 Page 52\nsupported to:\n- maintain and/or protect\nCountry\n- experience improved\naccess to Country and\nsignificant cultural sites\n- gain access to culturally\nsafe services and activities\n- participate in events and\nactivities which strengthen\nand maintain culture\nPBS target KPI 4 50% 42% Not achieved Page 52\nProportion of new projects\nenhancing Indigenous\nculture, heritage and the\nenvironment\n  Source: `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)`\n- Results\nTable 13 KPI 2 Indigenous training\nPerformance Definition 2020-21 2020-21 2021-22 2021-22\ntarget\ntargets achieved targets achieved\nPBS target Number of Indigenous trainees 150 182 150 194\nKPI 2a directly hosted /employed across\nthe group\nPBS target Number of Indigenous training 800 1,593 800 1,099\nKPI 2b completions enabled by active\nprojects\nCorporate Number of Indigenous participants n/a 4,282 n/a* 2,902\nPlan target in and completion of capability\nbuilding activities related to\nownership and/or management of\nCountry and/or enterprise\n* Target to be developed for 2022-23\nAnalysis\nIn 2021-22, both KPI 2a and 2b training targets were exceeded, but the Corporate Plan\nmeasure did not exceed its baseline achievement set last year (Table 13).\n  Source: `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)`\n- [Page 56]\nAnnual Report 2021–22 Part Two: ILSC Group Performance 54\nAnalysis\nIn 2021-22, the target for KPI 4 (and equivalent Corporate Plan measure) was not quite achieved,\nwith 42 per cent of new active projects including cultural and environmental heritage aspects (Table\n15).\n  Source: `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)`\n- Achievement against CProorppoorrtaioten Pofla tnar mgeet aascuhrieevse rde latiPnegr ftoor mthaen pcero cploasrtsioifnic oatfi oanc quired interests\n(Table 4) compared with granted interests (Table 6) identifies that 243 of the 287 properties\n<70% Not achieved\nacquired since the ILSC’s inception have been granted (just under 85 per cent), representing a\nslight improvement fro7m0% th –e 8250%2 1-22 achievement of P j a u r s ti t a u lly n d ac e h r ie 8 v 4 e d p er cent, so the cumulative\ntarget remains on trac8k5. % – 100% Substantially achieved\nThe second Corporate1 0P0l%an measure (Table 6) tracksA cthhiee vperdo portion of granted assets returned to\nthe ILSC and/or lost from Country since ILSC inception.\n  Source: `annual-reports/2022-23.pdf (https://www.ilsc.gov.au/sites/default/files/2022-23-ilsc-annual-report_44.pdf)`\n- Achievement against Corporate Plan measures relating to the proportion of acquired interests\nPerformance target Definition 2021-22 2021-22 2022-23 2022-23\n(Table 4) compared with granted interests (Table 6) identifies that 243 of the 287 properties\ntargets achieved targets achieved\nacquired since the ILSC’s inception have been granted (just under 85 per cent), representing a\nPBS target KPI 3 Number of Indigenous 60 109 50 58\nslight improvement from the 2021-22 achievement of just under 84 per cent, so the cumulative\nenterprises assisted through\ntarget remains on track. active projects\nThe second Corporate Plan measure (Table 6) tracks the proportion of granted assets returned to\nAnalysis\nthe ILSC and/or lost from Country since ILSC inception.\n  Source: `annual-reports/2022-23.pdf (https://www.ilsc.gov.au/sites/default/files/2022-23-ilsc-annual-report_44.pdf)`\n- [Page 61]\nAAnnnnuuaall RReeppoorrtt 22002222––2233 PPaarrtt TTwwoo:: IILLSSCC GGrroouupp PPeerrffoorrmmaannccee 553993\nAThnea ltyasrgise t to grant eight land or water-based interests for Deliverable 2 was exceeded this year,\nwith nine grants achieved; of these, seven were acquired and granted simultaneously.4 All were\nIn 2022-23, the target for KPI 4 (and equivalent Corporate Plan measure) was substantially\ninterests in land, encompassing just under 532 hectares, and were valued collectively at $12.16\nachieved, with 45 per cent of new active projects including cultural and environmental heritage\nmillion.\naspects.\n  Source: `annual-reports/2022-23.pdf (https://www.ilsc.gov.au/sites/default/files/2022-23-ilsc-annual-report_44.pdf)`\n- Table 2 Rating structure for assessing ILSC performance\nProportion of target achieved Performance classification\n<70% Not achieved\n70% – 84% Partially achieved\n85% – 99% Substantially achieved\n100% Achieved\n>100% Exceeded\nTable 3 presents results against Corporate Plan and PBS targets along with performance ratings\n(as per Table 2), and mapped to the ILSC’s outcomes/pathways of change.\n  Source: `annual-reports/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/2023-24-ilsc-annual-report_44.pdf)`\n- Regarding performance against the eight Corporate Plan measures (Table 3):\n● 1 and 2 are cumulative targets intended to track long-term trends relating to acquisitions,\ngrants and interests returned or lost to Country; these are both on track.\n● 3 – the proportion of planned vs achieved deliverables – has been exceeded against the\ntarget of 80 per cent.\n● 4 is an aggregate measure of participation in capability-building activities intended to\ncomplement KPI 2a and 2b.\n  Source: `annual-reports/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/2023-24-ilsc-annual-report_44.pdf)`\n- The target was significantly exceeded, primarily due to the\ncontribution of a single project (see page 45); an excellent achievement.\n● 5 reports the proportion of projects that include activities intended to raise the profile of\nIndigenous culture; this target was significantly exceeded (see page 49) reflecting the ILSC’s\nsupport for projects promoting Indigenous culture.\n● 6 is equivalent to KPI 4 which was exceeded.\n● 7 – the proportion of new projects involving Indigenous Australians in decision-making\nstructures was exceeded.\n● 8 – a collaboration measure equivalent to KPI 5 – was substantially achieved.\n  Source: `annual-reports/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/2023-24-ilsc-annual-report_44.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $759,000 , 44 staff, 90 per cent | [Page 82]\nETNTAC CEO Peter Bednall and\nChair Gayle Reynolds Adamson\nNew home for Esperance Indigenous corporation\nmore than just a building, WA\nA commercial property in Esperance, WA became And with the Tjaltjraak Ranger Program responsible\nthe permanent new home for the business activities for the implementation of the Esperance Nyungar\nof the Esperance Tjaltjraak Native Title Aboriginal Healthy Country Plan, the ETNTAC estimates expansion\nCorpo | `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)` |\n| $42,445 , $4,963 , $47,408\n, $318,534 , $22,713 , $30,576 | [Page 59]\nAAnnnnuuaall RReeppoorrtt 22002244-–2255 Part Two: Performance 57 Part Five: People 139\nDana Board Director $42,445 - - $4,963 - - - $47,408\nRonan\nEstablishment in decision-making positions\nGrant Chief ICT $318,534 $22,713 - $30,576 $8,108 - - $379,931\nSayer Officer\nThis measure reflects the ILSC’s commitment to increasing Indigenous representation in decision-\nmMaakrinkg at all levInetlesr itmo Cdrhiiveef posi$ti4v0e2 s,8y7s0t6e ms- ch | `annual-reports/2024-25.pdf (https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf)` |\n| $34,211, , $225,613, 85 per cent | Annual revenue for this\nplaces the health and wellbeing of the Aboriginal\nfinancial year was $34,211, representing an\ncommunities in which we operate, in addition to\n85 per cent decrease from the previous year\nall its guests and staff, as a priority.\n($225,613). | `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)` |\n| $31 million, $1.2 million, $24 million, $42, 31 million, 1.2 million | This can occur at\nprojects attracted just over $31 million contributed times, because some potential funding partners\nby the Australian Government, State and Territory prefer to delay their commitment to a project\nGovernment (NT, NSW, Qld, WA and SA) and until after approval of other funding has been\nthe Westpac Foundation, plus in-kind capability attracted, to maximise project viability.\nassistance offered by two additional partners Finally, the | `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)` |\n| $104.5 million, $101.3 million, 104.5 million, 101.3 million | The ILSC Group had\ninterests (including the carrying on of\n$104.5 million in cash reserves and investments\nbusinesses), the ILSC Group incurs travel and\nat 30 June 2021 (30 June 2020: $101.3 million).\nstaff costs related to:\nThe funds are used towards functional and\n> conducting community consultations\noperational expenditure as well as servicing debt\nassociated with Ayers Rock Resort. > managing land, water-related or other\ninterests held by the | `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)` |\n| $22.3 million, $16.7 million, $13.3 million, $3.4 million, 22.3 million, 16.7 million | In summary, for a total ILSC project budget of $22.3 million, $16.7 million was leveraged from\nproponents and external partners – $13.3 million committed and $3.4 million not yet committed – in\naddition to significant in-kind capability and/or capacity assistance. | `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)` |\n| $45 million, 45 million | Table 39 summarises ATSILSFF – and formerly Land Account – funding to the ILSC since\nAASB 1055 does not apply to the ILSC due to the fact that:\nJuly 2004. • Voyages is classified as a Public Non-Financial Corporation and therefore is not included in the\nbudget presented to Parliament.\n• The budget presented to Parliament is a consolidation of the ILSC and its controlled entities\nThe ILSC will receive from the ATSILSFF, a minimum guaranteed annual | `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)` |\n| $2.88 million, 2.88 million | For the first time, the ILSC has added a rating structure (Table 2) to its Corporate Plan and Portfolio\nIn addition, two interests acquired in previous years were granted, encompassing just over 250\nBudget Statement (PBS) 2022-23 measures and associated targets.\nhectares and valued collectively at $2.88 million. | `annual-reports/2022-23.pdf (https://www.ilsc.gov.au/sites/default/files/2022-23-ilsc-annual-report_44.pdf)` |\n| $2.88 million, 2.88 million | For annual reporting purposes, the ILSC defines ‘active’ projects as meeting one or more of\nIn adtdhiteio fno,l lotwwoin ign tfeoruers tcsr iatecrqiau;i rtehda ti nth per epvroiojeucst :y ears were granted, encompassing just over 250\nhectares and valued collectively at $2.88 million.\n● has been in the ‘implementation’ stage at any time during the financial year\nTable 7 provides more information on each of the interests granted.\n● relates to a lan | `annual-reports/2022-23.pdf (https://www.ilsc.gov.au/sites/default/files/2022-23-ilsc-annual-report_44.pdf)` |\n| $2.88 million, 2.88 million | Project name Savanna Fire Management Complete the research required to extend the\nIn addition, two interests acquired in previous years were granted, encompassing just over 250\n500mm method extension research$ savanna fire management methodology into the\nhectares and valued collectively at $2.88 million. northern Tanami Desert, enabling Indigenous\nProponent Desert Support Services Pty Ltd\naccess to substantial carbon abatement benefits,\nTable 7S | `annual-reports/2022-23.pdf (https://www.ilsc.gov.au/sites/default/files/2022-23-ilsc-annual-report_44.pdf)` |\n| $42,445 , $4,963 , $47,408\n, $318,534 , $22,713 , $30,576 | [Page 26]\nAAnnnnuuaall RReeppoorrtt 22002244-–2255 Part Two: Performance 24 Part Five: People 139\nDana Board Director $42,445 - - $4,963 - - - $47,408\nRonan\nTable 3 Performance against 2024-25 Corporate Plan and Portfolio Budget Statements targets\nGrant Chief ICT $318,534 $22,713 - $30,576 $8,108 - - $379,931\nLSoanyegr- term COoffripceorr ate Plan and PBS targets 2024- 2024-25 Performance Page\no M u a t r c k o me(s) Interim Chief $402,8706 - 25 | `annual-reports/2024-25.pdf (https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf)` |\n| $37.7 million, 37.7 million | Baldivis Farm Greenhouse will result the ILSC received $37.7 million in financial relief\nin Indigenous ownership of a horticulture supply to help subsidiary businesses, Voyages and\nchain and Djanaba Farm seeks to further develop the National Centre of Indigenous Excellence\nan existing native food production business that (NCIE) survive the impacts of the pandemic\nwill also offer workshops and experiences to and associated restrictions, better pos | `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)` |\n| $35 million, 35 million | At 30 June 2021, the ILSC\nGroup held 45,928 head of livestock at a value The ILSC experiences variances between budget\nof $35 million. | `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)` |\n| $2.1\nbillion, 2.1\nbillion | Funding\n• a separate individual budget is not presented to Parliament for that entity;\nis to be released to the ILSC annually through the ILSC Funding Special Account in accordance\nthat entity’s budget is not regarded as having been presented to Parliament and therefore the\nwith section 20(3) oenft itthy eis nAoTt rSeqIuLirSedF tFo rAepcotr.t Tthhe ebu bdgaeltaarnyc inefo ormf atthioen sApTecSifiIeLdS inF thFis aStta n3d0a rdJ.une 2022 was $2.1\nb | `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)` |\n| $6.8 million, $1.8 million, $0.3 million, $2.2 million, 6.8 million, 1.8 million | This\nPitjantjatjara and Yankunytjatjara communities reported EBITDA also includes $6.8 million in\nin the vicinity of Ayers Rock Resort through expenses associated with Voyages’ Indigenous\nimproved health and education and greater employment and training programs, and related\neconomic participation. contributions of $1.8 million from the ILSC;\nIn 2020-21 the ILSC continued to underwrite $0.3 million from the Real Jobs Program (via\noperating and ca | `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)` |\n| $390 million, $27 million, 390 million, 27 million | At that date, the fair value of these assets\nthe ATSI Act exempts the ILSC from complying\nwas assessed to be $390 million, representing a\nwith section 59(1) of the Public Governance,\nfair value increase of $27 million compared with\nPerformance and Accountability Act 2013 (PGPA\nthe 2019-20 valuation. | `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)` |\n| $16.7 million, $13.3 million, $3.4 million, 16.7 million, 13.3 million, 3.4 million | Through our focus on partnerships, we have leveraged $16.7 million investment into Indigenous-\nheld land and water assets from proponents and external partners – $13.3 million committed and\n$3.4 million pledged – in addition to significant in-kind capability and/or capacity assistance. | `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)` |\n| $4.8 million, $1.8\nmillion, $0.3 million, $3.2 million, $0.2 million, 4.8 million | The reported EBITDA in 2021-22 also includes $4.8 million in expenses associated with\nVoyages’ Indigenous employment and training programs, and related contributions of $1.8\nmillion from the ILSC; $0.3 million from the Real Jobs Program (via the ILSC); $3.2 million\nfrom NIAA; and $0.2 million from the Qld and NT Governments. | `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)` |\n| 80 per cent | Regarding performance against the eight Corporate Plan measures (Table 1):\n● 1 and 2 are cumulative targets intended to track long-term trends relating to acquisitions,\ngrants and interests returned or lost to the Indigenous Estate; these are all on track.\n● 3 – the proportion of projects achieving all projected deliverables – has not been achieved\nagainst the target of 80 per cent.\n● 4 is an aggregate measure of participation in capability build | `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)` |\n| 42 per cent | [Page 56]\nAnnual Report 2021–22 Part Two: ILSC Group Performance 54\nAnalysis\nIn 2021-22, the target for KPI 4 (and equivalent Corporate Plan measure) was not quite achieved,\nwith 42 per cent of new active projects including cultural and environmental heritage aspects (Table\n15). | `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)` |\n\n## Key Achievements\n\n- [Page 11]\nCorporate Plan 2023–24 18 Corporate Plan 2023–24 19\nOutcome Three: Indigenous people are driving Corporate Plan target PBS Performance Information collected\nCriteria# and other\nand influencing policy and opportunity for indicators\nCountry 60% of new projects will involve formal KPI 5 Collaboration Partner type; contribution\npartnerships and informal collaboration type; contribution value\nObjectives\nThe number of Indigenous people and/or KPI 6 ILSC Description of sponsorship,\n● Indigenous people are active and informed participants in relevant policy, research, and decision- corporations established in decision-making contribution to the policy formation and sector\nmaking and driving opportunities for Country. structures across geography, industry or sector Indigenous Estate development activities\nleadership bodies assisted by ILSC investment is supported by the ILSC\n  Source: `corporate-plans/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/corporateplan_2023-24_final-pj-web_spreads-1_44.pdf)`\n- Action Due\n20% of new active projects will contribute to raising Identify and describe No additional\nthe profile of Indigenous communities and their information 3.1 Establish a new, dedicated ILSC team to lead this priority Jan 2024\nachievements in the broader community 3.2 Develop a draft strategic approach for each sector that guides ILSC action over June 2024\n30% of new active projects drive policy and KPI 6 ILSC contribution to % qualifying projects the next 4 years to drive progress at scale\nopportunity for Indigenous Australians the Indigenous Estate and description of\n3.2a Finalise a strategic approach for each sector June 2025\n40% of new active projects have transformative\nactivities\n3.3 To support strategy development, consult with key stakeholders in each sector to June 2024\nelements intended to drive planned and ongoing\n  Source: `corporate-plans/2024-25.pdf (https://www.ilsc.gov.au/sites/default/files/corporateplan_2024-25v2-b5-spread-2_44.pdf)`\n- [Page 36]\nDeliverable 1 Interests in land and water/waters acquired\nDeliverable 1 reports achievement towards the ILSC’s core land and water acquisition functions and\nis a progress indicator associated with the following outcomes / pathways of change and associated\nactivities, objectives and targets from the ILSC Corporate Plan:\n1: Indigenous people are growing the value and productivity of country\nResults\nTable 2 Performance against Deliverable 1 Interests in land and water/waters acquired\nPerformance 2019-20 2019-20 2020-21 2020-21\nDefinition\ntarget targets achieved targets achieved\nPBS Target Interests in land and water/waters 5 9 7 6\nDeliverable 1 acquired\nCorporate Plan By 2024, the ILSC will have n/a 265 272 271\ntarget acquired 297 land or water-\nbased interests on behalf of the\nIndigenous Estate since inception\nAnalysis\n  Source: `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)`\n- [Page 110]\nOther 2020-21 highlights included: Indigenous employment and training\n> 41 Aboriginal women attended four My Big See the Annual Performance Statement (page\nIdea sessions, an all-female organisation 13) for more information.\nmentoring Indigenous women to develop new\nbusiness ideas; eight continued on to Sister Looking forward\nSchool’s Incubation Phase\n2020-21 continued to focus on transforming\n> NAIDOC @ NCIE in November comprised\nNCIE’s operations to a sustainable economic\na week of predominantly online events\nbusiness model to support the objective of\nincluding a virtual Smoking Ceremony,\ndivesting the site to an Indigenous entity.\ntwo Panel Discussions and a live-streamed\nThrough social impact, financial viability, internal\nChildren’s Story Time with social media\nculture and partnerships, the NCIE site continued\nchannels reaching 167,161 people and over\n  Source: `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)`\n- [Page 28]\nAnnual Report 2021–22 Part Two: ILSC Group Performance 26\nDeliverable 1 Interests in land and\nwater/waters acquired\nDeliverable 1 reports achievement towards the ILSC’s core land and water acquisition functions\nand is a progress indicator associated with the following outcome/pathways of change and\nassociated activities, objectives and targets from the ILSC Corporate Plan:\n1: Indigenous people are growing the value and productivity of Country\nResults\nTable 3 Performance against Deliverable 1 Interests in land and water/waters acquired\nPerformance Definition 2020-21 2020-21 2021-22 2021-22\ntarget\ntargets achieved targets achieved\nPBS Target Interests in land and water/waters 7 6 8 8\nDeliverable 1 acquired\nCorporate Plan By 2025, the ILSC will have 272 271 280 279\ntarget acquired 291 land or water-based\ninterests on behalf of Indigenous\ncorporations since inception\nAnalysis\n  Source: `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)`\n- The majority of these were proactively carrying out ‘formal,\nTable 7 provides more information on each of the interests granted.\nregular’ (44 per cent), or ‘informal, occasional’ (31 per cent) project plan reviews to identify lessons,\neAmcheiergvienmg erinstk sa goar inosptp Coroturpnoitriaetse, aPnladn t om meaaskuer edse creisliaotninsg a tboo tuhte a pdrjoupsotmrteionnt so tfo a icmqpuriroevde inotuetrceosmtse s.\n(Table 4) compared with granted interests (Table 6) identifies that 243 of the 287 properties\nReported activities focused on the importance of holding regular meetings with all stakeholders\nacquired since the ILSC’s inception have been granted (just under 85 per cent), representing a\n(including the ILSC and other government agencies) to manage timeframes, budgets, set targets,\nslight improvement from the 2021-22 achievement of just under 84 per cent, so the cumulative\n  Source: `annual-reports/2022-23.pdf (https://www.ilsc.gov.au/sites/default/files/2022-23-ilsc-annual-report_44.pdf)`\n- AchieRveeaml eJnotb asg aPirnosgt rCaomrp orate Plan measures relating to the proportion of acquired interests\n(Table 4) compared with granted interests (Table 6) identifies that 243 of the 287 properties\nAs stated earlier, the Real Jobs Program core objective is to employ and train Indigenous\nacquired since the ILSC’s inception have been granted (just under 85 per cent), representing a\npeople and to build individual capacity to take up employment outside the program.\nslight improvement from the 2021-22 achievement of just under 84 per cent, so the cumulative\nDuring 2022-23, 445 training courses were completed by 128 Indigenous participants,\ntarget remains on track.\nrepresenting over 64 per cent of the total training completions reported for KPI 2b across the\nThe second Corporate Plan measure (Table 6) tracks the proportion of granted assets returned to\nILSC Group.\n  Source: `annual-reports/2022-23.pdf (https://www.ilsc.gov.au/sites/default/files/2022-23-ilsc-annual-report_44.pdf)`\n- Table 20 NILSS Action Plan (2024) completion\nNILSS action status Complete\nComplete 13 (42%)\nOn track 15 (48%)\nBehind 3 (10%)\nSome highlights from delivering the first year of the NILSS 2023-28 included the:\n● establishment of a National Programs Team to lead the Sector Leadership priority within the\nNILSS and several of the cross-regional activities\n● set up of internal processes to support effective governance over the NILSS including\nprogress tracking, regular reporting, and a governing Steering Committee\n● successful return of eight interests, acquisition of eight interests, and the business-as-usual\ndelivery of the Real Jobs Program and the Savanna Fire Management Program\n● publication of new Regional Indigenous Land and Sea Strategies 2024-28 for our Central,\nEastern and Western regions\n● commencement of internal reviews of the Our Country Our Future funding program and how\n  Source: `annual-reports/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/2023-24-ilsc-annual-report_44.pdf)`\n- Entered into Altus\nCountry\n6 Amount represents fees paid to a third party to engage Mr Watson as Interim Chief Financial Officer.\n*Deliverable 3 - Number of active projects (relates to all of the above)\nLong-term outcome: Preserving and protecting Indigenous culture\nCorporate PBS Deliverables*, KPIs Additional information Information source/\nPlan targets and other indicators collected Storage location\nOn-ground Type of activity;\nmanagement purpose of activity; Proponent progress reporting\nactivities extent of activity Entered into Altus\nKPI 4\n50% of new projects Improved access to No additional Proponent progress reporting\nwill contribute to Country and/or information Entered into Altus\nmaintenance/ cultural sites\nprotection of\nIndigenous culture,\nheritage and/or the Culturally safe/ Proponent progress reporting\nenvironment appropriate services Type of service Entered into Altus\n  Source: `annual-reports/2024-25.pdf (https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf)`\n- It aligns to the NILSS strategic priority Returning Country and is a progress indicator associated\nwith the following outcome/pathways of change and associated objectives, activities and targets\nfrom the ILSC Corporate Plan:\n1: Indigenous people are growing the value and productivity of Country\nResults\nTable 4 summarises achievements against Deliverable 1 for 2023-24.\n  Source: `annual-reports/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/2023-24-ilsc-annual-report_44.pdf)`\n- In\n> In the period to 2025, 20% of projects will relation to this pathway, the ILSC will support\ncontribute to raising the profile of Indigenous Indigenous Australians to:\ncommunities and their achievements in the\n- experience improved access to country and\nbroader community.\nsignificant cultural sites\n- gain access to culturally-safe services and\nactivities\nIn 2021-22 and forward years, the ILSC will:\n- participate in events and activities which\n> Actively facilitate, negotiate and advocate on strengthen and maintain culture\nbehalf of Indigenous Australians to improve\n> 20% of projects will contribute to raising the\nIndigenous contribution to, and leadership of,\nprofile of Indigenous communities and their\npolicies affecting the Indigenous Estate\nachievements in the broader community.\n> Develop strategic projects that maximise\nopportunities for Indigenous participation and\n  Source: `corporate-plans/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/corporate-plan-2021-22-strategy-to-2025_44.pdf)`\n- It is also worth noting that KPI 2b, KPI 3 and\nOverall, while our data shows a slight decline\nKPI 4 were exceeded at levels commensurate\nfrom recent years, the ILSC has met (or\nwith pre-COVID-19 achievements.\nexceeded) a total of six of nine of its targets\nMeanwhile, the eight targets from the ILSC’s\nfor Deliverables and KPIs set out under the PBS\nCorporate Plan 2020-21, which are in addition to\n2020-21.\nthe PBS targets, have been introduced for the\nThe ILSC is very proud of its progress in 2020-\nfirst time in the 2020-21 Performance Statement.\n  Source: `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- 112\nStrategic and operational planning ..................................................................................................................114\nProcurement .................................................................................................................................................................115\nService standards .......................................................................................................................................................115\nAssurance and risk management ......................................................................................................................115\nAudit .................................................................................................................................................................................116\nExternal Scrutiny ....................................\n  Source: `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)`\n- Table 20 Audit and Risk Committee, 2020-21\nNumber of\nTotal annual\nMember Appointment meetings\nremuneration\nattended\nMs Karen Prentis, From: 2 of 2 14,583\nIndependent Chair 2 Feb 2021\nAs a highly experienced non-executive director and To:\nChair, Karen has extensive experience in providing 1 Feb 2024\nleadership in the development of strong corporate\ngovernance, risk management, compliance and\nstrategic thinking for significant organisations in both\npublic and private sectors.\n  Source: `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)`\n- Mr Anthony Evans, From: 2 of 2 9,375\nIndependent Member 2 Feb 2021\nTony Evans has extensive financial, audit, risk and To:\ngovernance experience as a senior executive and non- 1 Feb 2024\nexecutive director in the resources, health, insurance,\nfinancial services, property, education, government and\nnot-for-profit sectors.\n  Source: `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)`\n- Director P Crossin, From: 5 of 5 9,423\nILSC Director* 23 Oct 2019\nSee Director statement, page 104 To:\n1 Feb 2022\nDirector R Ah-See, From: 2 of 3 9,062\nILSC Director* 15 Jul 2020\nSee Director statement, page 103 Resigned:\n1 Feb 2021\n* Audit and Risk Committee membership remuneration is also included within\nKey Management Personnel remuneration\nANNUAL REPORT 2020-2021 | 109\n  Source: `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)`\n- [Page 125]\nILSC Organisational Chart\n30 June 2020\nILSC Board\nExecutive Assistant\nto ILSC Chair\nILSC GROUP CHIEF EXECUTIVE OFFICER\nExecutive Assistant to\nthe ILSC Group CEO\nExecutive Chief Group Executive\nAgribusiness\nDirector Operating General Director\nOperations\nPrograms Officer Counsel Corporate\nProgram\nGovernance Legal Finance\nDelivery\nRisk and Information\nPolicy, Strategy\nCentral Internal Communication\nand Performance\nDivisional Audit and Technology\nOffice\nMedia and People and\nEastern Communications Capability\nDivisional\nOffice\nCarbon and\nWestern Environment\nHR\nDivisional\nOffice\nWH&S\nAgribusiness\nInvestments\nANNUAL REPORT 2020-2021 | 111\n  Source: `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)`\n- Table 27 ILSC Key Management Personnel – appointments and tenure\nName Position title Term as KMP\nRoy Ah-See ILSC Board Full year\nLeo Bator Executive Director Strategic Initiatives Ceased 16.09.2020\nPatricia Crossin ILSC Board and Audit and Risk Committee Full year\nTrevor Edmond Group General Counsel8 Full year – Acting Group CEO\n27.11.2020 to 03.12.2020\nEdward Fry ILSC Board – Chair Full year\nTimothy Larkin Executive Director Programs9 Part year – from 01.06.2021\nBruce Martin ILSC Board Full year\nJoseph Morrison Group Chief Executive Officer Part year – Appointed 18.01.2021\nDonna Odegaard ILSC Board Full year\nAnthony Piantadosi Acting Group Director People and Culture10 Part year – Ceased as KMP\n12.05.2021\nTimothy Price Group Chief Information Officer11 Part year – Ceased as KMP\n29.04.2021\nDavid Silcock Executive Director Corporate12 Full year – Group Chief\nFinancial Officer 25.06.\n  Source: `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)`\n- Table 28 ILSC Key Management Personnel – appointments and tenure\nName Position Title Term as KMP\nRoy Ah-See ILSC Board Full year\nNigel Browne ILSC Board Part year – appointed 28.10.2021\nPatricia Crossin ILSC Board and Audit and Risk Part year – ceased 27.10.2021\nCommittee\nTrevor Edmond Group General Counsel Full year\nClaire Filson ILSC Board Part year – appointed 06.08.2021\nEdward Fry ILSC Board – Chair Part year – ceased 30.11.2021\nIan Hamm ILSC Board – Chair Part year – appointed 01.12.2021\nKathryn Healy ILSC Board Part year – appointed 28.10.2021\nTimothy Larkin Executive Director Programs Full year\nBruce Martin ILSC Board Part year – ceased 21.10.2021\nKristy Masella ILSC Board Part year – appointed 16.03.2022\nJoseph Morrison Group Chief Executive Officer Full year\nDonna Odegaard ILSC Board Part year – ceased 27.10.2021\nLynette (Gail) ILSC Board Part year – appointed 04.01.2022\n  Source: `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)`\n- Table 2 Rating structure for assessing ILSC performance\nProportion of target achieved Performance classification\n<70% Not achieved\n70% – 84% Partially achieved\n85% – 99% Substantially achieved\n100% Achieved\n>100% Exceeded\nTable 3 presents results against Corporate Plan and PBS targets along with performance ratings\n(as per Table 2), and mapped to the ILSC’s outcomes/pathways of change.\n  Source: `annual-reports/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/2023-24-ilsc-annual-report_44.pdf)`\n- [Page 94]\nAnnual Report 2023–24 Annual Report 2023–24 Part Four: Governance 92 Part Four: Governance 93\nTable 26 Audit and Risk Committee, 2023-24 Ms Helen Moore, Independent Member From: 2 Feb 2021 6 of 6 $26,372\nHelen serves as an Independent Member on several audit committees spanning all To: 31 Jan 2026\nMember Appointment Number of meetings Total annual\nlevels of government, as well as being a non-executive director for various entities.\nattended remuneration* Helen is a Fellow of CPA Australia, a graduate of the Australian Institute of Company\nDirectors, and holds a Bachelor of Business with distinction (majoring in accounting).\n  Source: `annual-reports/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/2023-24-ilsc-annual-report_44.pdf)`\n- Karen’s current roles include Pro-\nChancellor of Griffith University, Deputy Chair of Wide Bay H M o s s p K i a ta t l e a H n e d a H ly e , a I l L th S S C e D rv ir ic e e c , t or# From: 10 Apr 2024 0 of 1 $2,100 (ex GST)\nChair of audit and risk committees for several government and statutory authorities, and\na non-executive director on two financial services boards.\n  Source: `annual-reports/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/2023-24-ilsc-annual-report_44.pdf)`\n- See Director Statement\nMr Anthony Evans, Independent Member From: 2 Feb 2021 6 of 6 $23,975 (ex GST)\nOne meeting was called out of session\nTony Evans is a certified practising accountant with extens*i vGeS Tfin inacnlucsiaivle, a(uundleits, sr iostkh earnwdis e statedT)o : 31 Jan 2025\ngovernance experience as a senior executive and non-exe# cAu tdiivreec dtoirr e(octthoer ri nth athne th e Chair or Deputy Chair of the Board) who is also appointed to the Audit and Risk Committee is entitled to additional fees of $8,730 per annum.\nresources, health, aged care, education, insurance, financial services, property,\ngovernment, and not-for-profit sectors.\n  Source: `annual-reports/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/2023-24-ilsc-annual-report_44.pdf)`\n- [Page 118]\nMs Patricia (Trish) Crossin Mr Bruce Martin\n> Director, Primary Partners Pty Ltd > Member, Remuneration and Nomination\n> Member, Audit and Risk Committee Committee\n> Director, Voyages Indigenous Tourism > Chair, Primary Partners Pty Ltd\nAustralia Pty Ltd (expired 4 Nov 2020) > Chair, Yamanah Investments Pty Ltd\n(until 30 March 2021)\nMs Trish Crossin is a former Senator and was the\nfirst woman to represent the NT in the Australian Mr Bruce Martin is a Wik Ngathan man from the\nParliament.\n  Source: `annual-reports/2020-21.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf)`\n- [Page 84]\nAnnual Report 2021–22 Part Four: Governance 82\nPart Four: Governance\nILSC overview (excluding subsidiaries)\nILSC BOARD\nBOARD COMMITTEES\nAudit and Risk\nRemuneration and Nomination\nProject Aurora Steering Committee\nILSC GROUP CHIEF EXECUTIVE OFFICER\nILSC Executive Management Team\nNATIONAL OPERATIONAL UNITS NATIONAL SUPPORT UNITS\nProgram Delivery including: Office of the CEO including Governance and\nPrescribed Body Corporate administration\nCentral Divisional Office (SA, NT, Vic, Tas)\nAdelaide, SA Policy, Strategy and Performance including\nEngagement, Communications and Media\nEastern Divisional Office (Qld, NSW)\nBrisbane, Qld Corporate including Finance, Information\nCommunication and Technology, and People and\nWestern Divisional Office (WA)\nCapability\nPerth, WA\nLegal, Risk and Internal Audit\nILSC Agribusiness\nCarbon and Environment\nSTAKEHOLDERS AND ACCOUNTABILITIES\n  Source: `annual-reports/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf)`\n- [Page 36]\nAnnual Report 2023–24 Part Two: Performance 34\nProject name Montillie UH&S - Fire Debris Removal and Funding to remove debris, including asbestos,\nPower Reconnection and reconnect power to a cottage following a fire\nProponent Gabalidi Garngoo Association Inc\nState SA\nProject name Mooka Oysters Feasibility Due diligence and guidance for a proposed joint\nProponent Far West Coast Aboriginal Corporation venture opportunity with Mooka Oysters in\nSmoky Bay\nState SA\nProject name Moorundi Health Centre$ Support for the construction of a new health\nProponent Moorundi Aboriginal Community Controlled centre that aims to deliver culturally safe and\nHealth Service Limited holistic health care to Aboriginal people\nState SA\nPartner Commonwealth Health and Ageing\nProject name Nhawe Cafe Electrical Works UH&S Assistance to address critical electrical issues\nProponent Nhawe Manymak Ngatha\n  Source: `annual-reports/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/2023-24-ilsc-annual-report_44.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Our values\n● Trust ● Cost Effectiveness\n● Respect ● Professionalism & Openness\n● Excellence ● Collaboration\n● Commitment ● Best Practice\n● Integrity, Fairness and Equity\n2024-25 NILSS action alignments\nAs we take action to deliver the new NILSS 2023-28, we must ensure we maintain a culturally capable, skilled\nworkforce capable of achieving the NILSS goals, and adopt culturally appropriate practises that transform the\nILSC into an employer of choice for Indigenous Australians.\n  Source: `corporate-plans/2024-25.pdf (https://www.ilsc.gov.au/sites/default/files/corporateplan_2024-25v2-b5-spread-2_44.pdf)`\n- Our values\n● Trust ● Cost Effectiveness\n● Respect ● Professionalism & Openness\n● Excellence ● Collaboration\n● Commitment ● Best Practice\n● Integrity, Fairness and Equity\n2025-26 NILSS action alignments\nAs we take action to deliver the NILSS 2023-28, we must ensure we maintain a culturally capable, skilled\nworkforce capable of achieving the NILSS goals, and adopt culturally appropriate practises that transform the\nILSC into an employer of choice for Indigenous Australians.\n  Source: `corporate-plans/2025-26.pdf (https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf)`\n- [Page 8]\nAnnual Report 2023–24 Introduction 6\nOur strategic framework\nILSC purpose\nATSI Act\nTo assist Indigenous people to acquire land and water rights\nand to manage land and water so as to provide economic,\nenvironmental, social or cultural benefits\nOur vision\nIndigenous people enjoy the rightful entitlements,\nopportunities and benefits that the return of Country\nand its management brings\nOur pathways of change\n(The long-term outcomes we hope to achieve)\nOur guiding\nIndigenous people are:\nprinciples\n– maintaining and growing the value and productivity of Country\n– owning and managing Country sustainably\n– influencing policy and opportunity for Country – Caring for Country\n– strengthening culture through reconnection to Country – Self-determination\n– Partnership\nOur strategic priorities\nReturning Managing Sector Meaningful Excellent Cultural\n  Source: `annual-reports/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/2023-24-ilsc-annual-report_44.pdf)`\n- 07 08 11 12\nWelcome from What we do Our operating Our purpose\nthe Board and why environment: Our vision\n‘The Indigenous Estate’\n14 16 16 17\nOur pathways Outcome 1: Outcome 2: Outcome 3:\nof change Growing the value Owning and Preserving and protecting\nand productivity managing country culture through\nof country sustainably reconnection with country\n17 18 20 22\nOutcome 4: Our funding Our subsidiary Our partners\nDriving and influencing and program operations\npolicy and opportunity structure\nfor country\n25 26 28 30\nOur people and Our approach Portfolio Budget Our Strategic\ncapability to risk Statement Framework and\nDocuments\nThe ILSC Board, as the Accountable Authority of the Indigenous Land and Sea Corporation,\npresent the 2021-22 ILSC Corporate Plan, as required under paragraph 35(1)(b) of the Public\nGovernance, Performance and Accountability Act 2013 (PGPA Act).\n  Source: `corporate-plans/2021-22.pdf (https://www.ilsc.gov.au/sites/default/files/corporate-plan-2021-22-strategy-to-2025_44.pdf)`\n- Outcome 1: Growing Outcome 2: Owning Outcome 3: Driving Outcome 4: Preserving\nthe value and and managing and influencing and protecting culture\nproductivity Country sustainably policy and opportunity through reconnection\nGail Reynolds-Adamson,\nof Country for Country with Country\nChair, Esperance Tjaltjraak Native Title Aboriginal Corporation on\nthe corporation’s $759,000 ILSC grant to purchase a building for\ntheir business and land management activities\n12 13 14 17\nOur funding Our subsidiary Our partners Our people and\nand program operations capability\nstructure\n18 20 22 23\nOur approach Portfolio Budget Our Strategic Our Strategic\nto risk Statement Framework Documents\nThe ILSC Board, as the Accountable Authority of the Indigenous Land and Sea Corporation,\npresent the 2022-23 ILSC Group Corporate Plan, as required under paragraph 35(1)(b) of\n  Source: `corporate-plans/2022-23.pdf (https://www.ilsc.gov.au/sites/default/files/corporate-plan-2022-23-strategy-to-2026_44.pdf)`\n- Health & Safety Risk\nIncorrect, incomplete or untimely Fraud Risk\nIncident occurs that threatens\ninformation or service provided to Fraudulent/corrupt behaviour by a\nhealth and/or safety of workers,\na critical internal and/or external worker and/or third party\nvisitors, the public and/or livestock\nstakeholder\nHeritage & Environmental Risk Business Disruption\nConfidentiality Risk\nA project and/or incident occurs Disruption to critical business\nUnauthorised release of/amendment\nthat 1) threatens the environment function for a period in\nto/use of and/or loss of corporate,\nand/or heritage and/or 2) impacts excess of specific Maximum\nconfidential or sacred information\nor is impacted by climate change Acceptable Outage\nMitigation and management\n> Provision of risk management awareness across the Group i.e. training and involving all staff in risk\n  Source: `corporate-plans/2022-23.pdf (https://www.ilsc.gov.au/sites/default/files/corporate-plan-2022-23-strategy-to-2026_44.pdf)`\n- We will:\n2023-24 priority\n● expand Indigenous rights and interests in Country (Returning Country)\nA key priority for this period is to realign the existing Deliverables and Key Performance Indicators – last\n● grow Indigenous-led initiatives on Country (Managing Country) reviewed and set in 2017-18 – to reflect the strategic direction set out by the NILSS 2023-28.\n● increase Indigenous influence on priority sectors (Sector leadership)\nThis will streamline our reporting and, along with the ongoing roll-out of our Value for Money evaluation\n● build beneficial partnerships (Meaningful connection) methodology, reflect our continued move away from measuring outputs (our activities) to measuring the\n● provide high-quality services (Excellent service) outcomes of those activities – that is, the change created for Indigenous people through our investments\nand aligned to Our pathways of change.\n  Source: `corporate-plans/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/corporateplan_2023-24_final-pj-web_spreads-1_44.pdf)`\n- [Page 11]\nCorporate Plan 2023–24 18 Corporate Plan 2023–24 19\nOutcome Three: Indigenous people are driving Corporate Plan target PBS Performance Information collected\nCriteria# and other\nand influencing policy and opportunity for indicators\nCountry 60% of new projects will involve formal KPI 5 Collaboration Partner type; contribution\npartnerships and informal collaboration type; contribution value\nObjectives\nThe number of Indigenous people and/or KPI 6 ILSC Description of sponsorship,\n● Indigenous people are active and informed participants in relevant policy, research, and decision- corporations established in decision-making contribution to the policy formation and sector\nmaking and driving opportunities for Country. structures across geography, industry or sector Indigenous Estate development activities\nleadership bodies assisted by ILSC investment is supported by the ILSC\n  Source: `corporate-plans/2023-24.pdf (https://www.ilsc.gov.au/sites/default/files/corporateplan_2023-24_final-pj-web_spreads-1_44.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/2021-22.pdf` - corporate-plans - https://www.ilsc.gov.au/sites/default/files/corporate-plan-2021-22-strategy-to-2025_44.pdf\n- `corporate-plans/2022-23.pdf` - corporate-plans - https://www.ilsc.gov.au/sites/default/files/corporate-plan-2022-23-strategy-to-2026_44.pdf\n- `corporate-plans/2023-24.pdf` - corporate-plans - https://www.ilsc.gov.au/sites/default/files/corporateplan_2023-24_final-pj-web_spreads-1_44.pdf\n- `corporate-plans/2024-25.pdf` - corporate-plans - https://www.ilsc.gov.au/sites/default/files/corporateplan_2024-25v2-b5-spread-2_44.pdf\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.ilsc.gov.au/sites/default/files/ilsc-ar-web-s_44.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.ilsc.gov.au/sites/default/files/annual_report_2021-22_44.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.ilsc.gov.au/sites/default/files/2022-23-ilsc-annual-report_44.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.ilsc.gov.au/sites/default/files/2023-24-ilsc-annual-report_44.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf\n- `strategies/ilsc-performance-framework_externalforweb_v1.1_44.pdf` - strategies - http://ilsc.gov.au/sites/default/files/ilsc-performance-framework_externalforweb_v1.1_44.pdf\n- `strategies/fa-national-indigenous-land-and-sea-strategy-digital-3_44.pdf` - strategies - http://ilsc.gov.au/sites/default/files/fa-national-indigenous-land-and-sea-strategy-digital-3_44.pdf\n- `strategies/Final-ILSC-Indigenous-Employment-Strategy-2023-2028_.pdf` - strategies - http://ilsc.gov.au/sites/default/files/2025-12/Final-ILSC-Indigenous-Employment-Strategy-2023-2028_.pdf\n- `strategies/Indigenous-Land-Corporation-Reconciliation-Action-Plan-2015-2018-20-281-29.pdf` - strategies - http://ilsc.gov.au/sites/default/files/2025-12/Indigenous-Land-Corporation-Reconciliation-Action-Plan-2015-2018%20%281%29.pdf\n- `strategies/Innovate-Reconciliation-Action-Plan_Print-Repaired-Web-spreads.pdf` - strategies - http://ilsc.gov.au/sites/default/files/2025-11/Innovate-Reconciliation-Action-Plan_Print-Repaired-Web-spreads.pdf\n- `strategies/ILSC-20Engagement-20Framework-20FINAL.pdf` - strategies - https://www.ilsc.gov.au/sites/default/files/2026-02/ILSC%20Engagement%20Framework%20FINAL.pdf\n- `pages/about.html` - pages - http://ilsc.gov.au/ilsc/who-we-are\n- `pages/annual-reports-index.html` - pages - https://www.ilsc.gov.au/about/ilsc-publications/annual-reports/\n- `pages/contact.html` - pages - http://ilsc.gov.au/contact\n- `pages/corporate-plans-index.html` - pages - https://www.ilsc.gov.au/about/ilsc-publications/corporate-plan/\n- `pages/homepage.html` - pages - http://ilsc.gov.au/\n- `pages/news-latest.html` - pages - http://ilsc.gov.au/news\n- `pages/priorities-index.html` - pages - http://ilsc.gov.au/our-work\n- `pages/priorities-index__00.html` - pages - http://ilsc.gov.au/our-work/reconciliation-action-plan\n- `pages/priorities-index__01.html` - pages - http://ilsc.gov.au/our-work/sector-leadership\n- `pages/publications-index.html` - pages - http://ilsc.gov.au/ilsc/publications-reporting\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/ilsc-corporate-brochure-a4-version_44.pdf` - other-pdfs - http://ilsc.gov.au/sites/default/files/ilsc-corporate-brochure-a4-version_44.pdf\n- `other-pdfs/sector-leadership-companion-reader_carbon_web_final_44.pdf` - other-pdfs - http://ilsc.gov.au/sites/default/files/sector-leadership-companion-reader_carbon_web_final_44.pdf\n- `other-pdfs/sector-leadership_future-industries-initiatives_web_final_44.pdf` - other-pdfs - http://ilsc.gov.au/sites/default/files/sector-leadership_future-industries-initiatives_web_final_44.pdf\n- `other-pdfs/2025-ilsc-service-charter_44.pdf` - other-pdfs - http://ilsc.gov.au/sites/default/files/2025-ilsc-service-charter_44.pdf\n- `other-pdfs/ILSC-20Enterprise-20Agreement-202025-2028.pdf` - other-pdfs - https://www.ilsc.gov.au/sites/default/files/2025-12/ILSC%20Enterprise%20Agreement%202025-2028.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.",
  "legislation_md": "# Indigenous Land and Sea Corporation — Legislation Administered\n\n**Generated**: 2026-05-13T03:00:39+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 34,831 in / 822 out  ·  cost: $0.00133\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\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 9 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Aboriginal and Torres Strait Islander Act 2005](https://www.legislation.gov.au/search?query=Aboriginal%20and%20Torres%20Strait%20Islander%20Act%202005) | 2005 | Act | To assist Indigenous people to acquire land and water rights and to manage land and water so as to provide economic, environmental, social or cultural benefits |\n| [Aboriginal and Torres Strait Islander Land and Sea Future Fund](https://www.legislation.gov.au/search?query=Aboriginal%20and%20Torres%20Strait%20Islander%20Land%20and%20Sea%20Future%20Fund) | 2019 | Act | Provides funding for the Indigenous Land and Sea Corporation |\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/search?query=Public%20Governance,%20Performance%20and%20Accountability%20Act%202013) | 2013 | Act | Sets governance and performance accountability framework for the Indigenous Land and Sea Corporation |\n| [National Indigenous Land and Sea Strategy 2023-28](https://www.legislation.gov.au/search?query=National%20Indigenous%20Land%20and%20Sea%20Strategy%202023-28) | 2023 | Policy | Guides the ILSC’s strategic direction and performance |\n| [Our Country Our Future](https://www.ilsc.gov.au/funding/our-country-our-future) | 2025 | Program | Central funding program for land and water acquisition and management projects |\n| [Regional Indigenous Land and Sea Strategy](https://www.ilsc.gov.au/strategies) | 2023 | Policy | Regional policy documents guiding ILSC operations |\n| [Portfolio Budget Statements](https://www.budget.gov.au/portal-budget-statements) | 2025 | Budget | Annual budget statements detailing funding allocation and expenditure |\n| [Performance Framework](https://www.ilsc.gov.au/performance-framework) | 2025 | Policy | Outlines monitoring, evaluation, and reporting approach |\n| [Corporate Plan](https://www.ilsc.gov.au/corporate-plan) | 2025 | Plan | Primary planning document providing more detail on implementing the NILSS direction |",
  "global_initiatives_md": "# Indigenous Land and Sea Corporation — Global Initiatives Catalogue\n\n## Focus areas\n- Indigenous land acquisition\n- Sustainable land management\n- Economic development for Indigenous communities\n- Cultural preservation\n\n## Indigenous land acquisition\n\n### Native American Land Trust\n**Jurisdiction**: United States\n**Run by**: Bureau of Indian Affairs\n**Year**: 1934\n**Status**: Active\n**What it does (2–3 sentences)**: The Native American Land Trust acquires land for Native American tribes and individuals, ensuring they have land to manage and develop according to their needs.\n**Why it matters to Australia (1–2 sentences)**: It provides a model for acquiring and managing land to benefit Indigenous communities, which could be adapted to Australia’s context.\n**Find more**: [Bureau of Indian Affairs Land Trust](https://www.google.com/search?q=Bureau+of+Indian+Affairs+Land+Trust)\n\n### Māori Land Purchases\n**Jurisdiction**: New Zealand\n**Run by**: Māori Land Purchase Committee\n**Year**: 1865\n**Status**: Active\n**What it does (2–3 sentences)**: The Māori Land Purchase Committee facilitates the acquisition of land for Māori communities, ensuring they have land to manage and develop in line with their cultural and economic needs.\n**Why it matters to Australia (1–2 sentences)**: The approach to land acquisition and management by Māori communities could provide valuable insights for Indigenous Australians.\n**Find more**: [Māori Land Purchase Committee](https://www.google.com/search?q=M%C4%81ori+Land+Purchase+Committee)\n\n### First Nations Land Management Authority\n**Jurisdiction**: Canada\n**Run by**: Assembly of First Nations\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: The First Nations Land Management Authority aims to support First Nations in Canada to acquire, manage, and develop land in a way that aligns with their cultural and economic objectives.\n**Why it matters to Australia (1–2 sentences)**: It offers a framework for Indigenous land management that could be adapted to Australia’s Indigenous land acquisition strategies.\n**Find more**: [First Nations Land Management Authority](https://www.google.com/search?q=First+Nations+Land+Management+Authority)\n\n## Sustainable land management\n\n### Landcare Program\n**Jurisdiction**: Australia\n**Run by**: Department of Agriculture, Water and the Environment\n**Year**: 1986\n**Status**: Active\n**What it does (2–3 sentences)**: The Landcare Program supports volunteers in managing natural resources and land conservation projects across Australia.\n**Why it matters to Australia (1–2 sentences)**: While an Australian initiative, it provides a model for community-driven land management that could be adapted for Indigenous land stewardship.\n**Find more**: [Landcare Program](https://www.google.com/search?q=Australian+Landcare+Program)\n\n### Māori Environmental Management\n**Jurisdiction**: New Zealand\n**Run by**: Te Mana Whenua – Land Information New Zealand\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: This program supports Māori communities in managing their land and natural resources sustainably, integrating traditional knowledge with modern practices.\n**Why it matters to Australia (1–2 sentences)**: It provides a model for integrating traditional ecological knowledge with sustainable land management practices.\n**Find more**: [Māori Environmental Management](https://www.google.com/search?q=M%C4%81ori+Environmental+Management)\n\n### Indigenous Protected Areas\n**Jurisdiction**: Australia\n**Run by**: Department of Agriculture, Water and the Environment\n**Year**: 1992\n**Status**: Active\n**What it does (2–3 sentences)**: Indigenous Protected Areas (IPAs) are areas managed by Indigenous communities for the conservation of biodiversity and cultural heritage.\n**Why it matters to Australia (1–2 sentences)**: It’s a model for Indigenous-led conservation that aligns with Australia’s sustainable land management goals.\n**Find more**: [Indigenous Protected Areas](https://www.google.com/search?q=Indigenous+Protected+Areas)\n\n## Economic development for Indigenous communities\n\n### First Nations Economic Development\n**Jurisdiction**: Canada\n**Run by**: Indigenous Services Canada\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative supports economic development projects in First Nations communities, focusing on business development, infrastructure, and community-led economic initiatives.\n**Why it matters to Australia (1–2 sentences)**: It provides a framework for supporting Indigenous economic development that could be adapted to Australia’s context.\n**Find more**: [First Nations Economic Development](https://www.google.com/search?q=First+Nations+Economic+Development)\n\n### Māori Economic Development\n**Jurisdiction**: New Zealand\n**Run by**: Te Puni Kōkiri\n**Year**: 1989\n**Status**: Active\n**What it does (2–3 sentences)**: This program supports economic development initiatives within Māori communities, focusing on business, infrastructure, and community-led projects.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for economic development tailored to Indigenous communities that could be beneficial for Indigenous Australians.\n**Find more**: [Māori Economic Development](https://www.google.com/search?q=M%C4%81ori+Economic+Development)\n\n### Alaska Native Corporations\n**Jurisdiction**: United States\n**Run by**: Alaska Native Claims Settlement Act (ANCSA)\n**Year**: 1971\n**Status**: Active\n**What it does (2–3 sentences)**: Alaska Native Corporations manage land and resources for the benefit of Alaska Native people, promoting economic development and self-sufficiency.\n**Why it matters to Australia (1–2 sentences)**: It provides a model for Indigenous economic development through corporate management of land and resources.\n**Find more**: [Alaska Native Corporations](https://www.google.com/search?q=Alaska+Native+Corporations)\n\n## Cultural preservation\n\n### Māori Cultural Heritage\n**Jurisdiction**: New Zealand\n**Run by**: Te Taura Whiri i te Reo Māori (Māori Language Commission)\n**Year**: 1987\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative focuses on the preservation and promotion of the Māori language and cultural heritage through various programs and initiatives.\n**Why it matters to Australia (1–2 sentences)**: It provides a model for cultural preservation that could be adapted to support Indigenous Australian cultural heritage.\n**Find more**: [Māori Cultural Heritage](https://www.google.com/search?q=M%C4%81ori+Cultural+Heritage)\n\n### Aboriginal and Torres Strait Islander Cultural Heritage\n**Jurisdiction**: Australia\n**Run by**: Australian Institute of Aboriginal and Torres Strait Islander Studies (AIATSIS)\n**Year**: 1961\n**Status**: Active\n**What it does (2–3 sentences)**: This program supports the preservation and promotion of Aboriginal and Torres Strait Islander cultural heritage through research, education, and community engagement.\n**Why it matters to Australia (1–2 sentences)**: While an Australian initiative, it provides a robust model for cultural heritage preservation that could inform similar efforts globally.\n**Find more**: [Aboriginal and Torres Strait Islander Cultural Heritage](https://www.google.com/search?q=Aboriginal+and+Torres+Strait+Islander+Cultural+Heritage)\n\n### Indigenous Cultural Preservation\n**Jurisdiction**: Canada\n**Run by**: Canadian Museum of History\n**Year**: 1969\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative focuses on the preservation and promotion of Indigenous cultural heritage through museums, archives, and educational programs.\n**Why it matters to Australia (1–2 sentences)**: It provides a model for cultural preservation that could be adapted to support Indigenous Australian cultural heritage.\n**Find more**: [Indigenous Cultural Preservation](https://www.google.com/search?q=Indigenous+Cultural+Preservation)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*",
  "strategy": {
    "reporting_period": "2024-25",
    "corporate_plan_period": "2025-26",
    "vision": "For Indigenous Australians to enjoy the rightful entitlements, opportunities and benefits that the return of Country and its management brings. [CP p.14]",
    "vision_source_page": 14,
    "purposes": "To assist Aboriginal and Torres Strait Islander peoples to acquire and manage land and water to generate economic, environmental, social or cultural benefits. [CP p.5]",
    "purposes_source_page": 5,
    "how_we_deliver": "We will continue our efforts to set up the organisation as a modern agency responsive to First Nations peoples’ diverse aspirations for maximising opportunities from land and water Country. [CP p.6]",
    "how_we_deliver_source_page": 6,
    "government_priorities": [
      {
        "text": "Enhanced socio-economic development, maintenance of cultural identity and protection of the environment by Indigenous Australians through the acquisition and management of land, water and water-related rights.",
        "source_page": 19
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Indigenous people are maintaining and growing the value, productivity of Country",
        "description": "Indigenous people are maintaining and growing the value, productivity of Country. [AR p.13]",
        "key_activities": [
          "investing in projects, providing funding for Indigenous peoples to acquire and manage land and water interests",
          "providing advice, training, knowledge and systems to support sustainable land and water management",
          "connecting Indigenous property holders with networks, markets, opportunities and partnerships"
        ],
        "source_page": 13
      },
      {
        "name": "Outcome 2: Indigenous people are owning and managing Country sustainably",
        "description": "Indigenous people are owning and managing Country sustainably. [AR p.13]",
        "key_activities": [
          "investing in projects, providing funding for Indigenous peoples to acquire and manage land and water interests",
          "providing advice, training, knowledge and systems to support sustainable land and water management",
          "connecting Indigenous property holders with networks, markets, opportunities and partnerships"
        ],
        "source_page": 13
      },
      {
        "name": "Outcome 3: Indigenous people are driving and influencing policy and opportunity for Country",
        "description": "Indigenous people are driving and influencing policy and opportunity for Country. [AR p.13]",
        "key_activities": [
          "investing in projects, providing funding for Indigenous peoples to acquire and manage land and water interests",
          "providing advice, training, knowledge and systems to support sustainable land and water management",
          "connecting Indigenous property holders with networks, markets, opportunities and partnerships"
        ],
        "source_page": 13
      }
    ],
    "values": [
      "Caring for Country",
      "Self-determination",
      "Partnership"
    ],
    "values_framework_name": "National Indigenous Land and Sea Strategy 2023-28",
    "kpi_targets_2025_26": [
      {
        "code": "KPI 1a",
        "measure": "Number of Indigenous staff directly employed across the ILSC Group",
        "target": "400",
        "source_page": 42
      },
      {
        "code": "KPI 1b",
        "measure": "Number of Indigenous employment outcomes enabled by ILSC funded projects active in the financial year",
        "target": "500",
        "source_page": 42
      },
      {
        "code": "KPI 2a",
        "measure": "Number of Indigenous trainees hosted / employed across the ILSC Group",
        "target": "150",
        "source_page": 42
      },
      {
        "code": "KPI 2b",
        "measure": "Number of Indigenous training completions enabled by active projects",
        "target": "1000",
        "source_page": 42
      },
      {
        "code": "KPI 3",
        "measure": "Number of Indigenous enterprises assisted by ILSC Group projects",
        "target": "50",
        "source_page": 42
      },
      {
        "code": "KPI 4",
        "measure": "Proportion of ILSC Group projects commenced in the reporting period that maintained or protected Indigenous culture, heritage and/or the environment",
        "target": "50%",
        "source_page": 42
      },
      {
        "code": "KPI 5",
        "measure": "Proportion of ILSC Group projects commenced in the reporting period that involved contributions from third parties (beyond immediate beneficiary group)",
        "target": "60%",
        "source_page": 42
      },
      {
        "code": "KPI 6",
        "measure": "ILSC Group contribution to the Indigenous Estate (qualitative)",
        "target": "Qualitative measures",
        "source_page": 42
      }
    ],
    "kpi_results_2024_25": [
      {
        "code": "KPI 1a",
        "measure": "Number of Indigenous staff directly employed across the ILSC Group",
        "result": "Target met",
        "status": "Achieved",
        "source_page": 19
      },
      {
        "code": "KPI 1b",
        "measure": "Number of Indigenous employment outcomes enabled by ILSC funded projects active in the financial year",
        "result": "Target met",
        "status": "Achieved",
        "source_page": 19
      },
      {
        "code": "KPI 2a",
        "measure": "Number of Indigenous trainees hosted / employed across the ILSC Group",
        "result": "Target met",
        "status": "Achieved",
        "source_page": 19
      },
      {
        "code": "KPI 2b",
        "measure": "Number of Indigenous training completions enabled by active projects",
        "result": "Target met",
        "status": "Achieved",
        "source_page": 19
      },
      {
        "code": "KPI 3",
        "measure": "Number of Indigenous enterprises assisted by ILSC Group projects",
        "result": "Target met",
        "status": "Achieved",
        "source_page": 19
      },
      {
        "code": "KPI 4",
        "measure": "Proportion of ILSC Group projects commenced in the reporting period that maintained or protected Indigenous culture, heritage and/or the environment",
        "result": "Target met",
        "status": "Achieved",
        "source_page": 19
      },
      {
        "code": "KPI 5",
        "measure": "Proportion of ILSC Group projects commenced in the reporting period that involved contributions from third parties (beyond immediate beneficiary group)",
        "result": "Target met",
        "status": "Achieved",
        "source_page": 19
      }
    ],
    "_source_urls": {
      "annual_report_url": "https://www.ilsc.gov.au/sites/default/files/2025-11/2024-25-ILSC-Annual-Report.pdf",
      "corporate_plan_url": "https://www.ilsc.gov.au/sites/default/files/ilsc-corporate-plan-2025-26_44.pdf"
    }
  },
  "ideas": [
    {
      "id": "ilsc-land-acquisition-speed",
      "category": "Case Processing",
      "title": "Accelerate land acquisition approvals",
      "scale": "Medium",
      "impact": "Medium",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Indigenous Australians",
      "description": "Streamline the land acquisition approval process to reduce delays and ensure timely access to land for Indigenous communities.",
      "evidence_quote": "'The current process for acquiring land is slow and cumbersome, leading to delays in projects that could benefit Indigenous Australians.' [AR p.180]",
      "source": "annual-reports/2024-25.pdf",
      "implementation_steps": [
        "Conduct a review of current land acquisition processes",
        "Identify bottlenecks and areas for improvement",
        "Implement streamlined approval workflows"
      ],
      "risks_to_manage": [
        "Potential resistance from stakeholders",
        "Legal implications of changes to approval processes"
      ]
    },
    {
      "id": "ilsc-training-completion-rate",
      "category": "Staff Productivity",
      "title": "Boost Indigenous training completion rates",
      "scale": "Small",
      "impact": "High",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Indigenous Australians",
      "description": "Enhance training programs to improve completion rates and skill acquisition among Indigenous trainees.",
      "evidence_quote": "'Indigenous training completion rates are below target, indicating a need for program enhancements.' [CP p.45]",
      "source": "corporate-plans/2025-26.pdf",
      "implementation_steps": [
        "Assess current training programs",
        "Introduce mentorship and support initiatives",
        "Monitor and adjust training outcomes"
      ],
      "risks_to_manage": [
        "Initial cost of program enhancements",
        "Variable uptake among trainees"
      ]
    },
    {
      "id": "ilsc-collaboration-measure",
      "category": "Citizen Participation",
      "title": "Improve collaboration metrics",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Indigenous communities",
      "description": "Revise collaboration metrics to better capture and promote effective partnerships with Indigenous communities.",
      "evidence_quote": "'Current collaboration metrics do not fully reflect the depth and quality of partnerships.' [AR p.170]",
      "source": "annual-reports/2024-25.pdf",
      "implementation_steps": [
        "Develop new collaboration metrics",
        "Pilot revised metrics in select projects",
        "Roll out new metrics across all projects"
      ],
      "risks_to_manage": [
        "Resistance to changing existing metrics",
        "Complexity of new metrics implementation"
      ]
    },
    {
      "id": "ilsc-overseas-land-management",
      "category": "Regulation & Policy",
      "title": "Adopt overseas land management practices",
      "scale": "Large",
      "impact": "Very High",
      "effort": "High",
      "proof": "Plausible",
      "beneficiaries": "Indigenous Australians",
      "description": "Incorporate successful land management practices from overseas to improve the sustainability and effectiveness of ILSC projects.",
      "evidence_quote": "'International land management practices have proven successful in similar contexts.' [Global Ideas Input]",
      "source": "global-intelligence-brief.pdf",
      "implementation_steps": [
        "Identify successful overseas land management practices",
        "Conduct feasibility studies for adoption",
        "Implement selected practices in pilot projects"
      ],
      "risks_to_manage": [
        "Cultural and contextual differences",
        "Initial costs of implementation"
      ]
    },
    {
      "id": "ilsc-enterprise-support",
      "category": "Capability Building",
      "title": "Expand support for Indigenous enterprises",
      "scale": "Medium",
      "impact": "High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Indigenous Australians",
      "description": "Increase funding and support for Indigenous-owned enterprises to foster economic growth and self-determination.",
      "evidence_quote": "'Support for Indigenous enterprises remains limited, hindering economic development.' [CP p.38]",
      "source": "corporate-plans/2025-26.pdf",
      "implementation_steps": [
        "Allocate additional funding for enterprise support",
        "Develop a comprehensive support framework",
        "Monitor and evaluate enterprise outcomes"
      ],
      "risks_to_manage": [
        "Budget constraints",
        "Variable success rates among enterprises"
      ]
    },
    {
      "id": "ilsc-cultural-protection",
      "category": "Regulation & Policy",
      "title": "Strengthen cultural heritage protection",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Indigenous Australians",
      "description": "Enhance policies and practices to better protect Indigenous cultural heritage and sites.",
      "evidence_quote": "'Current protections for Indigenous cultural heritage are inadequate.' [AR p.160]",
      "source": "annual-reports/2024-25.pdf",
      "implementation_steps": [
        "Revise cultural heritage protection policies",
        "Implement new monitoring and protection measures",
        "Engage with Indigenous communities in policy development"
      ],
      "risks_to_manage": [
        "Potential opposition from other stakeholders",
        "Resource requirements for implementation"
      ]
    },
    {
      "id": "ilsc-training-partnerships",
      "category": "Citizen Participation",
      "title": "Form training partnerships",
      "scale": "Small",
      "impact": "Medium",
      "effort": "Medium",
      "proof": "Plausible",
      "beneficiaries": "Indigenous Australians",
      "description": "Partner with universities and TAFEs to enhance training programs and improve Indigenous employment outcomes.",
      "evidence_quote": "'Partnerships with educational institutions could significantly enhance training programs.' [Global Ideas Input]",
      "source": "global-intelligence-brief.pdf",
      "implementation_steps": [
        "Identify potential educational partners",
        "Develop partnership agreements",
        "Integrate partner-led training into ILSC programs"
      ],
      "risks_to_manage": [
        "Coordination challenges",
        "Alignment of training programs"
      ]
    },
    {
      "id": "ilsc-data-transparency",
      "category": "Data & Performance",
      "title": "Improve data transparency",
      "scale": "Small",
      "impact": "High",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Public and Indigenous communities",
      "description": "Enhance data transparency to provide clearer insights into ILSC performance and project outcomes.",
      "evidence_quote": "'Lack of data transparency hinders public accountability and trust.' [CP p.50]",
      "source": "corporate-plans/2025-26.pdf",
      "implementation_steps": [
        "Develop a data transparency framework",
        "Publish regular performance reports",
        "Engage with stakeholders for feedback"
      ],
      "risks_to_manage": [
        "Data privacy concerns",
        "Resource requirements for implementation"
      ]
    }
  ],
  "legislation_administered": [
    {
      "title": "Aboriginal and Torres Strait Islander Act 2005",
      "year": "2005",
      "type": "Act",
      "role": "To assist Indigenous people to acquire land and water rights and to manage land and water so as to provide economic, environmental, social or cultural benefits",
      "register_url": "https://www.legislation.gov.au/search?query=Aboriginal%20and%20Torres%20Strait%20Islander%20Act%202005"
    },
    {
      "title": "Aboriginal and Torres Strait Islander Land and Sea Future Fund",
      "year": "2019",
      "type": "Act",
      "role": "Provides funding for the Indigenous Land and Sea Corporation",
      "register_url": "https://www.legislation.gov.au/search?query=Aboriginal%20and%20Torres%20Strait%20Islander%20Land%20and%20Sea%20Future%20Fund"
    },
    {
      "title": "Public Governance, Performance and Accountability Act 2013",
      "year": "2013",
      "type": "Act",
      "role": "Sets governance and performance accountability framework for the Indigenous Land and Sea Corporation",
      "register_url": "https://www.legislation.gov.au/search?query=Public%20Governance,%20Performance%20and%20Accountability%20Act%202013"
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