{ "entity_id": "B-003070", "folder": "Indigenous-Prosperity-Fund-Income-Fund", "name": "Indigenous Prosperity Fund - Income Fund", "type": "Joint Venture/Partnership", "jurisdiction": "Commonwealth", "portfolio": "Prime Minister and Cabinet", "website": "http://www.iba.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 18, "n_kpi_targets": 6, "n_kpi_results": 6, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To assist and enhance Aboriginal and Torres Strait Islander self-management and economic self-sufficiency. To advance the commercial and economic interests of Aboriginal persons and Torres Strait Islanders by accumulating and using a substantial capital asset for the benefit of Aboriginal and Torres Strait Islander peoples. [CP p.11]", "official_site_url": "http://www.iba.gov.au/", "source_documents": [ { "type": "annual_report", "title": "IBA Annual Report 2024-25 (PDF 20 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "IBA Annual Report 2023-24 (PDF 26 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "IBA Annual Report 2022-23 (PDF 22 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "IBA Annual Report 2021-22 (PDF  5.8 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "IBA Annual Report 2020-21 (PDF 6.4 MB", "url": "https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf", "period": "2020-21", "confidence": "high" }, { "type": "corporate_plan", "title": "IBA Corporate Plan 2025-26 (PDF 7 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "period": "2025-26", "confidence": "high" }, { "type": "corporate_plan", "title": "IBA Corporate Plan 2024-25 (PDF 7 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2024/08/IBA-Corporate-Plan-2024-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "corporate_plan", "title": "IBA Corporate Plan 2023-24 (PDF 7MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2023/04/IBA-CorporatePlan_2023-24_FINAL.pdf", "period": "2023-24", "confidence": "high" }, { "type": "corporate_plan", "title": "IBA Corporate Plan 2022-23 (PDF 6 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2022/08/IBA-Corporate-Plan-2022_23.pdf", "period": "2022-23", "confidence": "high" }, { "type": "corporate_plan", "title": "IBA Corporate Plan 2021-22 (PDF 4 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2021/08/IBA-Corporate-Plan-2021-22_final-web.pdf", "period": "2021-22", "confidence": "high" }, { "type": "strategie", "title": "IBA Strategy towards 2030 (PDF 262 Kb)", "url": "https://www.iba.gov.au/wp-content/uploads/2025/11/Strategy-on-a-page_landscape.pdf", "period": "2025", "confidence": "medium" }, { "type": "strategie", "title": "Net Zero Opportunities for First Nations (PDF 640 KB)", "url": "https://www.iba.gov.au/wp-content/uploads/2025/11/NETZERO.pdf", "period": "2025", "confidence": "medium" }, { "type": "strategie", "title": "IBA Impact Framework (PDF 4 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/IBA-Impact-Framework.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "To assist and enhance Aboriginal and Torres Strait Islander self-management and economic self-sufficiency. To advance the commercial and economic interests of Aboriginal persons and Torres Strait Islanders by accumulating and using a substantial capital asset for the benefit of Aboriginal and Torres Strait Islander peoples. [CP p.11]", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 11, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=11" }, "vision": null, "strategic_priorities": [ { "title": "Future Made in Australia", "description": "Future Made in Australia", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 32, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32" }, { "title": "developing Northern Australia", "description": "developing Northern Australia", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 32, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32" }, { "title": "national housing reforms", "description": "national housing reforms", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 32, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32" }, { "title": "the clean energy transition", "description": "the clean energy transition", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 32, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32" }, { "title": "gender equality and women’s economic empowerment", "description": "gender equality and women’s economic empowerment", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 32, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32" }, { "title": "social impact investing and leveraging government investment", "description": "social impact investing and leveraging government investment", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 32, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32" } ], "values": [ { "name": "Responsive", "description": "", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": null }, { "name": "Informed", "description": "", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": null }, { "name": "Connected", "description": "", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": null }, { "name": "Invested", "description": "", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": null }, { "name": "Respectful", "description": "", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Improved economic inclusion and participation", "description": "To enhance the financial wellbeing and independence of Aboriginal and Torres Strait Islander people through distribution of home and business finance, access to wealth generating opportunities and capability development activities. [AR p.12]", "activities": [ "distribution of home and business finance", "access to wealth generating opportunities", "capability development activities" ], "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 12, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=12" } ], "performance_measures": [ { "code": "PM1", "measure": "Total annual number of Aboriginal and Torres Strait Islander people provided with access to capability building, knowledge and networks directly by IBA and indirectly through partnerships.", "target": "Amended", "latest_result": "Amended", "status": "Not achieved", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": 41 }, { "code": "PM2", "measure": "Total annual sum of capital and capability development support approved and/ distributed by IBA specifically for the benefit of Aboriginal and Torres Strait Islander people.", "target": "Amended", "latest_result": "Amended", "status": "Not achieved", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": 41 }, { "code": "PM4", "measure": "Reported levels of Aboriginal and Torres Strait Islander financial wellbeing.", "target": ">45 out of 100", "latest_result": "89%", "status": "Achieved", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": 41 }, { "code": "PM5", "measure": "Reported levels of positive impacts of IBA’s activities by Aboriginal and Torres Strait Islander people.", "target": "Amended", "latest_result": "Amended", "status": "Not achieved", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": 41 }, { "code": "PM8", "measure": "Average conversion rate of demand into a home, business or investment outcome.", "target": ">43%", "latest_result": "Amended", "status": "Not achieved", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": 41 }, { "code": "PM9", "measure": "Total rate of efficiency of IBA in achieving its purpose (cost to income ratio).", "target": "<69%", "latest_result": "<69%", "status": "Achieved", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": 41 } ], "document_alignment_terms": { "must_support": [ "To assist and enhance Aboriginal and Torres Strait Islander self-management and economic self-sufficiency. To advance the commercial and economic interests of Aboriginal persons an", "Future Made in Australia", "developing Northern Australia", "national housing reforms", "the clean energy transition", "gender equality and women’s economic empowerment", "social impact investing and leveraging government investment" ], "watch_terms": [ "Total annual number of Aboriginal and Torres Strait Islander people provided with access to capability building, knowledge and networks directly by IBA and indirectly through partnerships.", "Total annual sum of capital and capability development support approved and/ distributed by IBA specifically for the benefit of Aboriginal and Torres Strait Islander people.", "Reported levels of Aboriginal and Torres Strait Islander financial wellbeing.", "Reported levels of positive impacts of IBA’s activities by Aboriginal and Torres Strait Islander people.", "Average conversion rate of demand into a home, business or investment outcome.", "Total rate of efficiency of IBA in achieving its purpose (cost to income ratio)." ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Indigenous Prosperity Fund - Income Fund — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf)\n**Corporate Plan**: [2025-26](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf)\n\n## Our purpose / purposes\n\n> To assist and enhance Aboriginal and Torres Strait Islander self-management and economic self-sufficiency. To advance the commercial and economic interests of Aboriginal persons and Torres Strait Islanders by accumulating and using a substantial capital asset for the benefit of Aboriginal and Torres Strait Islander peoples. [CP p.11](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=11) [[CP p.11](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=11)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=11)]\n\n## How we deliver\n\n> We walk with Aboriginal and Torres Strait Islander people, their families, businesses, and communities to achieve financial independence, economic self-sufficiency, and long-term, positive impacts. [CP p.10](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=10) [[CP p.10](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=10)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=10)]\n\n## Government priorities for this department\n\n- Future Made in Australia [[CP p.32](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32)]\n- developing Northern Australia [[CP p.32](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32)]\n- national housing reforms [[CP p.32](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32)]\n- the clean energy transition [[CP p.32](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32)]\n- gender equality and women’s economic empowerment [[CP p.32](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32)]\n- social impact investing and leveraging government investment [[CP p.32](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32)]\n\n## Outcomes\n\n### Outcome 1: Improved economic inclusion and participation\nTo enhance the financial wellbeing and independence of Aboriginal and Torres Strait Islander people through distribution of home and business finance, access to wealth generating opportunities and capability development activities. [AR p.12](https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf#page=12) [[CP p.12](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=12)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=12)]\n\n**Key activities:**\n- distribution of home and business finance\n- access to wealth generating opportunities\n- capability development activities\n\n## Values and principles\n\n_Values_\n\n- Responsive\n- Informed\n- Connected\n- Invested\n- Respectful\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| PM1 | Total annual number of Aboriginal and Torres Strait Islander people provided with access to capability building, knowledge and networks directly by IBA and indirectly through partnerships. | Amended | [CP p.41](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=41)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=41) |\n| PM2 | Total annual sum of capital and capability development support approved and/ distributed by IBA specifically for the benefit of Aboriginal and Torres Strait Islander people. | Amended | [CP p.41](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=41)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=41) |\n| PM4 | Reported levels of Aboriginal and Torres Strait Islander financial wellbeing. | >45 out of 100 | [CP p.41](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=41)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=41) |\n| PM5 | Reported levels of positive impacts of IBA’s activities by Aboriginal and Torres Strait Islander people. | Amended | [CP p.41](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=41)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=41) |\n| PM8 | Average conversion rate of demand into a home, business or investment outcome. | >43% | [CP p.41](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=41)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=41) |\n| PM9 | Total rate of efficiency of IBA in achieving its purpose (cost to income ratio). | <69% | [CP p.41](https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=41)(https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=41) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| PM1 | Total annual number of Aboriginal and Torres Strait Islander people provided with access to capability building, knowledge and networks directly by IBA and indirectly through partnerships. | Amended | Not achieved | [AR p.41](https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf#page=41)(https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf#page=41) |\n| PM2 | Total annual number of Aboriginal and Torres Strait Islander people Islander people provided with an IBA product or the opportunity to access the economy through a job or procurement opportunity. | Amended | Not achieved | [AR p.41](https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf#page=41)(https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf#page=41) |\n| PM4 | Reported levels of Aboriginal and Torres Strait Islander financial wellbeing. | 89% | Achieved | [AR p.41](https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf#page=41)(https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf#page=41) |\n| PM5 | Reported levels of positive impacts of IBA’s activities by Aboriginal and Torres Strait Islander people. | Amended | Not achieved | [AR p.41](https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf#page=41)(https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf#page=41) |\n| PM8 | Average conversion rate of demand into a home, business or investment outcome. | Amended | Not achieved | [AR p.41](https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf#page=41)(https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf#page=41) |\n| PM9 | Total rate of efficiency of IBA in achieving its purpose (cost to income ratio). | <69% | Achieved | [AR p.41](https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf#page=41)(https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf#page=41) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Indigenous Prosperity Fund - Income Fund - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:31:41.772908+00:00\n**Entity ID**: B-003070\n**Entity type**: Joint Venture/Partnership\n**Jurisdiction**: Commonwealth\n**Portfolio**: Prime Minister and Cabinet\n**Website**: http://www.iba.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| other-pdfs | 5 |\n| pages | 30 |\n| strategies | 3 |\n\n## Executive Readout\n\n### Purpose\n\n- Impacts include:\n(Output, qualitative measure)\nWe are exploring opportunities to move to an • financial knowledge\neffectiveness measure in the future. • skills and expertise\nExpected performance results • sense of purpose\n• self-confidence\n2025–26 2026–27 2027–28 2028–29\n• financial security and empowerment\nImpact Impact Impact Impact • improved quality of life\nreport report report report\n• supporting family\npublished published published published\n• fulfilling community objectives.\n Source: `corporate-plans/2025-26.pdf (https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf)`\n- [Page 46]\nPerformance Measure 7 Performance Measure 8\nTotal proportion of Aboriginal and Torres Strait Average conversion rate of demand into a home,\nfirst home buyers. business or investment outcome.\n(Effectiveness, qualitative measure) (Effectiveness, quantitative measure)\nExpected performance results Expected performance results\n2025–26 2026–27 2027–28 2028–29 2025–26 2026–27 2027–28 2028–29\n80% 80% 80% 80% >43% >43% >44% >44%\nDescription and link to our purpose Description and link to our purpose\nHome ownership is increasingly recognised by This performance measure shows how effective\nAboriginal and Torres Strait Islander people as an IBA’s activities are in assisting Aboriginal and\nimportant pathway to building financial security Torres Strait Islander people through home and\nfrom one generation to the next.\n Source: `corporate-plans/2025-26.pdf (https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf)`\n- [pages 22,23,24,25]\ntion.\nand policy frameworks will continue to evolve\nA key priority for IBA is alignment with the over 2024 to consider additional reform actions\nNational Agreement on Closing the Gap and initiatives to ensure First Nations people have\n(National Agreement), which outlines 17 socio- access to culturally safe, appropriate and fit for\neconomic outcome areas that have an impact purpose education, training and employment\non life outcomes for Aboriginal and Torres Strait programs and the tailored supports they need to\nIslander people. participate in well-paid and secure jobs, including\nthrough improved outcomes for Indigenous youth.’\nOwning a home or starting, growing, or buying a\nbusiness are powerful pathways to prosperity.\n Source: `annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf)`\n- These\n• the link between our purpose, as set out\nperformance measures will continue to move us\nin the ATSI Act\ncloser to long-term change and positive impact.\n• the links between our single portfolio outcome\nIn this Annual Performance Statement, we\nand related performance measures as\nare reporting on four of the nine performance\npresented in our 2023–24 Corporate Plan and\nmeasures (1, 2, 3, and 7).\n Source: `annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf)`\n\n### Role and Functions\n\n- Portfolio Budget Statement archives\n2025-2026 Portfolio Budget Statements\n2024-2025 Portfolio Budget Statements\n2023-2024 Portfolio Budget Statements\n2022-2023 Portfolio Budget Statements\n2021-2022 Portfolio Budget Statements\n2020-2021 Portfolio Budget Statements\n2019-2020 Portfolio Budget Statements\nread more\nLEGISLATIVE FRAMEWORK\nIBA’s principal legislative basis sets out its purpose, powers, functions, administrative and operational arrangements.\n Source: `pages/announcements-index.html (https://www.iba.gov.au/about-us/governance/portfolio-budget-statements/)`\n- 17 December 2024, and Darren Godwell from\nThe Audit and Risk Committee’s role is to advise 18 December 2024.\nthe Board on the appropriateness of IBA’s:\nFinance, Investment and\n• risk and compliance framework\nProducts Committee\n• financial statements\n• performance reporting responsibilities The Finance, Investment and Products\nCommittee monitored and reviewed the\n• systems of internal control.\ngovernance of IBA’s investments, products and\nCommittee members: transactions.\n Source: `annual-reports/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf)`\n- This performance measure is designed to track\nExpected performance results\nchanges over time, accounting for annual increases\nbased on historical data and demand, and\n2025–26 2026–27 2027–28 2028–29 accounting for natural movements in IBA’s portfolio\nand unplanned market demand responses.\n$391.0 $297.5 $306.7 $307.6\nmillion million million million Methodology\nWe calculate the annual total (in dollar value)\nDescription and link to our purpose\nof capital and capability development support\napproved or distributed by IBA for the benefit of\nThis performance measure provides information\nAboriginal and Torres Strait Islander people.\n Source: `corporate-plans/2025-26.pdf (https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf)`\n- To assist preparation for home ownership, Pages 18-25 show IBA’s achievements against the\nwe’ve run 73 workshops attended by 611 participants, targets set in the Portfolio Budget Statements for\nboth online and face-to-face. our Housing Solutions division which measures our\ndelivery against our purpose in 2020–21.\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- In\nbusiness loan customers\naddition to this special assistance, we continued\n‘business as usual’, delivering 355 finance products • value of business finance approved\nvalued at $52.4 million, and 465 different forms of\n• number of people attending business\nbusiness support and skills development.\ncapability workshops\nWe wanted businesses to continue building capability\n• percentage of business customers satisfied or\nand expertise whatever their circumstances or\nvery satisfied with IBA’s service\nlocation, so we moved a series of training and skill\ndevelopment opportunities online, including: • cost per dollar lent business loan efficiency ratio.\n• our ‘Business Essentials’ workshops – a series These performance measures are sourced from IBA’s\nthat builds business acumen and prepares Corporate Plan 2020–21 and the Portfolio Budget\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- Both the IPF Growth Fund and\nthe IPF Income Fund posted strong total net returns • five-year average annual portfolio return to\nto IBA and 34 Indigenous co-investors of 23.7% and Indigenous co-investors\n6.6% respectively for the 2021 financial year, and\n• number of Indigenous co-investor partnerships\nas a result exceeded their respective return on\n(cumulative since 1 July 2015)\ninvestment objectives.\n• value of goods and services procured from\nCOVID-19 provided significant challenges and\nIndigenous suppliers by IBA’s subsidiaries and\nopportunities for the tourism and hospitality sector\nassociates\ntoo.\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n\n### Strategic Priorities\n\n- [Page 7]\nContents\n2 7 15\nFOREWORD PART 01: PART 02:\nMessage from Overview of Policy environment\nour Chair our purpose and and our priorities\nkey activities\n25 59 83\nPART 03: PART 04: PART 05:\nProgress towards Performance and People, governance,\nour Corporate sustainability report and risk report\nPlan 2023–24 and\n2028 Strategy\n115 1 67\nPART 06: PART 07:\nFinancial report Appendices\n Source: `annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf)`\n- [pages 32,33,34,35,36]\nnderstand what is\nacceptable risk-taking to achieve strategic priorities.\n Source: `corporate-plans/2025-26.pdf (https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf)`\n- Our strategic goals set out our priorities and their associated outputs.\n& IBA VISION\nGOAL 1 GOAL 2 GOAL 3 GOAL 4\nSTRATEGIC GOALS\nCHOICE INCLUSION PROSPERITY EXCELLENCE\nIBA’s purpose is achieved through the delivery of key activities.\n Source: `corporate-plans/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2024/08/IBA-Corporate-Plan-2024-25.pdf)`\n- 2028 strategy and key activities 15\nOperating context 19\nKey challenges 19\nFinancial sustainability 20\nRisk oversight and management 20\nCapability and co-operation 23\nPeople and learning 25\nTechnology 24\nPartnerships and stakeholders 27\nSubsidiaries (where applicable) 29 and 47\nPerformance\n• Performance measures 33\n• Targets for each performance measures\n49\n Source: `corporate-plans/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2023/04/IBA-CorporatePlan_2023-24_FINAL.pdf)`\n- [Page 5]\nContents\nIntroduction b\nPurpose 4\nKey activities we will undertake to achieve our purpose 6\nOperating context 13\nPerformance 36\nAppendices 48\n Source: `corporate-plans/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2024/08/IBA-Corporate-Plan-2024-25.pdf)`\n- This includes setting\nregular Executive Committee • communicate IBA’s plans and the organisation’s risk appetite to understand what is\nstrategy sprints capabilities. acceptable risk-taking to achieve strategic priorities.\n• engage with the Board specifically IBA has a comprehensive approach\nRisk Management Framework: The purpose of IBA’s Risk\nin targeted strategy discussions at to risk management to help\nManagement Framework is to create and protect value by\nleast twice a year manage risks, as they arise, so\nintegrating risk management into our work and functions,\nwe can undertake key activities\n• have fortnightly Executive including the activities set out in the corporate plan.\nto achieve IBA’s purposes.\n Source: `corporate-plans/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2024/08/IBA-Corporate-Plan-2024-25.pdf)`\n- Use customer\n1,400 of the potential customers for one or more home loan products experience and develop resilience complaints and feedback to drive\nwere ready to take action that led\n• fall within relevant income with support from and in improvements.\nto a home loan, business finance\npartnership with IBA (Measure 4).\nproduct, or direct investment thresholds to make them eligible • Continue to track and report\nopportunity. for an IBA home lending product. • Deliver IBA’s customer impact business customer satisfaction\nIn our 2023-24 corporate plan, to For the 2024–25 reporting period, IBA has reports to inform an appropriate levels at 80% as required in the\nhelp IBA undertake our key activities set the following performance targets: financial wellbeing index and contract between IBA and NIAA.\nconfirm the contribution IBA\nand achieve our purposes, we set a\n Source: `corporate-plans/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2024/08/IBA-Corporate-Plan-2024-25.pdf)`\n- Key activities we will undertake to achieve our purpose 6\nOperating context\n• the environment in which the entity will operate 13-17\n• the strategies and plans the entity will implement to have the capability it needs to undertake its key 30-32\nactivities and achieve its purposes\n• a summary of the risk oversight and management systems of the entity, and the key risks that the\n13-17\nentity will manage and how those risks will be managed\n• details of any organisation or body that will make a significant contribution towards achieving the 21, 25, 28, 29,\nentity’s purposes through cooperation with the entity, including how that cooperation will help achieve Appendix A\nthose purposes\n28, 29,\n• how any subsidiary of the entity will contribute to achieving the entity’s purpose\nAppendix A\nPerformance\n• Performance measures 36-47 and\n• Targets for each performance measures 49-51\n52\n Source: `corporate-plans/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2024/08/IBA-Corporate-Plan-2024-25.pdf)`\n- Item Topic Matters to be included Pages\n1 Introduction (a) a statement that the plan is prepared for paragraph 35(1)(b) of 5\nthe PGPA Act\n(b) the reporting period for which the plan is prepared\n(c) the reporting periods covered by the plan\n2 Purpose The purposes of the entity 6–7\n3 Key activities For the entire period covered by the plan, the key activities that the 10–11\nentity will undertake in order to achieve its purposes.\n Source: `corporate-plans/2025-26.pdf (https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf)`\n- 4 Operating (a) the environment in which the entity will operate 18–19\ncontext\n(b) the strategies and plans the entity will implement to have 20–23\nthe capability it needs to undertake its key activities and achieve\nits purposes\n(c) a summary of the risk oversight and management systems of 24–25\nthe entity, and the key risks that the entity will manage and how\nthose risks will be managed\n(d) details of any organisation or body that will make a significant 28–29\ncontribution towards achieving the entity’s purposes through\ncooperation with the entity, including how that cooperation will\nhelp achieve those purposes\n(e) how any subsidiary of the entity will contribute to achieving the 30\nentity’s purposes\n5 Performance For each reporting period covered by the plan, details of how the 31–39\nentity’s performance in achieving the entity’s purposes will be\nmeasured and assessed through:\n Source: `corporate-plans/2025-26.pdf (https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Measure Our 2023–24 target Performance result\n4 Annual reported Establish baseline Achieved\nlevels of resilience and\nA methodology for\nfinancial wellbeing\nmeasuring financial\nwellbeing was\ndeveloped in 2023–24\nand a target will be\npiloted, tested, and\nvalidated in 2024–25\n5 Social and financial Deliver comprehensive Partially achieved*\nimpact and returns to impact study\n2023 Impact Report\nAboriginal and Torres\nlaunched in April\nStrait Islander people,\n2024, positive impact\norganisations and\nreported\nbusinesses\n6 Launch ESG Strategy Launch ESG Strategy Partially achieved*\nand establish a\nESG Strategy\nbaseline measure and\ndeveloped in 2023–24\ntarget\n*Partially achieved result is greater than 75% of the performance measure.\n Source: `annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf)`\n- 144\nPerformance Year Target Results Achieved\n2020–21 $200m $167.3m \n2019–20 $200m $166.1m \n2018–19 $220m $242.4m \n2017–18 $175m $312.2m \nAnalysis We exceeded the previous year’s result, but the performance measure for home ownership outcomes in value\n($167.3m) fell short of the annual target by $32.7m (16%).\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- Table 4: Performance measures scorecard 2023–24\nPerformance measure Expected Actual Result\nresult result against\ntarget\n1 Total annual number of Aboriginal and 1,350 3,829 Achieved\nTorres Strait Islander people provided with\naccess to capability building, knowledge\nand networks directly by IBA and indirectly\nthrough partnerships\n2 Total annual number of Aboriginal and 2,000 2,681 Achieved\nTorres Strait Islander people provided\nwith an IBA product or the opportunity\nto access the economy through a job or\nprocurement opportunity\n3 Total annual sum of capital and capability $275 million $364.7 million Achieved\ndevelopment support distributed by IBA\nspecifically for the benefit of Aboriginal\nand Torres Strait Islander people\n7 Total proportion of Aboriginal and Torres 80% 88% Achieved\nStrait Islander first home buyers\n*PBS measures only\n63\n Source: `annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf)`\n- 144\nPerformance Year Target Results Achieved\n2020–21 4.5% 7.4% \n2019–20 4.5% 4.8% \n2018–19 4.5% 6.4% \n2017–18 4.5% 7.2% \nAnalysis We have achieved the target for the performance measure in transitioning our customers to mainstream\nlenders, supporting 7.4% (392 customers) in this journey and demonstrating consistent achievement in this\nmeasure over time.\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- 144\nPerformance\nYear Target Results Achieved\n2020–21 60 56 \nAnalysis As with Measure 12 above, this performance measure was impacted by COVID-19-induced uncertain economic\nconditions.\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- 172\nPerformance Year Target Results Achieved\n2021–22 560 461 \n2020–21 N/A 448 -\n2019–20 N/A 454 -\n2018–19 N/A 688 -\nAnalysis The performance measure for home ownership outcomes in number (461) fell short of the annual target by 99\n(17.68 per cent).\n Source: `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)`\n- 172\nPerformance Year Target Results Achieved\n2021–22 Less than 1.11% 0.96% \nMeasure to be piloted\n2020–21 and target to be Target was developed \nand piloted\ndeveloped\n2019–20 - - -\n2018–19 - - -\nAnalysis For 2021–22, we introduced a new performance measure for determining the cost efficiency of our program\ndelivery.\n Source: `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)`\n- 173\nPerformance Year Target Results Achieved\n2021–22 Less than 10% 8.5% \nMeasure to be\n2020–21 piloted and target to Target was developed \nand piloted\nbe developed\n2019–20 - - -\n2018–19 - - -\nAnalysis For 2021–22, IBA introduced a new performance measure for gauging program delivery efficiency, with a\npositive efficiency measure being delivered.\n Source: `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)`\n- 173\nPerformance Year Target Results Achieved\n2021–22 Less than 3% 1.50% \n2020–21 Less than 3% 1.60% \n2019–20 - - -\n2018–19 - - -\nAnalysis This performance measure demonstrates our efficiency in undertaking investment activities that contribute\nto IBA’s purpose.\n Source: `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)`\n- 167\nPerformance Year Target Results Achieved Trend\nyear-on-year\n2022–23 500 465 No + 4\n2021–22 560 461 No + 13\n2020–21 5004 448 NA - 6\n2019–20 5005 454 NA - 234\n2018–19 5006 688 NA NA\nAnalysis The performance measure for home ownership outcomes in number (465) fell short\nof the annual target by 35 (7%).\n Source: `annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf)`\n- 169\nPerformance Year Target Results Achieved Trend year-on-year\n2022–23 Less than 8.30% Yes - 0.20%\n10%\n2021–22 Less than 8.50% Yes NA\n10%\n2020–21 Measure to Target was Yes NA\nbe piloted developed\nand target to and piloted.\nbe developed\n2019–20 NA NA NA NA\n2018–19 NA NA NA NA\nAnalysis We have met the program efficiency target for 2022–23, improving on the\n2021–22 result by 0.20%.\n Source: `annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf)`\n- 169\nPerformance Year Target Results Achieved Trend year-on-year\n2022–23 70 70 Yes + 5\n2021–22 65 65 Yes + 9\n2020–21 60 56 No NA\n2019–20 NA NA NA NA\n2018–19 NA NA NA NA\nAnalysis As with Measure 12, this performance measure was challenged by broader market\nconditions.\n Source: `annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf)`\n- 169\nPerformance Year Target Results Achieved Trend year-on-year\n2022–23 Less than 3% 1.70% Yes + 0.20%\n2021–22 Less than 3% 1.50% Yes - 0.10%\n2020–21 Less than 3% 1.60% Yes NA\n2019–20 NA NA NA NA\n2018–19 NA NA NA NA\nAnalysis This performance measure was introduced to demonstrate our efficiency in\nundertaking investment activities that contribute to IBA’s purpose.\n Source: `annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf)`\n- Measure Our 2023–24 target Performance result\n7 Total proportion of 80% Exceeded\nAboriginal and Torres\n88%\nStrait Islander first\nhome buyers\n8 Average conversion Establish baseline Achieved\nrate from enquiry into\nA methodology for\na home, business or\nmeasuring conversion\ninvestment outcome\nwas developed in\n2023–24.\n Source: `annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $24.7 million, $2.1 billion, $121 million, $370.8 million, $342.6 million, 24.7 million | IBA’s\nexpenses decline by $24.7 million. net assets of $2.1 billion were $121 million higher\nthan in 2021–22, driven by retained earnings, equity,\nTotal income declined from $370.8 million to\nappropriation from government and a net increase\n$342.6 million, driven by significantly less revenue\nin First Nations investor participation.\nfrom the unwinding of concessional discounts\ndriven by a remarkable decline in repayments\nand discharges on the pri | `annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf)` |\n| $22.9 million, $56.3 million, $9.5 million, $185.2 million, 22.9 million, 56.3 million | Financial statements for the\nin the 2020 Federal Budget and receivable New Housing Fund are provided separately under\nover 3 years Note 14.\n– $22.9 million equity injection for providing\nThe Australian Accounting Standards require that\nother home loans\nIBA’s financial assets be recorded at their fair value:\n• $56.3 million in First Nations investor participation\n• loans relating to the housing and business loan\n• $9.5 million in appropriations po | `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)` |\n| $22.85 million, $14.8 million, $9.4 million, $217.7 million, 22.85 million, 14.8 million | It is then received as at 30 June 2023) to fund\nincluded in the Commonwealth Portfolio Budget regional construction home lending\nStatements and Portfolio Additional Estimates\n− $22.85 million equity injection for\nstatements process in the PM&C portfolio.\nproviding other home loans\nTo expand our impact and deliver more outcomes,\nwe receive annual appropriations and capital • $14.8 million in First Nations\ninjections from government. investor parti | `annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf)` |\n| $2 million, 2 million | Income (continued)\nConsolidated Consolidated\n2025 2024\n$'000 $'000\nNote 3F: Other gains\nChange in fair value of non-financial assets 9,858 8,945\nChange in fair value of financial assets - 10,003\nTotal other gains 9,858 18,948\nNote 3G: Revenue from Government\nDepartment of Prime Minister and Cabinet\nCorporate Commonwealth Entity payment item 9,885 9,420\nTotal revenue from Government 9,885 9,420\nAn appropriation of $2 million has not been drawn dow | `annual-reports/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf)` |\n| $70.9 million, $3.4 million, 70.9 million, 3.4 million | We pursue better in 2025–26.\npractice with evolving laws and policies set by the\nIt should be noted that in the 2025–26 Budget,\nAustralian Government such as the:\nIBA received:\n• Commonwealth Risk Management Policy\n• $70.9 million over two years to increase\n• Australian Public Service (APS) Net Zero Policy opportunities for First Nations Australians\n• Modern Slavery Act 2018 to buy their own home\n• Unfair Contract Terms 2023 • $3.4 million over t | `corporate-plans/2025-26.pdf (https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf)` |\n| $11.8 million, $22.9 million, $27.5 million, 11.8 million, 22.9 million, 27.5 million | We are committed to equipping our\nprojects and transactions. staff, customers, and stakeholders with the\ntools needed to navigate economic risks and\nOver the 2025–26 financial year, the capital\ncapitalise on growth opportunities.\ninjections we have available to meet demand\nand finance our operations include: Table 2 identifies the key challenges and changes\n• an annual appropriation of $11.8 million of in our operating environment and how IBA\nfun | `corporate-plans/2025-26.pdf (https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf)` |\n| $22.9 million, $9.5 million, $159.3 million, 22.9 million, 9.5 million, 159.3 million | Financial\nover three years statements for the New Housing Fund are provided\nseparately under Note 15.\n– $22.9 million equity injection for providing\nother home loans The AASs require that IBA’s financial assets be\nrecorded at their fair value:\n• $9.5 million in appropriations\n• Loans relating to the housing and business loan\n• $159.3 million from self-generated revenue\nportfolios are issued at concessional interest rates\n– mostly interest earning | `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)` |\n| $30.8 million, $41.6 million, $18.75 million, $150 million, 30.8 million, 41.6 million | [Page 33]\nFunding: managing capital\nto meet customer demand\nOur operations were mainly financed by: In 2022–23, IBA received:\n• self-generated revenue from interest on home • $30.8 million in grant receipts\nand business loans\n• $41.6 million in Commonwealth\n• returns from investment portfolios capital injections:\n• funding from government.\n− $18.75 million of $150 million (all\nOur Board approves our budget. | `annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf)` |\n| $40.8 million, $315,000 , 40.8 million | Navigating business • $40.8 million directly to new and existing\nownership in a post-pandemic environment business customers through the IBRP to\ncoupled with uncertain economic conditions support them through the pandemic\nrequired greater focus and attention to the needs\n• 63 grants valued at $315,000 to flood-impacted\nof our customers and the sector more broadly.\nbusiness loan customers\nThese were our key challenges in 2022–23:\n• stable interest | `annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf)` |\n| $263.4 million, $288.1 million, $2.2 billion, $123 million, $78.9 million, $81.7 million | [Page 122]\nFinancial results\nIBA’s financial statements are presented on a Total expenses of $263.4 million decreased from\nconsolidated basis including subsidiaries, which the prior year’s $288.1 million, primarily as a result\noperate businesses across: of write-downs in the prior year on investments\nheld by the Indigenous Prosperity Funds that were\n• tourism\nimpacted by COVID-19.\n• renewables\nOffsetting that decline was a positive fair value\n• r | `annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf)` |\n| $27.5 million, $22.9 million, $9.4 million, $340.2 million, 27.5 million, 22.9 million | [Page 62]\nManaging capital to meet demand\nOur operations were mainly financed by: In 2023–24, IBA received:\n• self-generated revenue from interest on home • $27.5 million in grant receipts\nand business loans\n• $22.9 million in Commonwealth\n• returns from investment portfolios capital injections\n• funding from government. • $9.4 million in appropriations\nOur Board approves our budget and • $340.2 million from self-generated revenue\nperformance mea | `annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf)` |\n| $4.9 million, $272.5 million, $230.5 million, $42 million, $37.3 million, $2.4 billion | A\nfurther $4.9 million uplift came from increased\n• unwinding of concessional discount\ndividends received across the investment portfolio.\n• concessional loan discount\nThis result highlights IBA’s ongoing commitment\n• change in fair value of assets. to financial sustainability and its ability to deliver\nlong-term value for Indigenous Australians through\nTotal expenses for the financial year decreased\nsound investment and operational practices.\nfr | `annual-reports/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf)` |\n| $35.8 million, $35.8\n, $15\n, $9.6 million, $15 million, $22.85 million | [Page 42]\nOver the 2024–25 financial year, the Other ways we manage the flow of Figure 4: Flow of capital in FY 2024-25\ncapital injections we have available to capital to meet demand includes:\nmeet current demand includes:\n• self-generated inflows estimated\n• an annual appropriation of to be $35.8 million in 2024-25 $35.8\n$15\n$9.6 million in government funding M M\n• contributions from Aboriginal and\nto cover some of the costs of\nTorres Strait Isl | `corporate-plans/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2024/08/IBA-Corporate-Plan-2024-25.pdf)` |\n| $344.1 million, $370.8 million, $288.1 million, $238.9 million, 344.1 million, 370.8 million | [Page 97]\nFINANCIAL RESULTS Total income increased from $344.1 million to\n$370.8 million, driven by revenue from the\nIBA’s financial statements are presented on a unwinding of concessional discounts on record\nconsolidated basis with its subsidiaries, which operate repayments and discharges as customers\nbusinesses across: refinanced in commercial market, freeing up\ncapital for future First Nations borrowers.\n• tourism\nTotal expenses of $288.1 mill | `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)` |\n| $9.4 million, $217.7 million, 9.4 million, 217.7 million | [pages 34,35,36,37,38,39,40,41]\nbase of the IBA group is made up of: • $9.4 million in appropriations\n• Commonwealth grant and • $217.7 million from self-generated revenue\nappropriation revenue (mostly interest earnings, dividends from\ninvestments, rental receipts from investment\n• investment from First Nations co-investment properties and subsidiaries’ customer contracts).\npartners\nRecycling our capital and profits from housing and\n• self-genera | `annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf)` |\n| $200m, $167.3m, $166.1m, $220m, $242.4m | 144\nPerformance Year Target Results Achieved\n2020–21 $200m $167.3m \n2019–20 $200m $166.1m \n2018–19 $220m $242.4m \n2017–18 $175m $312.2m \nAnalysis We exceeded the previous year’s result, but the performance measure for home ownership outcomes in value\n($167.3m) fell short of the annual target by $32.7m (16%). | `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)` |\n| $275 million, $364.7 million, 275 million, 364.7 million | Table 4: Performance measures scorecard 2023–24\nPerformance measure Expected Actual Result\nresult result against\ntarget\n1 Total annual number of Aboriginal and 1,350 3,829 Achieved\nTorres Strait Islander people provided with\naccess to capability building, knowledge\nand networks directly by IBA and indirectly\nthrough partnerships\n2 Total annual number of Aboriginal and 2,000 2,681 Achieved\nTorres Strait Islander people provided\nwith an IBA product | `annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf)` |\n| 17.68 per cent | 172\nPerformance Year Target Results Achieved\n2021–22 560 461 \n2020–21 N/A 448 -\n2019–20 N/A 454 -\n2018–19 N/A 688 -\nAnalysis The performance measure for home ownership outcomes in number (461) fell short of the annual target by 99\n(17.68 per cent). | `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)` |\n\n## Key Achievements\n\n- [Page 37]\nHighlights 2024–25\nChoice 4,018\ncustomers provided with Pathways Through\naccess to networks, knowledge, Housing and Pathways\nand capability-building Through Business\nreports released\n2,956\nOver\npeople provided $389\nwith an IBA product,\njob or procurement M distributed through capital or\nopportunity capability development activities\nInclusion\nFirst\n2024\nESG\nImpact\nStrategy Expanded\nfinancial Report\nlaunched education,\ntraining delivered\n& workshops\n107\ncustomers\napproved for a Delivered natural disaster relief grants to:\nshared equity 266 34\nhome loan business finance\nhome loan customers customers\nProsperity Larrakia Development\nCorporation Pty Ltd\n505 now own\n5%\ncustomers assisted to\nbuy their first home\nof the Darwin\nwaterfront precinct\n42 participants attended Piloted business\nan Investor forum in insurance initiative\nBoorloo (Perth) with NRMA\nExcellence\nOur People Platform\n Source: `annual-reports/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf)`\n- Strategic approach Activities and achievements\n4.1 Manage and grow our asset base and Net assets grown to $2.3 billion\nstrengthen our funding model\nEstablished internal treasury function\nand began work on cost efficiency\n4.2 Simplify and modernise our Established project gateway and\nprocesses and systems and bolster commencing process optimisation\nour workforce to continue to deliver a\nChief Information and Technology\ntimely, high-quality, and culturally safe\nOfficer leading work on cyber security\ncustomer experience\nmaturity and technology uplift including\nbedding down the core banking system\nLaunch of learning and development\nstrategy and Indigenous employment\nstrategy\n4.3 Continue to adopt best practice Rollout of and communications about\ngovernance, strategic planning, and risk the 2028 strategy, including stakeholder\n Source: `annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf)`\n- Strategic approach Activities and achievements\n2.1 Develop and deliver innovative Launched shared equity with\nfinance solutions that address 42 approvals to 30 June 2024\nchallenges relating to housing\nDelivered natural disaster relief grants\naffordability, economic uncertainty, and\nto 113 home loan customers and 18\nmore frequent natural disasters\nbusiness finance customers\n2.2 Pioneer new lending and investment Social Enterprise Partnerships—building\ninitiatives targeting Aboriginal and Torres financial security valued at $2.7 million.\n Source: `annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf)`\n- Strategic approach Activities and achievements\n3.1 Engage and collaborate with 19 large transactions of business finance\nbusinesses and communities to invest approvals to 17 customers each over $1\nin sustainable commercial ventures that million, valued at $50.8 million.\nreach new markets and diversify and\nPerformance bonds milestone $65.7\ngrow the First Nations economy\nmillion over 6 years\n$48 million invested by Aboriginal and\nTorres Strait Islander organisations in\npartnership with Indigenous Prosperity\nFunds (IPF), Indigenous Real Estate\nInvestment Trust (I-REIT) and Direct\nInvestments\n15 new co-investors, invested in this\nfinancial year\n3.2 Establish new partnerships that MoU with NAB\nchannel finance to First Nations-led\nMoU with EFA\nprojects and commercial enterprises\nReviewed partnerships and sponsorships\nstrategies\n3.\n Source: `annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf)`\n- [Page 18]\n–\nOUR PROGRESS AGAINST\nTHE 5 STRATEGIC PILLARS\n–\nIn 2017, IBA commenced development of our current Areas of focus in 2022–23 will include:\nstrategy 2018-2023.\n• strict financial management to meet current and\nLaunched in 2018, it has guided us towards delivering future demand, given that demand is generally\nmore positive impacts across the economic, social structurally higher than IBA’s ability to supply capital\nand cultural aspects of our customers lives whilst\n• investment in and update of our new core IT system,\nlearning and adapting the way we deliver our\ncustomer facing portal and data warehouse to\nproducts and services.\nimprove customer experiences\nIn 2019, the disruption to business as usual and the • investment in the development of staff capability\nimpacts of the pandemic were unavoidable.\n Source: `corporate-plans/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2022/08/IBA-Corporate-Plan-2022_23.pdf)`\n- In 2022–23, the framework\nwill be reviewed and updated to ensure it remains IBA’s key stakeholders are listed at Appendix A.\nrelevant, fit for purpose and reflects an approach that\nPURPOSEFUL PARTNERSHIPS\nGOAL 8 GOAL 9 GOAL 10\nPartnership Partnership 10+ Purposeful\nFramework Strategy Partnerships\nimplemented developed in place\n1188\n Source: `corporate-plans/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2022/08/IBA-Corporate-Plan-2022_23.pdf)`\n- To assist preparation for home ownership, Pages 18-25 show IBA’s achievements against the\nwe’ve run 73 workshops attended by 611 participants, targets set in the Portfolio Budget Statements for\nboth online and face-to-face. our Housing Solutions division which measures our\ndelivery against our purpose in 2020–21.\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- 144\nPerformance Year Target Results Achieved\n2020–21 4.5% 7.4% \n2019–20 4.5% 4.8% \n2018–19 4.5% 6.4% \n2017–18 4.5% 7.2% \nAnalysis We have achieved the target for the performance measure in transitioning our customers to mainstream\nlenders, supporting 7.4% (392 customers) in this journey and demonstrating consistent achievement in this\nmeasure over time.\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- [Page 60]\n54\nAILARTSUA\nSSENISUB\nSUONEGIDNI\n54\nAILARTSUA\nSSENISUB\nSUONEGIDNI\nRICHARD ROY\n(RICK) AH SEE\nALLERT AO\nIBA DIRECTOR; AUDIT, RISK AND IBA DIRECTOR\nPERFORMANCE COMMITTEE (*TERM ENDED 11 JULY 2020)\nCHAIR; FINANCE, INVESTMENT AND\nPERFORMANCE COMMITTEE MEMBER • Wiradjuri man, born and raised on\nNanima Reserve, near Wellington,\n• chartered accountant with many years’ New South Wales\nexperience in the corporate sector\n• qualifications in social welfare, worked\n• Chair, Voyages Indigenous Tourism at various government agencies and\nAustralia Pty Ltd; Chair, Kakadu Tourism Aboriginal community-controlled\n(GLC) Pty Ltd and Kakadu Tourism (GCH) organisations\nPty Ltd; Chair, Cavpower Pty Ltd (Group)\n• Director of the Indigenous Land and\n• 2011 recipient of Ernst & Young Sea Corporation\nChampion of Entrepreneurship Award,\n• former Co-Chair of the Prime Minister’s\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- [Page 20]\n–\nOUR STRATEGY\n–\nIn 2017, IBA commenced development of our current As set out in the 2021–22 portfolio budget statements\nstrategy 2018–23. (PBS) under IBA’s strategic direction statement, key\nareas of focus included:\nLaunched in 2018, it guided us towards delivering\nmore positive impacts across the economic, social and • strict financial management to meet demand,\ncultural aspects of our customers' lives while learning, given that demand has exceeded available\nand adapting the way we delivered our products and capital over the long term\nservices.\n• ensuring customers’ finance needs are met in\nIn 2020, the disruption to business as usual and the an appropriate way\nimpacts of the pandemic were unavoidable.\n Source: `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)`\n- Against the backdrop of\nthe pandemic, multiple natural disasters, geopolitical • continuing to roll out lending to support\ninstability, and stressed markets and economies, Aboriginal and Torres Strait Islander peoples to\nIBA implemented several initiatives to ensure our build new houses in regional Australia under\ncustomers and communities survived. the three-year, $150 million equity injection\nannounced in 2020–21\nIn the 2021–22 financial year, we continued to support\nour customers to stabilise, manage and recover from • understanding structural shifts in the economy\nthe economic impacts of COVID-19. and the impact of regional house prices on IBA’s\nhome lending customer base and what IBA can\nOverall, we remained on track to meet most of our ten\ndo to support these customers\nstrategic goals, noting the disruption caused by the\n Source: `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)`\n- 173\nPerformance Year Target Results Achieved\n2021–22 Less than 10% 8.5% \nMeasure to be\n2020–21 piloted and target to Target was developed \nand piloted\nbe developed\n2019–20 - - -\n2018–19 - - -\nAnalysis For 2021–22, IBA introduced a new performance measure for gauging program delivery efficiency, with a\npositive efficiency measure being delivered.\n Source: `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 60]\n54\nAILARTSUA\nSSENISUB\nSUONEGIDNI\n54\nAILARTSUA\nSSENISUB\nSUONEGIDNI\nRICHARD ROY\n(RICK) AH SEE\nALLERT AO\nIBA DIRECTOR; AUDIT, RISK AND IBA DIRECTOR\nPERFORMANCE COMMITTEE (*TERM ENDED 11 JULY 2020)\nCHAIR; FINANCE, INVESTMENT AND\nPERFORMANCE COMMITTEE MEMBER • Wiradjuri man, born and raised on\nNanima Reserve, near Wellington,\n• chartered accountant with many years’ New South Wales\nexperience in the corporate sector\n• qualifications in social welfare, worked\n• Chair, Voyages Indigenous Tourism at various government agencies and\nAustralia Pty Ltd; Chair, Kakadu Tourism Aboriginal community-controlled\n(GLC) Pty Ltd and Kakadu Tourism (GCH) organisations\nPty Ltd; Chair, Cavpower Pty Ltd (Group)\n• Director of the Indigenous Land and\n• 2011 recipient of Ernst & Young Sea Corporation\nChampion of Entrepreneurship Award,\n• former Co-Chair of the Prime Minister’s\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- [Page 59]\n53\nANNUAL\nREPORT\n2020–21\n53\nANNUAL\nREPORT\n2020–21\nEDWARD ANTHONY\n(EDDIE) ASHBY\nFRY\nIBA CHAIR; REMUNERATION AND IBA DEPUTY CHAIR; FINANCE\nNOMINATION COMMITTEE CHAIR INVESTMENT AND PRODUCTS\nCOMMITTEE CHAIR; REMUNERATION\n• Dagoman man from the Katherine AND NOMINATION COMMITTEE\nregion, Northern Territory MEMBER\n• Diploma in Business Management,\n• Gamilaraay-Yuwaalaraay man from\nUniversity of South Australia; graduate of\nnorthwestern New South Wales\nthe International Lead and Zinc\nStudy Group • chartered accountant and registered\ncompany auditor\n• Chair of the Indigenous Land and Sea\nCorporation • Director of the Hunter New England\nCentral Coast Primary Health Network Ltd\n• specialist in Indigenous and native title\nissues as Executive Director, Gimbulki • ex-officio member of the Supply Nation\nResources Ltd, a native title land access Audit and Risk Committee\ncompany;\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- [Page 61]\n55\nANNUAL\nREPORT\n2020–21\n55\nANNUAL\nREPORT\n2020–21\nSHIRLEY CLAIRE\nMCPHERSON WOODLEY\nIBA DIRECTOR; AUDIT, RISK AND IBA DIRECTOR; FINANCE, INVESTMENT\nPERFORMANCE COMMITTEE MEMBER AND PRODUCTS COMMITTEE MEMBER;\nREMUNERATION AND NOMINATION\n• Yamatji and Nyoongar woman from COMMITTEE MEMBER\nthe Perth and Murchison regions of\nWestern Australia • tertiary qualifications in occupational\ntherapy, psychology and project\n• chartered accountant with experience\nmanagement; graduate, Australian\nin program delivery and business\nInstitute of Company Directors\ndevelopment at all levels of government\n• former General Manager, Business\n• Chair of the Kaitijan Mia Mia Aboriginal\nBanking Victoria, Commonwealth Bank\nFoundation\nof Australia\n• Director, Western Australian Biodiversity\n• experience in business banking,\nScience Institute\ngovernance, risk management, strategic\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- [Page 73]\n67\nANNUAL\nREPORT\n2021–22\nANTHONY SHIRLEY\nASHBY MCPHERSON\nIBA DEPUTY CHAIR; FINANCE IBA DIRECTOR; AUDIT, RISK AND\nINVESTMENT AND PRODUCTS PERFORMANCE COMMITTEE MEMBER\nCOMMITTEE CHAIR; REMUNERATION\nAND NOMINATION COMMITTEE • Yamatji and Nyoongar woman from\nMEMBER the Perth and Murchison regions of\nWestern Australia\n• Gamilaraay-Yuwaalaraay man from\n• chartered accountant with experience\nnorth-western New South Wales\nin program delivery and business\n• chartered accountant and registered development at all levels of government\ncompany auditor\n• Chair of the Kaitijan Mia Aboriginal\n• Director of the Hunter New England Foundation\nCentral Coast Primary Health Network Ltd\n• Director, Western Australian Biodiversity\n• Independent Chair of the National Centre Science Institute\nof Indigenous Excellence committee\n• former group manager of Indigenous\n Source: `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)`\n- Navigating business • $40.8 million directly to new and existing\nownership in a post-pandemic environment business customers through the IBRP to\ncoupled with uncertain economic conditions support them through the pandemic\nrequired greater focus and attention to the needs\n• 63 grants valued at $315,000 to flood-impacted\nof our customers and the sector more broadly.\nbusiness loan customers\nThese were our key challenges in 2022–23:\n• stable interest rate settings which helped our\n• inflation remained above the target range customers with affordable and competitive\nof 2 to 3% finance products that were well priced for risk\nand could support capital asset growth.\n• the RBA tightened monetary policy, increasing\nthe cash rate on 10 occasions over the year, from We also created a permanent Natural Disaster\n0.85% on 1 July 2022 to 4.1% on 30 June 2023 Assistance relief budget to:\n Source: `annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf)`\n- [pages 51,52,53,54,55,56]\nby a\n• Security, systems and IT risks. quality assurance framework and internal and external audit review program.\n• Breaches of our code of conduct, values and behaviour We also:\nframework.\n• report risk oversight and management controls to relevant accountable\nauthorities\n• do annual customer and employee surveys to drive continual process\nimprovement and inform the Executive Team of any control weakness.\n Source: `corporate-plans/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2023/04/IBA-CorporatePlan_2023-24_FINAL.pdf)`\n- 2028 strategy and key activities 15\nOperating context 19\nKey challenges 19\nFinancial sustainability 20\nRisk oversight and management 20\nCapability and co-operation 23\nPeople and learning 25\nTechnology 24\nPartnerships and stakeholders 27\nSubsidiaries (where applicable) 29 and 47\nPerformance\n• Performance measures 33\n• Targets for each performance measures\n49\n Source: `corporate-plans/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2023/04/IBA-CorporatePlan_2023-24_FINAL.pdf)`\n- We are committed to equipping our\nprojects and transactions. staff, customers, and stakeholders with the\ntools needed to navigate economic risks and\nOver the 2025–26 financial year, the capital\ncapitalise on growth opportunities.\ninjections we have available to meet demand\nand finance our operations include: Table 2 identifies the key challenges and changes\n• an annual appropriation of $11.8 million of in our operating environment and how IBA\nfunding from government is responding to continue delivering our key\nactivities and ultimately to achieve our purpose.\n• a capital injection of $22.9 million annually\nto finance more housing loans\n• an annual grant funding contribution of\n$27.5 million from the National Indigenous\nAustralians Agency (NIAA) to support the\nbusiness solutions program.\n Source: `corporate-plans/2025-26.pdf (https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf)`\n- TABLE 05: DETAILS OF AUDIT, RISK AND\nPERFORMANCE COMMITTEE MEMBERS\nMember Qualifications, knowledge, skills or experience Meetings attended/ Remuneration\nname (include formal and informal as relevant) Total meetings\nRichard Allert Chartered accountant with many years’ experience in the 10/10 $16,267.94\ncorporate sector\nShirley Chartered accountant with experience in program delivery and 6/10 $8,133.84\nMcPherson business development at all levels of government\nMaria Storti Independent member since September 2014 10/10 $18,000.00\nExperienced senior executive who was a partner in a professional\nservices firm and has held other senior management and\nconsulting roles across the private and public sectors\nVanessa Elliott Experienced government and not-for-profit board director 7/10 $7,789.73\nMore than 20 years’ experience in strategic management,\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- [Page 69]\nFIGURE 12: IBA ORGANISATIONAL CHART AS AT 30 JUNE 2021\nHon Ken Wyatt AM MP\nMinister for Indigenous Australians\nBoard Committees\nIBA Board\nChair, Eddie Fry\nFinance,\nAudit, Risk & Remuneration\nInvestment\nPerformance & Nomination\n& Products\nCommittee Committee\nCommittee\nA/g Chief Executive Officer\nKirsty Moore\nBusiness Government & Products Strategy\nLegal Services Finance\nServices Public Relations & Markets & Innovation\nA/g Executive\nA/g Executive Executive A/g Executive\nDirector Director Director Director General Chief\nBusiness Government & Products & Strategy Counsel Financial\n& Innovation Officer\nServices Public Relations Markets\nJonathan Shanti Rama Tom Hure\nMichael Rose Sean Armistead Faysal Fassi\nKneebone\nDirector\nDirector Director\nInvestment\nBusiness Home\n& Asset\nSolutions Ownership\nManagement\nPeople,\nStrategic Direct Policy, Advocacy Budgets\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- [Page 74]\n68\nAILARTSUA\nSSENISUB\nSUONEGIDNI\nRICHARD CLAIRE\n(RICK) WOODLEY\nALLERT AO\nIBA DIRECTOR; AUDIT, RISK AND IBA DIRECTOR; FINANCE, INVESTMENT\nPERFORMANCE COMMITTEE AND PRODUCTS COMMITTEE MEMBER;\nCHAIR; FINANCE, INVESTMENT AND REMUNERATION AND NOMINATION\nPERFORMANCE COMMITTEE MEMBER COMMITTEE MEMBER\n• chartered accountant with many years’ • tertiary qualifications in occupational\nexperience in the corporate sector therapy, psychology and project\nmanagement; graduate, Australian\n• Chair, Voyages Indigenous Tourism\nInstitute of Company Directors\nAustralia Pty Ltd; Chair, Kakadu Tourism\n(GLC) Pty Ltd and Kakadu Tourism (GCH) • former General Manager, Business\nPty Ltd; Chair, Cavpower Pty Ltd (Group) Banking Victoria, Commonwealth Bank\nof Australia\n• 2011 recipient of Ernst & Young\nChampion of Entrepreneurship Award, • experience in business banking,\n Source: `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)`\n- Dr Valerie Cooms* Director 3/4\nMs Vanessa Elliott Director 8/8\nCOMMITTEES\nMs Rosemary Addis AM Director 8/8\nRichard Callaghan Director 4/4\nThree ongoing committees assist the Board in\nJoshua Gilbert Director 1/1 discharging its functions:\nNote: Figures represent meetings a director attended out of their total\n• Audit, Risk and Performance Committee\npossible.\n* Resigned during the financial year. • Finance, Investment and Products Committee\n• Remuneration and Nomination Committee.\n Source: `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)`\n- TABLE 05: DETAILS OF AUDIT, RISK AND\nPERFORMANCE COMMITTEE MEMBERS\nMember Qualifications, knowledge, skills or experience (include Meetings Remuneration\nname formal and informal as relevant) attended/\nTotal meetings\nRichard Allert Chartered accountant with many years’ experience in the corporate sector 6/6 $16,267.94\nAO\nShirley Chartered accountant with experience in program delivery and business 3/6 $8,133.84\nMcPherson development at all levels of government\nMaria Storti Independent member since September 2014 6/6 $18,342.00\nExperienced senior executive who was a partner in a professional services\nfirm and has held other senior management and consulting roles across\nthe private and public sectors\nVanessa Elliott Experienced government and not-for-profit board director 5/6 $8,133.84\nMore than 20 years’ experience in strategic management, business,\n Source: `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)`\n- [Page 83]\nFIGURE 14: IBA ORGANISATIONAL CHART AS AT 30 JUNE 2022\nHon Linda Burney MP\nMinister for Indigenous Australians\nBoard Committees\nIBA Board\nChair, Eddie Fry\nFinance,\nAudit, Risk & Remuneration\nInvestment\nPerformance & Nomination\n& Products\nCommittee Committee\nChief Executive Officer Committee\nKirsty Moore\nBusiness Government & Products Strategy\nLegal & Risk Finance\nServices Public Relations & Markets & Innovation\nExecutive Executive Executive Executive\nDirector Director Director Director General Chief\nBusiness Government & Products & Strategy Counsel Financial\nOfficer\nServices Public Relations Markets & Innovation\nShanti Rama Dee Garcha\nDamien Coke Sean Armistead Faysal Fassi Kia Dowell\nDirector Director\nDirector\nInvestment Community\nHome\n& Business & Customer\nOwnership\nSolutions Experience\nPeople,\nStrategic Business Direct Quality Policy, Advocacy Budgets\n Source: `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [pages 51,52,53,54,55,56]\nby a\n• Security, systems and IT risks. quality assurance framework and internal and external audit review program.\n• Breaches of our code of conduct, values and behaviour We also:\nframework.\n• report risk oversight and management controls to relevant accountable\nauthorities\n• do annual customer and employee surveys to drive continual process\nimprovement and inform the Executive Team of any control weakness.\n Source: `corporate-plans/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2023/04/IBA-CorporatePlan_2023-24_FINAL.pdf)`\n- In\nbusiness loan customers\naddition to this special assistance, we continued\n‘business as usual’, delivering 355 finance products • value of business finance approved\nvalued at $52.4 million, and 465 different forms of\n• number of people attending business\nbusiness support and skills development.\ncapability workshops\nWe wanted businesses to continue building capability\n• percentage of business customers satisfied or\nand expertise whatever their circumstances or\nvery satisfied with IBA’s service\nlocation, so we moved a series of training and skill\ndevelopment opportunities online, including: • cost per dollar lent business loan efficiency ratio.\n• our ‘Business Essentials’ workshops – a series These performance measures are sourced from IBA’s\nthat builds business acumen and prepares Corporate Plan 2020–21 and the Portfolio Budget\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- The Audit, Risk and Performance Committee\noversaw the 2020–21 Strategic Internal Audit In 2020–21, there was one transaction in which\nprogram which was delivered by an outsourced IBA provided a grant to a company which was a\ninternal audit service provider. related entity, as defined in the Public Governance,\nPerformance and Accountability Rule 2014.\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- [Page 53]\n47\nANNUAL\nREPORT\n2020–21\n–\nOVERALL IBA\n–\nWhile the above sections focus on IBA’s Housing They are assessed with the following performance\nSolutions, Business Solutions and Investments and measures:\nAsset Management areas, we have several other key\n• value of goods and services procured from\nactivities that sit outside direct products and service\nIndigenous suppliers by IBA\nareas which also make a significant contribution to\nour purpose. • Implementation of IBA’s Impact Framework.\n Source: `annual-reports/2020-21.pdf (https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf)`\n- Note 6B: Reconciliation of the opening and closing balances of Intangible Non-Financial Assets\nConsolidated 2022\nComputer Goodwill Other Total\nSoftware Intangibles\n$’000 $’000 $’000 $’000\nOpening balance\nGross book value 6,656 3,270 8,283 18,209\nAccumulated amortisation and impairment (6,005) - 268 (5,737)\nTotal as at 1 July 651 3,270 8,551 12,472\nAdditions\nBy purchase - - 5,786 5,786\nSoftware implementation costs written off 1 - - (9,530) (9,530)\nAmortisation expense - - (75) (75)\nReclassification - cost (763) - 796 33\nReclassification - accumulated depreciation 278 - (311) (33)\nDisposals - cost (816) - - (816)\nDisposals - accumulated depreciation 816 - - 816\nTotal as at 30 June 166 3,270 5,217 8,653\nNet book value as at 30 June represented by:\nGross book value 5,355 3,270 5,335 13,960\nAccumulated depreciation and impairment (5,189) - (118) (5,307)\n Source: `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)`\n- [Page 159]\n153\nANNUAL\nREPORT\n2021–22\nPGPA Rule Part of Description Requirement\nReference Report\n17BE(n), 17BE(o) Page 78 For transactions with a related Commonwealth entity or related If applicable, mandatory\ncompany where the value of the transaction, or if there is more\nthan one transaction, the aggregate of those transactions, is more\nthan $10,000 (inclusive of GST): (a) the decision-making process\nundertaken by the accountable authority to approve the entity\npaying for a good or service from, or providing a grant to, the related\nCommonwealth entity or related company; and (b) the value of the\ntransaction, or if there is more than one transaction, the number of\ntransactions and the aggregate of value of the transactions\n17BE(p) Page 76 Any significant activities and changes that affected the operation or If applicable, mandatory\nstructure of the entity during the reporting period\n Source: `annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)`\n- [Page 5]\n—\nSamuel’s journey to home\nownership is a powerful story of\ndetermination and a desire to\nbuild a life for him and his son.\n—\nAcronyms\nAI Artificial Intelligence\nAPS Australian Public Service\nATSI Act Aboriginal and Torres Strait Islander\nAct 2005\nESG Environmental, social, and governance\nILSC Indigenous Land and Sea Corporation\nICT Information and communication\ntechnology\nIT Information technology\nMoU Memorandum of understanding\nNIAA National Indigenous Australians\nAgency\nPBS Portfolio Budget Statements\nPGPA Act Public Governance, Performance\nand Accountability Act 2013\nPM&C Prime Minister and Cabinet\nTSRA Torres Strait Regional Authority\nUN United Nations\n5\n Source: `annual-reports/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf)`\n- [Page 5]\nContents\nMessage from the Chair 1\nMessage from the CEO 2\nPurpose 4\nOverview 6\nCentring change around our customer’s voice 11\nOur 2028 strategy 15\nOur operating environment 19\nOur capability and commitment to collaboration 23\nPerformance framework, rationale and impact 30\nPBS performance measures 34\nAppendix A: Key risk table 45\nAppendix B: Active subsidiaries 48\nAppendix C: RMG132 reporting requirements 49\n Source: `corporate-plans/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2023/04/IBA-CorporatePlan_2023-24_FINAL.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `corporate-plans/2021-22.pdf` - corporate-plans - https://www.iba.gov.au/wp-content/uploads/2021/08/IBA-Corporate-Plan-2021-22_final-web.pdf\n- `corporate-plans/2022-23.pdf` - corporate-plans - https://www.iba.gov.au/wp-content/uploads/2022/08/IBA-Corporate-Plan-2022_23.pdf\n- `corporate-plans/2023-24.pdf` - corporate-plans - https://www.iba.gov.au/wp-content/uploads/2023/04/IBA-CorporatePlan_2023-24_FINAL.pdf\n- `corporate-plans/2024-25.pdf` - corporate-plans - https://www.iba.gov.au/wp-content/uploads/2024/08/IBA-Corporate-Plan-2024-25.pdf\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf\n- `strategies/IBA-Impact-Framework.pdf` - strategies - https://www.iba.gov.au/wp-content/uploads/IBA-Impact-Framework.pdf\n- `strategies/NETZERO.pdf` - strategies - https://www.iba.gov.au/wp-content/uploads/2025/11/NETZERO.pdf\n- `strategies/Strategy-on-a-page_landscape.pdf` - strategies - https://www.iba.gov.au/wp-content/uploads/2025/11/Strategy-on-a-page_landscape.pdf\n- `pages/about.html` - pages - https://www.iba.gov.au/about-us/\n- `pages/announcements-index.html` - pages - https://www.iba.gov.au/about-us/governance/portfolio-budget-statements/\n- `pages/announcements-index__16.html` - pages - https://www.iba.gov.au/about-us/governance/portfolio-budget-statements/feed/\n- `pages/announcements-index__17.html` - pages - https://www.iba.gov.au/wp-json/oembed/1.0/embed?url=https%3A%2F%2Fwww.iba.gov.au%2Fabout-us%2Fgovernance%2Fportfolio-budget-statements%2F\n- `pages/announcements-index__18.html` - pages - https://www.iba.gov.au/wp-json/oembed/1.0/embed?url=https%3A%2F%2Fwww.iba.gov.au%2Fabout-us%2Fgovernance%2Fportfolio-budget-statements%2F&format=xml\n- `pages/annual-reports-index.html` - pages - http://www.iba.gov.au/about-us/publications/annual-report-archive/\n- `pages/annual-reports-index__00.html` - pages - https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf\n- `pages/annual-reports-index__01.html` - pages - https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf\n- `pages/annual-reports-index__02.html` - pages - https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf\n- `pages/annual-reports-index__03.html` - pages - https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf\n- `pages/annual-reports-index__04.html` - pages - https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf\n- `pages/annual-reports-index__05.html` - pages - https://www.iba.gov.au/wp-content/uploads/IBA-AR-2019-20_web.pdf\n- `pages/annual-reports-index__06.html` - pages - https://www.iba.gov.au/wp-content/uploads/201819-IBA-AR_webcopy-2.pdf\n- `pages/annual-reports-index__07.html` - pages - https://www.iba.gov.au/wp-content/uploads/IBA-2017-18-AR-FINAL-WEB.pdf\n- `pages/annual-reports-index__08.html` - pages - http://www.iba.gov.au/wp-content/uploads/20171023_IBA_AnnualReport_2016_17_web.pdf\n- `pages/annual-reports-index__09.html` - pages - https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-LR-Web-PDF.ƒ-1.pdf\n- `pages/contact.html` - pages - http://www.iba.gov.au/\n- `pages/corporate-plans-index.html` - pages - http://www.iba.gov.au/about-us/publications/#Plans\n- `pages/homepage.html` - pages - http://www.iba.gov.au/\n- `pages/media-releases-index.html` - pages - https://www.iba.gov.au/2026/04/iba-media-release-australias-indigenous-led-economy/\n- `pages/media-releases-index__10.html` - pages - https://www.iba.gov.au/wp-content/uploads/2020/09/gathering.png\n- `pages/media-releases-index__11.html` - pages - https://www.iba.gov.au/2026/04/iba-media-release-australias-indigenous-led-economy/\n- `pages/media-releases-index__12.html` - pages - https://www.iba.gov.au/2026/04/iba-media-release-australias-indigenous-led-economy/feed/\n- `pages/media-releases-index__13.html` - pages - https://www.iba.gov.au/wp-json/oembed/1.0/embed?url=https%3A%2F%2Fwww.iba.gov.au%2F2026%2F04%2Fiba-media-release-australias-indigenous-led-economy%2F\n- `pages/media-releases-index__14.html` - pages - https://www.iba.gov.au/wp-json/oembed/1.0/embed?url=https%3A%2F%2Fwww.iba.gov.au%2F2026%2F04%2Fiba-media-release-australias-indigenous-led-economy%2F&format=xml\n- `pages/media-releases-index__15.html` - pages - https://www.iba.gov.au/about-us/governance/portfolio-budget-statements/\n- `pages/news-latest.html` - pages - https://www.iba.gov.au/stories/\n- `pages/publications-index.html` - pages - https://www.iba.gov.au/about-us/publications/\n- `pages/strategies-index.html` - pages - https://www.iba.gov.au/wp-content/plugins/oxygen/component-framework/oxygen.css?ver=4.9.5\n- `pages/structure.html` - pages - https://www.iba.gov.au/about-us/organisational-chart/\n- `other-pdfs/IBA-Pathways-Business-Factsheet-Final.pdf` - other-pdfs - https://www.iba.gov.au/wp-content/uploads/2024/10/IBA-Pathways-Business-Factsheet-Final.pdf\n- `other-pdfs/IBA-Pathways-Business-Report.pdf` - other-pdfs - https://www.iba.gov.au/wp-content/uploads/2024/10/IBA-Pathways-Business-Report.pdf\n- `other-pdfs/IBA-Pathways-Housing-Factsheet.pdf` - other-pdfs - https://www.iba.gov.au/wp-content/uploads/2024/10/IBA-Pathways-Housing-Factsheet.pdf\n- `other-pdfs/IBA-Pathways-Housing.pdf` - other-pdfs - https://www.iba.gov.au/wp-content/uploads/2024/10/IBA-Pathways-Housing.pdf\n- `other-pdfs/The-Indigenous-Economy-Factsheet_final.pdf` - other-pdfs - https://www.iba.gov.au/wp-content/uploads/2025/08/The-Indigenous-Economy-Factsheet_final.pdf\n\n## Gaps To Fix\n\n- No global comparison/case-study sources found.", "legislation_md": "# Indigenous Prosperity Fund - Income Fund - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:19:58.696326+00:00\n**Entity ID**: B-003070\n**Jurisdiction**: Commonwealth\n**Portfolio**: Prime Minister and Cabinet\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 48\n- Unique legislation references found: 41\n\n| Type | Count |\n|---|---:|\n| Act | 39 |\n| Rules | 2 |\n\n## Legislation References\n\n### Aboriginal and Torres Strait Islander Act 2005\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 30\n**Register search**: https://www.legislation.gov.au/search?query=Aboriginal+and+Torres+Strait+Islander+Act+2005\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2021-22.pages.jsonl`\n- `corporate-plans/2022-23.pages.jsonl`\n- `corporate-plans/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n- `other-pdfs/IBA-Pathways-Business-Report.pages.jsonl`\n\n**Evidence contexts**:\n- system\nwithout prior written permission from IBA.\nArtwork by Indigenous artist Penny Evans.\nISSN 133-945X (Print)\nISSN 206-9011 (Online)\nFor more information, visit IBA’s website\nat iba.gov.au or call 1800 107 107.\nLEGAL FRAMEWORK\nIBA is established under the Aboriginal and Torres Strait\nIslander Act 2005 (ATSI Act) and is a corporate Commonwealth\nentity for the purposes of the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act).\nIBA is accountable to the Australian Parliament through the\nMinister for Indigenous Australians.\n\n[page 3]\nIBA PAY\n Source: `annual-reports/2020-21.pages.jsonl`\n- ble for preparing the Annual Report and presenting it to you in\naccordance with Section 46 of the Public Governance, Performance and Accountability Act\n2013, Division 3A of the Public Governance, Performance and Accountability Rule 2014 and\nSection 189 of the Aboriginal and Torres Strait Islander Act 2005.\nThe report includes IBA’s annual performance statements and audited financial\nstatements, which were approved in accordance with a resolution of the Board on Tuesday\n22 September 2021.\nI commend this report to you as a record of our achievements and complian\n Source: `annual-reports/2020-21.pages.jsonl`\n- Business Australia ('IBA') is an Australian Government controlled entity which was established on 5 March 1990, when the Aboriginal and Torres\nStrait Islander Commission Act 1989 came into operation. On 23 March 2005, this Act was repealed and replaced by the Aboriginal and Torres Strait Islander\nAct 2005 ('the Act'). IBA's purpose, set out in section 147 of the Act, is as follows:\n1 a. to engage in commercial activities;\nb. to promote and encourage Aboriginal and Torres Strait Islander self-management and economic self-sufficiency;\nc. such other functions as\n Source: `annual-reports/2020-21.pages.jsonl`\n- ents of the Darling Downs District of Queensland.\nConsolidated\n2021 2020\n$'000 $'000\nOpening balance as at 1 July 1 1\nPayments (1) -\nTotal amount at 30 June - 1\n\n[page 128]\n122\nAILARTSUA\nSSENISUB\nSUONEGIDNI\nNote 15: New Housing Fund\nAs per section 181A of the Aboriginal and Torres Strait Islander Act 2005 (ATSIC Act) money held in the New Housing\nFund may only be applied to make housing loans. Section 189 (2) of the ATSIC Act requires specific information on the\nNew Housing Fund's operations and financial position, as disclosed below. This information has been\n Source: `annual-reports/2020-21.pages.jsonl`\n- int)\n250 different language groups spread across the nation.\nISSN 206-9011 (Online).\nIBA uses the primary term of Aboriginal and Torres\nStrait Islander peoples to refer to our customers, in line For more information, visit IBA’s website at iba.gov.au\nwith the Aboriginal and Torres Strait Islander Act 2005, or call 1800 107 107.\nwhich acknowledges the distinct cultural differences\nPrinted by Print Junction Adelaide – a Supply Nation\nand diversity across Australia. In recognition of the\ncertified business.\nsocietal shifts occurring in Australia, IBA has adopted\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 30\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2021-22.pages.jsonl`\n- `corporate-plans/2022-23.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n- `strategies/IBA-Impact-Framework.pages.jsonl`\n\n**Evidence contexts**:\n- 6-9011 (Online)\nFor more information, visit IBA’s website\nat iba.gov.au or call 1800 107 107.\nLEGAL FRAMEWORK\nIBA is established under the Aboriginal and Torres Strait\nIslander Act 2005 (ATSI Act) and is a corporate Commonwealth\nentity for the purposes of the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act).\nIBA is accountable to the Australian Parliament through the\nMinister for Indigenous Australians.\n\n[page 3]\nIBA PAYS RESPECT TO ELDERS, PAST, PRESENT\nAND EMERGING. WE HONOUR THE RESILIENCE AND\nCONTINUING CONNECTION TO COUNTRY, CULTURE\nAND COMMUNITY\n Source: `annual-reports/2020-21.pages.jsonl`\n- On behalf of the Board of Indigenous Business Australia, I am pleased to submit our annual\nreport for the financial year ended 30 June 2021.\nThe Board is responsible for preparing the Annual Report and presenting it to you in\naccordance with Section 46 of the Public Governance, Performance and Accountability Act\n2013, Division 3A of the Public Governance, Performance and Accountability Rule 2014 and\nSection 189 of the Aboriginal and Torres Strait Islander Act 2005.\nThe report includes IBA’s annual performance statements and audited financial\nstatements, which were approve\n Source: `annual-reports/2020-21.pages.jsonl`\n- t the purposes, functions outcome – to improve wealth acquisition and economic\nand powers of IBA. IBA is a corporate Commonwealth independence of Indigenous Australians – via:\nentity and its Board is the accountable authority\n• commercial enterprise\nunder the Public Governance, Performance and\nAccountability Act 2013 (PGPA Act). • asset acquisition\nSection 146 of the ATSI Act sets out IBA’s purposes: • access to concessional business and home\nfinance.\n• to assist and enhance Aboriginal and Torres\nStrait Islander self-management and economic IBA is accountable to the Austr\n Source: `annual-reports/2020-21.pages.jsonl`\n- ve\nthat the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.\nAccountable Authority’s responsibility for the financial statements\nAs the Accountable Authority of the Entity, the directors are responsible under the Public Governance,\nPerformance and Accountability Act 2013 (the Act) for the preparation and fair presentation of annual financial\nstatements that comply with Australian Accounting Standards – Reduced Disclosure Requirements and the rules\nmade under the Act. The directors are also responsible for such internal contro\n Source: `annual-reports/2020-21.pages.jsonl`\n- 32 833\n1800 107 107\nIndigenous Business Australia and Controlled Entities\nSTATEMENT BY DIRECTORS, CHIEF EXECUTIVE AND CHIEF FINANCIAL OFFICER\nIn our opinion, the attached financial statements for the year ended 30 June 2021 comply\nwith subsection 42(2) of the Public Governance, Performance and Accountability Act 2013\n(Cth) (PGPA Act), and are based on properly maintained financial records as per subsection\n41(2) of PGPA Act.\nIn our opinion, at the date of this statement, there are reasonable grounds to believe that\nIndigenous Business Australia will be able to pay its deb\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Public Interest Disclosure Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.gov.au/search?query=Public+Interest+Disclosure+Act+2013\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- on management of conflicts of interests and\nis established in accordance with section 10\nprocurements. Board members and the Executive\nof the Public Governance, Performance and\nManagement Team provide annual declarations\nAccountability Rule 2014.\nof interest.\nThe Public Interest Disclosure Act 2013 provides\nThe Board governance charter sets out the\npublic officials with certain protections when they\ndecision-making processes for managing\nmake disclosures about alleged wrongdoing in the\ntransactions within the Board’s delegation that\nCommonwealth public\n Source: `annual-reports/2020-21.pages.jsonl`\n- ished in accordance with section\ninto prohibited transactions – including the provision\n10 of the Public Governance, Performance and\nof loans or business support to IBA directors, their\nAccountability Rule 2014.\nspouses or dependent family members, as well as\nThe Public Interest Disclosure Act 2013 (PID Act) entities where directors hold a significant interest.\nprovides public officials with certain protections\nThe Board governance instruction details the\nwhen they make disclosures about alleged\ndecision-making processes for key management\nwrongdoing in\n Source: `annual-reports/2021-22.pages.jsonl`\n- rts\n• administrative tribunals\n• Parliamentary and Ministerial oversight.\nIBA must comply with legislation such as:\n• Public Governance, Performance and\nAccountability Act 2013 (Cth)\n• Privacy Act 1988 (Cth)\n• Freedom of Information Act 1982 (Cth) (FOI Act)\n• Public Interest Disclosure Act 2013 (Cth)\n• Anti-Money Laundering and Counter-Terrorism\nFinancing Act 2006 (Cth)\n• Work Health and Safety Act 2011 (Cth)\n• Environment Protection and Biodiversity\nConservation Act 1999 (Cth).\nExternal audit, judicial decisions and\nreviews by external bodies\nIBA’s\n Source: `annual-reports/2022-23.pages.jsonl`\n- r social based matters that we rely on\nor impact.\nAs a corporate Commonwealth entity and a\nprovider of financial services, we comply with\na range of laws and regulations. Many of these\nrequirements tie into our approach to ESG,\nincluding the Privacy Act 1988, Public Interest\nDisclosure Act 2013, Anti-Money Laundering and\nCounter Terrorism Financing Act 2006, and the\nCommonwealth Risk Management Policy.\nDuring 2023–24, we submitted our fourth Modern\nSlavery Statement and updated and revised our\nModern Slavery Risk and Reporting Procedure.\nWe remained\n Source: `annual-reports/2023-24.pages.jsonl`\n- anti-corruption systems and with all relevant legislation.\nprocesses into its business operations.\nIn 2023–24, there were no significant issues\nPublic interest disclosure reported to the minister under section 19 of\nthe PGPA Act regarding non-compliance with\nThe Public Interest Disclosure Act 2013 provides finance law.\npublic officials with certain protections when they\nmake disclosures about alleged wrongdoing in Complaints handling\nthe Commonwealth public sector. The term ‘public\nThe IBA customer charter outlines IBA’s\nofficial’ includes a wide range\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Environment Protection and Biodiversity Conservation Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- countability Act 2013 (Cth)\n• Privacy Act 1988 (Cth)\n• Freedom of Information Act 1982 (Cth) (FOI Act)\n• Public Interest Disclosure Act 2013 (Cth)\n• Anti-Money Laundering and Counter-Terrorism\nFinancing Act 2006 (Cth)\n• Work Health and Safety Act 2011 (Cth)\n• Environment Protection and Biodiversity\nConservation Act 1999 (Cth).\nExternal audit, judicial decisions and\nreviews by external bodies\nIBA’s external auditor is the Auditor-General,\nthrough the Australian National Audit Office. Audits\nof IBA’s financial statements are conducted in\naccordance with a strategy agreed betwe\n Source: `annual-reports/2022-23.pages.jsonl`\n- New Housing Fund financial statements ATSI Act, Pages 124 and\nsub-section 189(3) 166-169\nna Work health and safety Work Health and Safety Page 67-68\nAct 2011, Schedule 2, Part 4\nna Ecologically sustainable development and Page 97-99\nenvironmental performance Environment\nProtection and Biodiversity Conservation Act 1999,\nsection 516A\nna Information Publication Scheme statement External scrutiny,\nFreedom of Information Act 1982, Part II page 103\n189\n\n[page 190]\n1800 107 107 iba.gov.au\n\n[page 191]\n\n[page 192]\n1800 107 107 iba.gov.au\n192\n Source: `annual-reports/2022-23.pages.jsonl`\n- nce and\nAccountability Act 2013 (Cth)\n• Privacy Act 1988 (Cth)\n• Freedom of Information Act 1982 (Cth)\n• Public Interest Disclosure Act 2013 (Cth)\n• Anti-Money Laundering and Counter-Terrorism\nFinancing Act 2006 (Cth)\n• Work Health and Safety Act 2011 (Cth)\n• Environment Protection and Biodiversity\nConservation Act 1999 (Cth)\n• National Anti-Corruption Commission Act\n2022 (Cth)\n• Modern Slavery Act 2018 (Cth).\nExternal audit, judicial decisions and reviews\nby external bodies\nIBA’s external auditor is the Auditor-General,\nthrough the Australian National Audit Office. Audits\no\n Source: `annual-reports/2023-24.pages.jsonl`\n- g Fund financial statements ATSI Act,\nsub-section 189(3)\n160-163\nNot applicable Page Work health and safety Work Health and Safety Act\n84-85 2011, Schedule 2, Part 4\nNot applicable Page 73- Ecologically sustainable development and\n75 environmental performance Environment\nProtection and Biodiversity Conservation Act 1999,\nsection 516A\nNot applicable Page 94 Information Publication Scheme statement\nFreedom of Information Act 1982, Part II\n—\nThe best thing about owning\nhis own business is the\n‘flexibility to spend time with\nfamily’, says Arrernte man\nReuben Mack, the owner\nof M\n Source: `annual-reports/2023-24.pages.jsonl`\n- tions that consider ESG are generally\nmore resilient, with stronger frameworks to\nEnvironmental performance\nmanage financial risks systematically. By contrast,\ninaction makes it more difficult to achieve\nmeaningful results over time. Under section 516A of the Environment Protection\nand Biodiversity Conservation Act 1999 (EPBC Act),\nOur ESG strategy highlights five high-priority areas we are required to describe our environmental\nthat are materially important to IBA. We have plans performance and contribution to economically\nto foster continuous improvement in these areas: su\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Modern Slavery Act 2018\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.gov.au/search?query=Modern+Slavery+Act+2018\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2023-24.pages.jsonl`\n- `corporate-plans/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- security, create jobs,\nand grow wealth. We play a critical role in enabling\n• Commonwealth Risk Management Policy\nAboriginal and Torres Strait Islander people to\n• Australian Public Service (APS) Net Zero policy achieve economic self-determination through:\n• Modern Slavery Act 2018. • home ownership\nWe regularly review and adjust our policies • business financing and commercial activities\nand procedures to continue to meet the high • investment and asset management activities\nstandards of corporate governance expected by\nthe Australian\n Source: `annual-reports/2022-23.pages.jsonl`\n- ment such as the:\npriorities and needs of Aboriginal and Torres\n• Commonwealth Risk Management Policy Strait Islander people is key to prosperity,\neconomic independence and building\n• Australian Public Service (APS) Net Zero policy\nintergenerational wealth.\n• Modern Slavery Act 2018\nOutcomes 6, 7 and 8 relate to further education\n• Unfair Contract Terms Reform and economic development. The Commonwealth’s\n2024 Closing the Gap Implementation Plan\n• Work Health and Safety Act 2011.\ndescribes the path forward, including:\nWe regularly review\n Source: `annual-reports/2023-24.pages.jsonl`\n- sclosure Act 2013 (Cth)\n• Anti-Money Laundering and Counter-Terrorism\nFinancing Act 2006 (Cth)\n• Work Health and Safety Act 2011 (Cth)\n• Environment Protection and Biodiversity\nConservation Act 1999 (Cth)\n• National Anti-Corruption Commission Act\n2022 (Cth)\n• Modern Slavery Act 2018 (Cth).\nExternal audit, judicial decisions and reviews\nby external bodies\nIBA’s external auditor is the Auditor-General,\nthrough the Australian National Audit Office. Audits\nof IBA’s financial statements are conducted in\naccordance with a strategy agreed betwe\n Source: `annual-reports/2023-24.pages.jsonl`\n- y\nConservation Act 1999 (Cth) • We completed a governance review resulting\nin changes to the Board charter, committees,\n• National Anti-Corruption Commission Act and committee charters from 20 January 2025.\n2022 (Cth)\n• Our new strategy was developed and is\n• Modern Slavery Act 2018 (Cth). outlined in our Corporate Plan 2025–26.\n• We sold shares in the Adina-Vibe Hotel Darwin\nExternal audit, judicial decisions,\nto Larrakia Nation Aboriginal Corporation.\nand reviews by external bodies\n• We negotiated and finalised a new Enterprise\nAgreeme\n Source: `annual-reports/2024-25.pages.jsonl`\n- ealth Risk Management\nengage with economic and wealth- Policy\nbuilding activities when they choose.\n• Australian Public Service (APS)\nWe continue our original intent to\nNet Zero policy\n‘engage in commercial activities and\nto promote and encourage Indigenous • Modern Slavery Act 2018.\nself-management and self-sufficiency’.\nWe regularly review and adjust our\nThe act specifically sets out our policies and procedures to continue to\npurpose: meet the high standards of corporate\ngovernance expected by the Australian\n• To assist and enhance Abo\n Source: `corporate-plans/2023-24.pages.jsonl`\n\n### Work Health and Safety Act 2011\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.gov.au/search?query=Work+Health+and+Safety+Act+2011\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- • Public Governance, Performance and\nAccountability Act 2013 (Cth)\n• Privacy Act 1988 (Cth)\n• Freedom of Information Act 1982 (Cth) (FOI Act)\n• Public Interest Disclosure Act 2013 (Cth)\n• Anti-Money Laundering and Counter-Terrorism\nFinancing Act 2006 (Cth)\n• Work Health and Safety Act 2011 (Cth)\n• Environment Protection and Biodiversity\nConservation Act 1999 (Cth).\nExternal audit, judicial decisions and\nreviews by external bodies\nIBA’s external auditor is the Auditor-General,\nthrough the Australian National Audit Office. Audits\nof IBA’s financi\n Source: `annual-reports/2022-23.pages.jsonl`\n- ian Public Service (APS) Net Zero policy\nintergenerational wealth.\n• Modern Slavery Act 2018\nOutcomes 6, 7 and 8 relate to further education\n• Unfair Contract Terms Reform and economic development. The Commonwealth’s\n2024 Closing the Gap Implementation Plan\n• Work Health and Safety Act 2011.\ndescribes the path forward, including:\nWe regularly review and adjust our policies\n‘…a sharp focus on implementing agreed reforms\nand procedures to continue to meet the high\nto the higher education, vocational education, and\nstandards of corporate governance\n Source: `annual-reports/2023-24.pages.jsonl`\n- n such as:\n• Public Governance, Performance and\nAccountability Act 2013 (Cth)\n• Privacy Act 1988 (Cth)\n• Freedom of Information Act 1982 (Cth)\n• Public Interest Disclosure Act 2013 (Cth)\n• Anti-Money Laundering and Counter-Terrorism\nFinancing Act 2006 (Cth)\n• Work Health and Safety Act 2011 (Cth)\n• Environment Protection and Biodiversity\nConservation Act 1999 (Cth)\n• National Anti-Corruption Commission Act\n2022 (Cth)\n• Modern Slavery Act 2018 (Cth).\nExternal audit, judicial decisions and reviews\nby external bodies\nIBA’s external auditor is the A\n Source: `annual-reports/2023-24.pages.jsonl`\n- on as\nCEO and finished on 31 July 2024, and we\n• Public Interest Disclosure Act 2013 (Cth) undertook a recruitment process to appoint a\n• Anti-Money Laundering and Counter-Terrorism new CEO.\nFinancing Act 2006 (Cth) • Sean Armistead was appointed Deputy CEO\n• Work Health and Safety Act 2011 (Cth) on 1 October 2024, and the Executive Director\nStrategy and Impact role was abolished.\n• Environment Protection and Biodiversity\nConservation Act 1999 (Cth) • We completed a governance review resulting\nin changes to the Board charter, committees,\n• Natio\n Source: `annual-reports/2024-25.pages.jsonl`\n- section 151 mandatory\nNot Appendices Consultants engaged ATSI Act, subsection 189(2)(b) If applicable,\napplicable (p167) mandatory\nNot Financials New Housing Fund financial statements ATSI Act, Mandatory\napplicable (p156-159) subsection 189(3)\nNot People (p77 Work Health and Safety Act 2011, Schedule 2, Part 4\napplicable and p80)\nNot Sustainability Ecologically sustainable development and Mandatory\napplicable (p68-71) environmental performance Environment\nProtection and Biodiversity Conservation Act 1999,\nsection 516A\nNot Risk Information Public\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.gov.au/search?query=Freedom+of+Information+Act+1982\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- al Audit Office\n• the Commonwealth Ombudsman\n• courts\n• administrative tribunals\n• Parliamentary and Ministerial oversight.\nIBA must comply with legislation such as:\n• Public Governance, Performance and\nAccountability Act 2013 (Cth)\n• Privacy Act 1988 (Cth)\n• Freedom of Information Act 1982 (Cth) (FOI Act)\n• Public Interest Disclosure Act 2013 (Cth)\n• Anti-Money Laundering and Counter-Terrorism\nFinancing Act 2006 (Cth)\n• Work Health and Safety Act 2011 (Cth)\n• Environment Protection and Biodiversity\nConservation Act 1999 (Cth).\nExternal audit, j\n Source: `annual-reports/2022-23.pages.jsonl`\n- Page 67-68\nAct 2011, Schedule 2, Part 4\nna Ecologically sustainable development and Page 97-99\nenvironmental performance Environment\nProtection and Biodiversity Conservation Act 1999,\nsection 516A\nna Information Publication Scheme statement External scrutiny,\nFreedom of Information Act 1982, Part II page 103\n189\n\n[page 190]\n1800 107 107 iba.gov.au\n\n[page 191]\n\n[page 192]\n1800 107 107 iba.gov.au\n192\n Source: `annual-reports/2022-23.pages.jsonl`\n- rs such as the\nCommonwealth Ombudsman\n• courts\n• administrative tribunals\n• parliamentary and ministerial oversight\nIBA must comply with various legislation such as:\n• Public Governance, Performance and\nAccountability Act 2013 (Cth)\n• Privacy Act 1988 (Cth)\n• Freedom of Information Act 1982 (Cth)\n• Public Interest Disclosure Act 2013 (Cth)\n• Anti-Money Laundering and Counter-Terrorism\nFinancing Act 2006 (Cth)\n• Work Health and Safety Act 2011 (Cth)\n• Environment Protection and Biodiversity\nConservation Act 1999 (Cth)\n• National Anti-Corruption C\n Source: `annual-reports/2023-24.pages.jsonl`\n- 2011, Schedule 2, Part 4\nNot applicable Page 73- Ecologically sustainable development and\n75 environmental performance Environment\nProtection and Biodiversity Conservation Act 1999,\nsection 516A\nNot applicable Page 94 Information Publication Scheme statement\nFreedom of Information Act 1982, Part II\n—\nThe best thing about owning\nhis own business is the\n‘flexibility to spend time with\nfamily’, says Arrernte man\nReuben Mack, the owner\nof Mack Construction NT.\n—\n171\n\n[page 178]\nAppendix B: Active subsidiaries\nCDC Nominees (TCTP) Pty Limited * Indig\n Source: `annual-reports/2023-24.pages.jsonl`\n- h legislation such as:\nrestriction on IBA’s ability to borrow and\n• Public Governance, Performance and raise money.\nAccountability Act 2013 (Cth)\n• Four Board members completed their terms,\n• Privacy Act 1988 (Cth) and five new Board members were appointed.\n• Freedom of Information Act 1982 (Cth) • Kirsty Moore resigned from her position as\nCEO and finished on 31 July 2024, and we\n• Public Interest Disclosure Act 2013 (Cth) undertook a recruitment process to appoint a\n• Anti-Money Laundering and Counter-Terrorism new CEO.\nFinancing Act 2006 (Cth\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Aboriginal and Torres Strait Islander Commission Act 1989\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.gov.au/search?query=Aboriginal+and+Torres+Strait+Islander+Commission+Act+1989\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- notes.\n\n[page 96]\n90\nAILARTSUA\nSSENISUB\nSUONEGIDNI\nNote 1: Basis of Preparation\n1.1 Objectives of Indigenous Business Australia\nIndigenous Business Australia ('IBA') is an Australian Government controlled entity which was established on 5 March 1990, when the Aboriginal and Torres\nStrait Islander Commission Act 1989 came into operation. On 23 March 2005, this Act was repealed and replaced by the Aboriginal and Torres Strait Islander\nAct 2005 ('the Act'). IBA's purpose, set out in section 147 of the Act, is as follows:\n1 a. to engage in commercial activities;\nb. to promot\n Source: `annual-reports/2020-21.pages.jsonl`\n- ing notes.\n8\n105\nANNUAL\nREPORT\n2021–22\n\n[page 112]\nNote 1. Basis of preparation\n1.1 Objectives of Indigenous Business Australia\nIndigenous Business Australia ('IBA') is an Australian Government controlled entity which was established on 5 March 1990, when the\nAboriginal and Torres Strait Islander Commission Act 1989 came into operation. On 23 March 2005, this Act was repealed and replaced by\nthe Aboriginal and Torres Strait Islander Act 2005 ('the Act'). IBA's purpose, set out in section 147 of the Act, is as follows:\n1 a. to engage in commercial activities;\nb. to promot\n Source: `annual-reports/2021-22.pages.jsonl`\n- ion with the accompanying notes.\n7\n133\n\n[page 134]\nNote 1. Basis of preparation\n1.1 Objectives of Indigenous Business Australia\nIndigenous Business Australia ('IBA') is an Australian Government controlled entity which was established on 5 March 1990, when the\nAboriginal and Torres Strait Islander Commission Act 1989 came into operation. On 23 March 2005, this Act was repealed and replaced by\nthe Aboriginal and Torres Strait Islander Act 2005 ('the Act'). IBA's purpose, set out in section 147 of the Act, is as follows:\n1 a. to engage in commercial activities;\nb. to promot\n Source: `annual-reports/2022-23.pages.jsonl`\n- ion with the accompanying notes.\n7\n127\n\n[page 134]\nNote 1. Basis of preparation\n1.1 Objectives of Indigenous Business Australia\nIndigenous Business Australia ('IBA') is an Australian Government controlled entity which was established on 5 March 1990, when the\nAboriginal and Torres Strait Islander Commission Act 1989 came into operation. On 23 March 2005, this Act was repealed and replaced by\nthe Aboriginal and Torres Strait Islander Act 2005 ('the Act'). IBA's purpose, set out in section 147 of the Act, is as follows:\n1 a. to engage in commercial activities;\nb. to promot\n Source: `annual-reports/2023-24.pages.jsonl`\n- accompanying notes.\n7\n125\n\n[page 126]\nNote 1. Notes to the Financial Statements\n1.1 Objectives of Indigenous Business Australia\nIndigenous Business Australia ('IBA') is an Australian Government controlled entity which was established on 5 March 1990, when the\nAboriginal and Torres Strait Islander Commission Act 1989 came into operation. On 23 March 2005, this Act was repealed and replaced by\nthe Aboriginal and Torres Strait Islander Act 2005 ('the Act').\nIBA's purpose, set out in section 146 of the Act, is as follows:\n(a) to assist and enhance Aboriginal and Torres Strai\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Auditor-General Act 1997\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.gov.au/search?query=Auditor-General+Act+1997\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- include the relevant independence requirements of\nthe Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants\n(including Independence Standards) (the Code) to the extent that they are not in conflict with the\nAuditor-General Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I believe\nthat the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.\nAccountable Authority’s responsibility for the financial statement\n Source: `annual-reports/2020-21.pages.jsonl`\n- include the relevant independence requirements of\nthe Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants\n(including Independence Standards) (the Code) to the extent that they are not in conflict with the Auditor-\nGeneral Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I believe that the\naudit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.\nDirectors’ responsibility for the financial statements\nAs the Acco\n Source: `annual-reports/2021-22.pages.jsonl`\n- include the relevant independence requirements of\nthe Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants\n(including Independence Standards) (the Code) to the extent that they are not in conflict with the Auditor-\nGeneral Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I believe that the\naudit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.\nDirectors’ responsibility for the financial statements\nAs the Acco\n Source: `annual-reports/2022-23.pages.jsonl`\n- include the relevant independence requirements of\nthe Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants\n(including Independence Standards) (the Code) to the extent that they are not in conflict with the Auditor-\nGeneral Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I believe that the\naudit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.\nDirectors’ responsibility for the financial statements\nAs the Acco\n Source: `annual-reports/2023-24.pages.jsonl`\n- include the relevant independence\nrequirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for\nProfessional Accountants (including Independence Standards) (the Code) to the extent that they are not in\nconflict with the Auditor-General Act 1997. I have also fulfilled my other responsibilities in accordance with\nthe Code. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for\nmy opinion.\nDirectors’ responsibility for the financial statements\nAs the Acco\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Biodiversity Conservation Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Biodiversity+Conservation+Act+1999\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- hat\nhad a significant effect on IBA’s operations this year.\nThere were no complaints to the Commonwealth\nOmbudsman about IBA.\n\n[page 73]\n–\nENVIRONMENTAL PERFORMANCE\n–\nUnder section 516A of the Environment Protection\nIBA makes a particular effort to select\nand Biodiversity Conservation Act 1999, IBA is\nenvironmentally friendly merchandise, helping\nrequired to describe its environmental performance\nreduce single use plastic materials. However, our\nand contribution to economically sustainable\nmain impact on the natural environment is our\ndevelopment.\n Source: `annual-reports/2020-21.pages.jsonl`\n- uring the\nreporting period that had a significant effect on IBA’s\noperations this year.\n81\nANNUAL\nREPORT\n2021–22\n\n[page 88]\n–\nENVIRONMENTAL PERFORMANCE\n–\nUnder section 516A of the Environment Protection IBA’s sustainability committee, established in 2019,\nand Biodiversity Conservation Act 1999 (EPBC continues to drive and influence IBA’s impact on the\nAct), IBA is required to describe its environmental environment. They meet regularly to discuss ways\nperformance and contribution to economically we can decrease our environmental footprint and\nsustai\n Source: `annual-reports/2021-22.pages.jsonl`\n- Source data IBA Impact Study 2021–22: iba.gov.au/impact-report-2021\nIBA Impact Framework: iba.gov.au/wp-content/uploads/IBA-Impact-Framework.pdf\n96\n\n[page 97]\nEnvironmental performance\nUnder section 516A of the Environment Protection Sustainable financing\nand Biodiversity Conservation Act 1999 (EPBC Act),\nwe are required to describe our: Investments\n• environmental performance Across all new investments, climate risk is\nconsidered as part of the due diligence process.\n• contribution to economically\nThe depth of the assessment varies dependent\nsusta\n Source: `annual-reports/2022-23.pages.jsonl`\n- performance The Investments and Asset Management team\nconsiders climate risk. Across all new investments,\nclimate risk is part of the due diligence process.\nUnder section 516A of the Environment Protection\nThe depth of the assessment varies with the asset\nand Biodiversity Conservation Act 1999 (EPBC Act),\nconsidered. For existing investments, we do not\nwe are required to describe our:\nimpose reporting requirements on environmental\n• environmental performance performance if they are not already obligated to\ndo so.\n• contribution to economically\nsust\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Anti-Money Laundering and Counter-Terrorism Financing Act 2006\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Anti-Money+Laundering+and+Counter-Terrorism+Financing+Act+2006\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ry and Ministerial oversight.\nIBA must comply with legislation such as:\n• Public Governance, Performance and\nAccountability Act 2013 (Cth)\n• Privacy Act 1988 (Cth)\n• Freedom of Information Act 1982 (Cth) (FOI Act)\n• Public Interest Disclosure Act 2013 (Cth)\n• Anti-Money Laundering and Counter-Terrorism\nFinancing Act 2006 (Cth)\n• Work Health and Safety Act 2011 (Cth)\n• Environment Protection and Biodiversity\nConservation Act 1999 (Cth).\nExternal audit, judicial decisions and\nreviews by external bodies\nIBA’s external auditor is the Auditor-General,\nthrough the Australian Nation\n Source: `annual-reports/2022-23.pages.jsonl`\n- n\nor impact.\nAs a corporate Commonwealth entity and a\nprovider of financial services, we comply with\na range of laws and regulations. Many of these\nrequirements tie into our approach to ESG,\nincluding the Privacy Act 1988, Public Interest\nDisclosure Act 2013, Anti-Money Laundering and\nCounter Terrorism Financing Act 2006, and the\nCommonwealth Risk Management Policy.\nDuring 2023–24, we submitted our fourth Modern\nSlavery Statement and updated and revised our\nModern Slavery Risk and Reporting Procedure.\nWe remained focused on cyber security, data\ngovernance and management and c\n Source: `annual-reports/2023-24.pages.jsonl`\n- ntary and ministerial oversight\nIBA must comply with various legislation such as:\n• Public Governance, Performance and\nAccountability Act 2013 (Cth)\n• Privacy Act 1988 (Cth)\n• Freedom of Information Act 1982 (Cth)\n• Public Interest Disclosure Act 2013 (Cth)\n• Anti-Money Laundering and Counter-Terrorism\nFinancing Act 2006 (Cth)\n• Work Health and Safety Act 2011 (Cth)\n• Environment Protection and Biodiversity\nConservation Act 1999 (Cth)\n• National Anti-Corruption Commission Act\n2022 (Cth)\n• Modern Slavery Act 2018 (Cth).\nExternal audit, judicial decisions and reviews\nby externa\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### NIAA National Indigenous Australians Agency PBS Portfolio Budget Statements PGPA Act Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=NIAA+National+Indigenous+Australians+Agency+PBS+Portfolio+Budget+Statements+PGPA+Act+Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- an Public Service\nATSI Act Aboriginal and Torres Strait Islander\nAct 2005\nESG Environmental, social, and governance\nILSC Indigenous Land and Sea Corporation\nICT Information and communication\ntechnology\nIT Information technology\nMoU Memorandum of understanding\nNIAA National Indigenous Australians\nAgency\nPBS Portfolio Budget Statements\nPGPA Act Public Governance, Performance\nand Accountability Act 2013\nPM&C Prime Minister and Cabinet\nTSRA Torres Strait Regional Authority\nUN United Nations\n5\n\n[page 6]\nMessage from the Chair\nOn behalf of the Board of First Nations women remain at the forefront of\nour Indigenous economy. Indigenous women-\nDirectors, I am proud\n Source: `annual-reports/2024-25.pages.jsonl`\n- nal and Torres Strait\nIslander Act 2005\nCCE Corporate Commonwealth entity\nESG Environmental, social,\nand governance\nILSC Indigenous Land and\nSea Corporation\nICT Information and\ncommunication technology\nIT Information technology\nMoU Memorandum of understanding\nNIAA National Indigenous\nAustralians Agency\nPBS Portfolio Budget Statements\nPGPA Act Public Governance, Performance\nand Accountability Act 2013 (Cth)\nPM&C Prime Minister and Cabinet\nTSRA Torres Strait Regional Authority\nUN United Nations\n\n[page 6]\nMessage from the Chair\nI am pleased to present IBA’s Corporate Plan We intend to leverage our balance sheet to\n2025–26, my first as the Chair of the IBA Bo\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Limited NIAA National Indigenous Australians Agency PBS Portfolio Budget Statements PGPA Act Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Limited+NIAA+National+Indigenous+Australians+Agency+PBS+Portfolio+Budget+Statements+PGPA+Act+Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ous Business Australian Asset Management Pty Ltd\nIPF Indigenous Prosperity Funds\nIPP Indigenous Procurement Policy\nI-REIT Indigenous Real Estate Investment Trust\nNATSIHA National Aboriginal and Torres Strait Islander Housing Association\nNBY Nyamba Buru Yawuru Limited\nNIAA National Indigenous Australians Agency\nPBS Portfolio Budget Statements\nPGPA Act Public Governance, Performance and Accountability Act 2013\nPGPA Rule Public Governance, Performance and Accountability Rule 2014\nPM&C Department of the Prime Minister and Cabinet\nSEG Social Enterprise Grant\nUN United Nations\n\n[page 5]\nAbout the artwork\n'We coiled our colours into the weave, representing our many stor\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Aboriginal Enterprises (Assistance) Act 1968\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Aboriginal+Enterprises+%28Assistance%29+Act+1968\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- Aboriginal and Torres\nStrait Islander Act 2005\nATSIC was abolished, the ATSIC Act was\nrenamed the ATSI Act, and the activities relating\nto business and housing loans and commercial\nactivities were consolidated under IBA.\n14\n\n[page 15]\nAboriginal Enterprises\n(Assistance) Act 1968\nA fund was created for\nthe purpose of supporting\nAboriginal-owned businesses.\n1967 1968\nAboriginal Development\n1974\nCommission Act 1980\nA capital account was\ncreated to promote\nAboriginal development,\nself-management and\nself-sufficiency.\n1989 1980\nAboriginal\n Source: `annual-reports/2024-25.pages.jsonl`\n- 5\nAboriginal and Torres\nStrait Islander Act 2005\nATSIC was abolished, the ATSIC Act was\nrenamed the ATSI Act, and the activities relating\nto business and housing loans and commercial\nactivities were consolidated under IBA.\n8\n\n[page 17]\nAboriginal Enterprises\n(Assistance) Act 1968\nA fund was created for\nthe purpose of supporting\nAboriginal-owned businesses.\n1967 1968\nAboriginal Development 1974\nCommission Act 1980\nA capital account was\ncreated to promote\nAboriginal development,\nself-management and\nself-sufficiency. Aboriginal Loans\n198\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Australia (Production Tax Credits and Other Measures) Act 2025\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Australia+%28Production+Tax+Credits+and+Other+Measures%29+Act+2025\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- anagement and\nself-sufficiency.\n1989 1980\nAboriginal Loans\nCommission\nAct 1974\nA statutory body was\ncreated to administer\nthe Aboriginal\n2001\nEnterprises Fund and\na new fund to provide\nhousing loans.\n2005 2020 2025\n2020 Impact Report\nFuture Made in Australia (Production Tax\nCredits and Other Measures) Act 2025\nIBA published its first impact\nframework and impact report\nbased on the perspectives and The ATSI Act was amended to remove\nlived experiences of Aboriginal the restriction on IBA’s ability to borrow\nand Torres Strait Islander people. and raise capital.\n15\n\n[p\n Source: `annual-reports/2024-25.pages.jsonl`\n- anagement and\nself-sufficiency. Aboriginal Loans\n1989 1980\nCommission\nAct 1974\nA statutory body was\ncreated to administer\nthe Aboriginal\nEnterprises Fund and\na new fund to provide\nhousing loans.\n2001\n2005 2020 2025\n2020 Impact Report Future Made in Australia (Production Tax\nCredits and Other Measures) Act 2025\nIBA published its first impact\nframework and impact report\nThe ATSI Act was amended to remove\nbased on the perspectives and\nthe restriction on IBA’s ability to borrow\nlived experiences of Aboriginal\nand raise capital.\nand Torres Strait Islander people.\n9\n\n[pa\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `corporate-plans/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- e\nfunctions and powers of IBA. IBA is a Corporate economic independence of Aboriginal and Torres Strait\nCommonwealth Entity (CCE) and its Board is the Islander peoples. We do this via:\naccountable authority under the Public Governance,\n• commercial enterprise\nPerformance and Accountability Act 2013 (PGPA Act).\n• asset acquisition\nSection 146 of the ATSI Act sets out IBA’s purposes:\n• access to concessional business and home\n• to assist and enhance Aboriginal and Torres\nfinance.\nStrait Islander self-management and economic\nself-sufficiency IBA is account\n Source: `annual-reports/2021-22.pages.jsonl`\n- , the Board\nIndigenous peoples spread across 70 countries\npresents the IBA Corporate Plan 2022–23, as required\nworldwide; each practising unique traditions and\nunder section 35(1)(b) of the Public Governance,\nretaining social, cultural, economic and political\nPerformance and Accountability Act 2013 (PGPA Act).\ncharacteristics that are distinct from those of the\nThe plan is consistent with the obligations arising\ndominant societies in which they live.\nfrom IBA’s enabling legislation, the Aboriginal and\nMany Indigenous peoples are the holders of unique To\n Source: `corporate-plans/2022-23.pages.jsonl`\n\n### Public Service Classification Rules 2000\n\n**Type**: Rules\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Public+Service+Classification+Rules+2000\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ion\nRemuneration of senior executives for the reporting period\nSenior executives means the following officials of a Commonwealth entity who are not key\nmanagement personnel:\na. officials with classifications in Groups 9 to 11 of the table in Schedule 1 to the Public Service\nClassification Rules 2000\nb. officials with positions equivalent to officials covered by paragraph (a)\nc. officers of the Australian Defence Force with ranks equivalent to classifications covered by\nparagraph (a).\nTable 12: Remuneration of senior executives for the reporting period\nSh\n Source: `annual-reports/2022-23.pages.jsonl`\n- or otherwise) of that entity.\nRemuneration of senior executives\nSenior executives mean the following officials\nof a Commonwealth entity who are not key\nmanagement personnel:\n• Officials with classifications in Groups 9 to 11\nof the table in Schedule 1 to the Public Service\nClassification Rules 2000.\n• Officials with positions equivalent to officials\ncovered by paragraph (a).\n• Officers of the Australian Defence Force with\nranks equivalent to classifications covered by\nparagraph (a).\nOther highly paid staff\nThe definition of other highly paid staff (OHPS\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### ABS Australian Bureau of Statistics ASFI Australian Sustainable Finance Institute ATSI Act Aboriginal and Torres Strait Islander Act 2005\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=ABS+Australian+Bureau+of+Statistics+ASFI+Australian+Sustainable+Finance+Institute+ATSI+Act+Aboriginal+and+Torres+Strait+Islander+Act+2005\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- e acknowledge those who\ncontinue to lead from a place of strength,\nresilience and courage. We look to the future\nwith hope while keeping our eyes on the\npresent. We honour those who are no longer\nwith us – it is on their shoulders we stand.\n\n[page 4]\nAcronyms\nABS Australian Bureau of Statistics\nASFI Australian Sustainable Finance Institute\nATSI Act Aboriginal and Torres Strait Islander Act 2005\nBOQ Bank of Queensland\nCEO Chief Executive Officer\nCITO Chief Information and Technology Officer\nCSIRO Commonwealth Scientific and Industrial Research Organisation\nEFA Export Finance Australia\nEPBC Act Environment Protection and Biodiversity Conservation Act\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### APS Australian Public Service ATSI Act Aboriginal and Torres Strait Islander Act 2005\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=APS+Australian+Public+Service+ATSI+Act+Aboriginal+and+Torres+Strait+Islander+Act+2005\n\n**Sources**:\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- from IBA.\nISSN 1446-9804 (print) | ISSN 2206-7329 (online)\nFor more information, visit iba.gov.au or call\n1800 107 107.\n\n[page 5]\n—\nNgarrindjeri Country in\nSouth Australia where\nIBA staff participate in\nJawun secondments\n—\nAcronyms\nAI Artificial intelligence\nAPS Australian Public Service\nATSI Act Aboriginal and Torres Strait\nIslander Act 2005\nCCE Corporate Commonwealth entity\nESG Environmental, social,\nand governance\nILSC Indigenous Land and\nSea Corporation\nICT Information and\ncommunication technology\nIT Information technology\nMoU Memorandum of understanding\nNIAA National Indigenous\nAustralians Ag\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Aboriginal DEFINITIONS and Torres Strait Islander Act 2005\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Aboriginal+DEFINITIONS+and+Torres+Strait+Islander+Act+2005\n\n**Sources**:\n- `other-pdfs/IBA-Pathways-Housing.pages.jsonl`\n\n**Evidence contexts**:\n- an 250 different language\ngroups spread across the nation.\nSOMIH – State Owned and Managed\nIndigenous Housing Indigenous Business Australia (IBA) uses the primary\nterm of Aboriginal and Torres Strait Islander people\nto refer to our customers, in line with the Aboriginal\nDEFINITIONS\nand Torres Strait Islander Act 2005 (ATSI Act), which\nacknowledges the distinct cultural differences\nAboriginal and Torres Strait Islander person/people\nand diversity across Australia. In recognition of the\n– A person or people who self-identify in the Census\nsocietal shifts occurring in Austra\n Source: `other-pdfs/IBA-Pathways-Housing.pages.jsonl`\n\n### Aboriginal Loans Commission Act 1974\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Aboriginal+Loans+Commission+Act+1974\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ) Act 1968\nA fund was created for\nthe purpose of supporting\nAboriginal-owned businesses.\n1967 1968\nAboriginal Development\n1974\nCommission Act 1980\nA capital account was\ncreated to promote\nAboriginal development,\nself-management and\nself-sufficiency.\n1989 1980\nAboriginal Loans\nCommission\nAct 1974\nA statutory body was\ncreated to administer\nthe Aboriginal\n2001\nEnterprises Fund and\na new fund to provide\nhousing loans.\n2005 2020 2025\n2020 Impact Report\nFuture Made in Australia (Production Tax\nCredits and Other Measures) Act 2025\nIBA published its first im\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Aboriginal and Torres Strait Governance, Performance and Accountability Islander Act 2005\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Aboriginal+and+Torres+Strait+Governance%2C+Performance+and+Accountability+Islander+Act+2005\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- nvestment taking\nplace on the lands of Traditional Owners, and the\nexpansion of our legislative mandate together\nmark a new era.\n6\n\n[page 7]\nIn February 2025, the Parliament passed historic The Board takes its accountability under the Public\namendments to the Aboriginal and Torres Strait Governance, Performance and Accountability\nIslander Act 2005 (ATSI Act), enabling IBA to access Act 2013 (PGPA Act) and ATSI Act seriously. This\ncapital markets and make co-investments in report includes audited financial statements and\nalignment with our legislative purpose. In response, performance reporting, prepare\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Acronyms AI Artificial Intelligence APS Australian Public Service ATSI Act Aboriginal and Torres Strait Islander Act 2005\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Acronyms+AI+Artificial+Intelligence+APS+Australian+Public+Service+ATSI+Act+Aboriginal+and+Torres+Strait+Islander+Act+2005\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- st Nations.\nISSN 1833–945X (Print) | ISSN 2206–9011 (Online)\nFor more information, visit iba.gov.au\nor call 1800 107 107.\n4\n\n[page 5]\n—\nSamuel’s journey to home\nownership is a powerful story of\ndetermination and a desire to\nbuild a life for him and his son.\n—\nAcronyms\nAI Artificial Intelligence\nAPS Australian Public Service\nATSI Act Aboriginal and Torres Strait Islander\nAct 2005\nESG Environmental, social, and governance\nILSC Indigenous Land and Sea Corporation\nICT Information and communication\ntechnology\nIT Information technology\nMoU Memorandum of understanding\nNIAA National Indigenous Australians\nAgency\nPBS Portfolio Budget Statemen\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### CEO. Financing Act 2006\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=CEO.+Financing+Act+2006\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- edom of Information Act 1982 (Cth) • Kirsty Moore resigned from her position as\nCEO and finished on 31 July 2024, and we\n• Public Interest Disclosure Act 2013 (Cth) undertook a recruitment process to appoint a\n• Anti-Money Laundering and Counter-Terrorism new CEO.\nFinancing Act 2006 (Cth) • Sean Armistead was appointed Deputy CEO\n• Work Health and Safety Act 2011 (Cth) on 1 October 2024, and the Executive Director\nStrategy and Impact role was abolished.\n• Environment Protection and Biodiversity\nConservation Act 1999 (Cth) • We completed\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Commission (ATSIC) Act 1989\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Commission+%28ATSIC%29+Act+1989\n\n**Sources**:\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- r residents.’\n7\n\n[page 16]\nOur history\n1967 Referendum\nThe Australian Constitution\nwas amended to allow the\nCommonwealth Government to\nmake laws for Aboriginal and\nTorres Strait Islander people.\n1967 1968\nAboriginal and Torres Strait Islander 1974\nCommission (ATSIC) Act 1989\nThe Aboriginal and Torres Strait Islander\nCommercial Development Corporation\n(CDC) was created with a focus on\ncommercial activities.\n1989 1980\nAboriginal and Torres\nStrait Islander Commission\n2001\nAmendment Act 2001\nThe CDC was renamed\nto ‘Indigenous Busines\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Commonwealth Scientific and Industrial Research Organisation EFA Export Finance Australia EPBC Act Environment Protection and Biodiversity Conservation Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Commonwealth+Scientific+and+Industrial+Research+Organisation+EFA+Export+Finance+Australia+EPBC+Act+Environment+Protection+and+Biodiversity+Conservation+Act+1999\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- [page 4]\nAcronyms\nABS Australian Bureau of Statistics\nASFI Australian Sustainable Finance Institute\nATSI Act Aboriginal and Torres Strait Islander Act 2005\nBOQ Bank of Queensland\nCEO Chief Executive Officer\nCITO Chief Information and Technology Officer\nCSIRO Commonwealth Scientific and Industrial Research Organisation\nEFA Export Finance Australia\nEPBC Act Environment Protection and Biodiversity Conservation Act 1999\nESG Environmental, social, and governance\nHLR Home loan rate\nIBA Indigenous Business Australia\nIBAAM Indigenous Business Australian Asset Management Pty Ltd\nIPF Indigenous Prosperity Funds\nIPP Indigenous Procurement Policy\nI-REIT Indigenous Real Estate Invest\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Corporate the Aboriginal and Torres Strait Islander Act 2005\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Corporate+the+Aboriginal+and+Torres+Strait+Islander+Act+2005\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- .................................................... 10\nACHIEVING OUR STRATEGY ................................. 12\nANNUAL\nREPORT\n2020–21\n7\n\n[page 14]\n–\nABOUT IBA\n–\nIndigenous Business Australia was established under These purposes are included in the 2020–21 Corporate\nthe Aboriginal and Torres Strait Islander Act 2005 (ATSI Plan and achieved through IBA’s single portfolio\nAct). The ATSI Act sets out the purposes, functions outcome – to improve wealth acquisition and economic\nand powers of IBA. IBA is a corporate Commonwealth independence of Indigenous Australians – via:\nen\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Counter-Terrorism Financing Act 2006\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Counter-Terrorism+Financing+Act+2006\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- any significant decisions or issues. This\nof Information Act 1982 (FOI Act), Public Interest\nyear, IBA advised the Minister of significant decisions\nDisclosure Act 2013 and the Anti-Money Laundering\nand issues in its quarterly Ministerial updates and also\nand Counter-Terrorism Financing Act 2006.\nin other correspondence and meetings.\nEXTERNAL AUDIT, JUDICIAL\nFREEDOM OF INFORMATION\nDECISIONS AND REVIEWS BY\nUnder Part II of the FOI Act, IBA must publish\nEXTERNAL BODIES\ncertain information for the public. IBA’s Information\nPublication Scheme plan and in\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### ESG. Classification Rules 2000\n\n**Type**: Rules\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=ESG.+Classification+Rules+2000\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ring of management personnel:\nIBA’s strategic plan and corporate performance,\n• officials with classifications in Groups 9 to 11\nresearch and evaluation, strategic policy and\nof the table in Schedule 1 to the Public Service\nimpact, including IBA’s approach to ESG.\nClassification Rules 2000\n• officials with positions equivalent to officials\nFAYSAL FASSI covered by paragraph (a)\nExecutive Director, Products & Markets • officers of the Australian Defence Force with\nranks equivalent to classifications covered by\nFaysal joined IBA in 2016 after 15 y\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### IBA’s The Public Interest Disclosure Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=IBA%E2%80%99s+The+Public+Interest+Disclosure+Act+2013\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- t a range of training and regarding non-compliance with finance law.\nmaterials relating to the new National Anti-\nCorruption Commission and continues to embed Complaints handling\nnew requirements into its business operations.\nThe IBA customer charter outlines IBA’s\nThe Public Interest Disclosure Act 2013 (PID Act) commitment to quality service, including processes\nprovides public officials with certain protections for complaints handling.\nwhen they make disclosures about alleged\nWhere customers have concerns in relation to IBA’s\nwrongdoing in the Commonwealth\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### National Anti-Corruption Commission Act 2022\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=National+Anti-Corruption+Commission+Act+2022\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- om of Information Act 1982 (Cth)\n• Public Interest Disclosure Act 2013 (Cth)\n• Anti-Money Laundering and Counter-Terrorism\nFinancing Act 2006 (Cth)\n• Work Health and Safety Act 2011 (Cth)\n• Environment Protection and Biodiversity\nConservation Act 1999 (Cth)\n• National Anti-Corruption Commission Act\n2022 (Cth)\n• Modern Slavery Act 2018 (Cth).\nExternal audit, judicial decisions and revi\n\n_…truncated, open the .md file for the full content._", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "To assist and enhance Aboriginal and Torres Strait Islander self-management and economic self-sufficiency. To advance the commercial and economic interests of Aboriginal persons and Torres Strait Islanders by accumulating and using a substantial capital asset for the benefit of Aboriginal and Torres Strait Islander peoples. [CP p.11]", "purposes_source_page": 11, "how_we_deliver": "We walk with Aboriginal and Torres Strait Islander people, their families, businesses, and communities to achieve financial independence, economic self-sufficiency, and long-term, positive impacts. [CP p.10]", "how_we_deliver_source_page": 10, "government_priorities": [ { "text": "Future Made in Australia", "source_page": 32 }, { "text": "developing Northern Australia", "source_page": 32 }, { "text": "national housing reforms", "source_page": 32 }, { "text": "the clean energy transition", "source_page": 32 }, { "text": "gender equality and women’s economic empowerment", "source_page": 32 }, { "text": "social impact investing and leveraging government investment", "source_page": 32 } ], "outcomes": [ { "name": "Outcome 1: Improved economic inclusion and participation", "description": "To enhance the financial wellbeing and independence of Aboriginal and Torres Strait Islander people through distribution of home and business finance, access to wealth generating opportunities and capability development activities. [AR p.12]", "key_activities": [ "distribution of home and business finance", "access to wealth generating opportunities", "capability development activities" ], "source_page": 12 } ], "values": [ "Responsive", "Informed", "Connected", "Invested", "Respectful" ], "values_framework_name": "Values", "kpi_targets_2025_26": [ { "code": "PM1", "measure": "Total annual number of Aboriginal and Torres Strait Islander people provided with access to capability building, knowledge and networks directly by IBA and indirectly through partnerships.", "target": "Amended", "source_page": 41 }, { "code": "PM2", "measure": "Total annual sum of capital and capability development support approved and/ distributed by IBA specifically for the benefit of Aboriginal and Torres Strait Islander people.", "target": "Amended", "source_page": 41 }, { "code": "PM4", "measure": "Reported levels of Aboriginal and Torres Strait Islander financial wellbeing.", "target": ">45 out of 100", "source_page": 41 }, { "code": "PM5", "measure": "Reported levels of positive impacts of IBA’s activities by Aboriginal and Torres Strait Islander people.", "target": "Amended", "source_page": 41 }, { "code": "PM8", "measure": "Average conversion rate of demand into a home, business or investment outcome.", "target": ">43%", "source_page": 41 }, { "code": "PM9", "measure": "Total rate of efficiency of IBA in achieving its purpose (cost to income ratio).", "target": "<69%", "source_page": 41 } ], "kpi_results_2024_25": [ { "code": "PM1", "measure": "Total annual number of Aboriginal and Torres Strait Islander people provided with access to capability building, knowledge and networks directly by IBA and indirectly through partnerships.", "result": "Amended", "status": "Not achieved", "source_page": 41 }, { "code": "PM2", "measure": "Total annual number of Aboriginal and Torres Strait Islander people Islander people provided with an IBA product or the opportunity to access the economy through a job or procurement opportunity.", "result": "Amended", "status": "Not achieved", "source_page": 41 }, { "code": "PM4", "measure": "Reported levels of Aboriginal and Torres Strait Islander financial wellbeing.", "result": "89%", "status": "Achieved", "source_page": 41 }, { "code": "PM5", "measure": "Reported levels of positive impacts of IBA’s activities by Aboriginal and Torres Strait Islander people.", "result": "Amended", "status": "Not achieved", "source_page": 41 }, { "code": "PM8", "measure": "Average conversion rate of demand into a home, business or investment outcome.", "result": "Amended", "status": "Not achieved", "source_page": 41 }, { "code": "PM9", "measure": "Total rate of efficiency of IBA in achieving its purpose (cost to income ratio).", "result": "<69%", "status": "Achieved", "source_page": 41 } ], "_source_urls": { "annual_report_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "corporate_plan_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf" } }, "ideas": [ { "entity_id": "B-003070", "entity_name": "Indigenous Prosperity Fund - Income Fund", "folder_name": "Indigenous-Prosperity-Fund-Income-Fund", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "173\nPerformance Year Target Results Achieved\n2021–22 Less than 10% 8.5% \nMeasure to be\n2020–21 piloted and target to Target was developed \nand piloted\nbe developed\n2019–20 - - -\n2018–19 - - -\nAnalysis For 2021–22, IBA introduced a new performance measure for gauging program delivery efficiency, with a\npositive efficiency measure being delivered.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-003070", "entity_name": "Indigenous Prosperity Fund - Income Fund", "folder_name": "Indigenous-Prosperity-Fund-Income-Fund", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "173\nPerformance Year Target Results Achieved\n2021–22 Less than 10% 8.5% \nMeasure to be\n2020–21 piloted and target to Target was developed \nand piloted\nbe developed\n2019–20 - - -\n2018–19 - - -\nAnalysis For 2021–22, IBA introduced a new performance measure for gauging program delivery efficiency, with a\npositive efficiency measure being delivered.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-003070", "entity_name": "Indigenous Prosperity Fund - Income Fund", "folder_name": "Indigenous-Prosperity-Fund-Income-Fund", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "This includes setting\nregular Executive Committee • communicate IBA’s plans and the organisation’s risk appetite to understand what is\nstrategy sprints capabilities. acceptable risk-taking to achieve strategic priorities.\n• engage with the Board specifically IBA has a comprehensive approach\nRisk Management Framework: The purpose of IBA’s Risk\nin targeted strategy discussions at to risk management to help\nManagement Framework is to create and protect value by\nleast twice a year manage risks, as they arise, so\nintegrating risk management into our work and functions,\nwe can undertake key activities\n• have fortnightly Executive including the activities set out in the corporate plan.\nto achieve IBA’s purposes.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2024/08/IBA-Corporate-Plan-2024-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-003070", "entity_name": "Indigenous Prosperity Fund - Income Fund", "folder_name": "Indigenous-Prosperity-Fund-Income-Fund", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "This includes setting\nregular Executive Committee • communicate IBA’s plans and the organisation’s risk appetite to understand what is\nstrategy sprints capabilities. acceptable risk-taking to achieve strategic priorities.\n• engage with the Board specifically IBA has a comprehensive approach\nRisk Management Framework: The purpose of IBA’s Risk\nin targeted strategy discussions at to risk management to help\nManagement Framework is to create and protect value by\nleast twice a year manage risks, as they arise, so\nintegrating risk management into our work and functions,\nwe can undertake key activities\n• have fortnightly Executive including the activities set out in the corporate plan.\nto achieve IBA’s purposes.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2024/08/IBA-Corporate-Plan-2024-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-003070", "entity_name": "Indigenous Prosperity Fund - Income Fund", "folder_name": "Indigenous-Prosperity-Fund-Income-Fund", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 37]\nHighlights 2024–25\nChoice 4,018\ncustomers provided with Pathways Through\naccess to networks, knowledge, Housing and Pathways\nand capability-building Through Business\nreports released\n2,956\nOver\npeople provided $389\nwith an IBA product,\njob or procurement M distributed through capital or\nopportunity capability development activities\nInclusion\nFirst\n2024\nESG\nImpact\nStrategy Expanded\nfinancial Report\nlaunched education,\ntraining delivered\n& workshops\n107\ncustomers\napproved for a Delivered natural disaster relief grants to:\nshared equity 266 34\nhome loan business finance\nhome loan customers customers\nProsperity Larrakia Development\nCorporation Pty Ltd\n505 now own\n5%\ncustomers assisted to\nbuy their first home\nof the Darwin\nwaterfront precinct\n42 participants attended Piloted business\nan Investor forum in insurance initiative\nBoorloo (Perth) with NRMA\nExcellence\nOur People Platform", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-003070", "entity_name": "Indigenous Prosperity Fund - Income Fund", "folder_name": "Indigenous-Prosperity-Fund-Income-Fund", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 37]\nHighlights 2024–25\nChoice 4,018\ncustomers provided with Pathways Through\naccess to networks, knowledge, Housing and Pathways\nand capability-building Through Business\nreports released\n2,956\nOver\npeople provided $389\nwith an IBA product,\njob or procurement M distributed through capital or\nopportunity capability development activities\nInclusion\nFirst\n2024\nESG\nImpact\nStrategy Expanded\nfinancial Report\nlaunched education,\ntraining delivered\n& workshops\n107\ncustomers\napproved for a Delivered natural disaster relief grants to:\nshared equity 266 34\nhome loan business finance\nhome loan customers customers\nProsperity Larrakia Development\nCorporation Pty Ltd\n505 now own\n5%\ncustomers assisted to\nbuy their first home\nof the Darwin\nwaterfront precinct\n42 participants attended Piloted business\nan Investor forum in insurance initiative\nBoorloo (Perth) with NRMA\nExcellence\nOur People Platform", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-003070", "entity_name": "Indigenous Prosperity Fund - Income Fund", "folder_name": "Indigenous-Prosperity-Fund-Income-Fund", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "[pages 34,35,36,37,38,39,40,41]\nbase of the IBA group is made up of: • $9.4 million in appropriations\n• Commonwealth grant and • $217.7 million from self-generated revenue\nappropriation revenue (mostly interest earnings, dividends from\ninvestments, rental receipts from investment\n• investment from First Nations co-investment properties and subsidiaries’ customer contracts).\npartners\nRecycling our capital and profits from housing and\n• self-generated income. business loan portfolios and investments, along\nwith additional funding from government, allows\nus to distribute more money for the benefit of\nAboriginal and Torres Strait Islander people.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-003070", "entity_name": "Indigenous Prosperity Fund - Income Fund", "folder_name": "Indigenous-Prosperity-Fund-Income-Fund", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "[pages 34,35,36,37,38,39,40,41]\nbase of the IBA group is made up of: • $9.4 million in appropriations\n• Commonwealth grant and • $217.7 million from self-generated revenue\nappropriation revenue (mostly interest earnings, dividends from\ninvestments, rental receipts from investment\n• investment from First Nations co-investment properties and subsidiaries’ customer contracts).\npartners\nRecycling our capital and profits from housing and\n• self-generated income. business loan portfolios and investments, along\nwith additional funding from government, allows\nus to distribute more money for the benefit of\nAboriginal and Torres Strait Islander people.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-003070", "entity_name": "Indigenous Prosperity Fund - Income Fund", "folder_name": "Indigenous-Prosperity-Fund-Income-Fund", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "[Page 22]\nIBA constantly strives to remain Outcome 9 in the Commonwealth’s 2024 Closing\nthe Gap Implementation Plan says:\nagile and adaptive to changes\n‘The Commonwealth remains committed to\nin government policy, market working with states and territories and Aboriginal\nand Torres Strait Islander people to ensure safe\nconditions, and political and\nand secure housing that is accessible, aligned\neconomic cycles. with people’s priorities and needs, and includes\naccess to a range of essential services including\ndigital technology.’\nAs a Corporate Commonwealth Entity, IBA must\nIBA recognises that securing appropriate,\nadapt to evolve with legislation and policies set by\naffordable housing aligned with the\nthe Australian Government such as the:\npriorities and needs of Aboriginal and Torres\n• Commonwealth Risk Management Policy Strait Islander people is key to prosperity,", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-003070", "entity_name": "Indigenous Prosperity Fund - Income Fund", "folder_name": "Indigenous-Prosperity-Fund-Income-Fund", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "[Page 22]\nIBA constantly strives to remain Outcome 9 in the Commonwealth’s 2024 Closing\nthe Gap Implementation Plan says:\nagile and adaptive to changes\n‘The Commonwealth remains committed to\nin government policy, market working with states and territories and Aboriginal\nand Torres Strait Islander people to ensure safe\nconditions, and political and\nand secure housing that is accessible, aligned\neconomic cycles. with people’s priorities and needs, and includes\naccess to a range of essential services including\ndigital technology.’\nAs a Corporate Commonwealth Entity, IBA must\nIBA recognises that securing appropriate,\nadapt to evolve with legislation and policies set by\naffordable housing aligned with the\nthe Australian Government such as the:\npriorities and needs of Aboriginal and Torres\n• Commonwealth Risk Management Policy Strait Islander people is key to prosperity,", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-003070", "entity_name": "Indigenous Prosperity Fund - Income Fund", "folder_name": "Indigenous-Prosperity-Fund-Income-Fund", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 18]\n–\nOUR PROGRESS AGAINST\nTHE 5 STRATEGIC PILLARS\n–\nIn 2017, IBA commenced development of our current Areas of focus in 2022–23 will include:\nstrategy 2018-2023.\n• strict financial management to meet current and\nLaunched in 2018, it has guided us towards delivering future demand, given that demand is generally\nmore positive impacts across the economic, social structurally higher than IBA’s ability to supply capital\nand cultural aspects of our customers lives whilst\n• investment in and update of our new core IT system,\nlearning and adapting the way we deliver our\ncustomer facing portal and data warehouse to\nproducts and services.\nimprove customer experiences\nIn 2019, the disruption to business as usual and the • investment in the development of staff capability\nimpacts of the pandemic were unavoidable.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2022/08/IBA-Corporate-Plan-2022_23.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-003070", "entity_name": "Indigenous Prosperity Fund - Income Fund", "folder_name": "Indigenous-Prosperity-Fund-Income-Fund", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 18]\n–\nOUR PROGRESS AGAINST\nTHE 5 STRATEGIC PILLARS\n–\nIn 2017, IBA commenced development of our current Areas of focus in 2022–23 will include:\nstrategy 2018-2023.\n• strict financial management to meet current and\nLaunched in 2018, it has guided us towards delivering future demand, given that demand is generally\nmore positive impacts across the economic, social structurally higher than IBA’s ability to supply capital\nand cultural aspects of our customers lives whilst\n• investment in and update of our new core IT system,\nlearning and adapting the way we deliver our\ncustomer facing portal and data warehouse to\nproducts and services.\nimprove customer experiences\nIn 2019, the disruption to business as usual and the • investment in the development of staff capability\nimpacts of the pandemic were unavoidable.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2022/08/IBA-Corporate-Plan-2022_23.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2024-25", "url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "file": "annual-reports/2024-25.pdf", "bytes": 20847131, 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