{ "entity_id": "O-000922", "folder": "Torres-Strait-Regional-Authority", "name": "Torres Strait Regional Authority", "type": "Corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Prime Minister and Cabinet", "website": "http://www.tsra.gov.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 5, "n_artifacts": 5, "n_kpi_targets": 5, "n_kpi_results": 5, "n_outcomes": 7, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "The TSRA’s purpose is aligned to the Portfolio Budget Statement Outcome1: Indigenous Affairs. As a statutory agency established under the Aboriginal and Torres Strait Islander Act 2005, the TSRA operates under the direction of a democratically elected Torres Strait Islander and Aboriginal Board, comprising of 20 members representing the communities of the region. The TSRA operates within the Prime Minister and Cabinet portfolio and works closely with the National Indigenous Australians Agency (NIAA) to provide greater autonomy and improve the lives of Torres Strait Islander and Aboriginal peoples living in the Torres Strait region, by contributing to a healthier, safer and more prosperous region.", "official_site_url": "http://www.tsra.gov.au", "source_documents": [ { "type": "corporate_plan", "title": "Corporate Plan 2023-24", "url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "period": "2023-24", "confidence": "high" } ], "purpose": { "text": "The TSRA’s purpose is aligned to the Portfolio Budget Statement Outcome1: Indigenous Affairs. As a statutory agency established under the Aboriginal and Torres Strait Islander Act 2005, the TSRA operates under the direction of a democratically elected Torres Strait Islander and Aboriginal Board, comprising of 20 members representing the communities of the region. The TSRA operates within the Prime Minister and Cabinet portfolio and works closely with the National Indigenous Australians Agency (NIAA) to provide greater autonomy and improve the lives of Torres Strait Islander and Aboriginal peoples living in the Torres Strait region, by contributing to a healthier, safer and more prosperous region.", "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": 4, "source_deep_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=4" }, "vision": { "text": "EMPOWERING OUR PEOPLE, IN OUR DECISION, IN OUR CULTURE, FOR OUR FUTURE", "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": 6, "source_deep_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=6" }, "strategic_priorities": [ { "title": "Closing the Gap for Torres Strait Islander and Aboriginal people living in the Torres Strait region", "description": "Closing the Gap for Torres Strait Islander and Aboriginal people living in the Torres Strait region", "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": 4, "source_deep_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=4" } ], "values": [ { "name": "empowerment", "description": "", "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": null }, { "name": "integrity", "description": "", "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": null }, { "name": "respect", "description": "", "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": null }, { "name": "sustainability", "description": "", "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": null }, { "name": "collaboration", "description": "", "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Indigenous culture and heritage", "description": "Protect, promote, revitalise and maintain Torres Strait Islander and Aboriginal traditions and cultural heritage.", "activities": [ "Protecting, promoting, revitalising and maintaining Torres Strait Islander and Aboriginal traditions and cultural heritage.", "Preserving and promoting Indigenous languages.", "Working in partnership with Traditional Owners, and supporting TSRA Registered Native Title and Prescribed Bodies Corporate in the Protected Zone Joint Authority (PZJA) management and priority to focal industry sectors and addressing ecological enablers." ], "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": 8, "source_deep_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=8" }, { "name": "Outcome 2: Economic development", "description": "Enhance the region’s wealth by creating sustainable industries and increasing employment opportunities for our people equivalent to the wider Australian community.", "activities": [ "Enhancing the region’s wealth by creating sustainable industries.", "Increasing employment opportunities for our people.", "Providing business training and support for Indigenous business and economic growth." ], "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": 8, "source_deep_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=8" }, { "name": "Outcome 3: Environmental management", "description": "To protect the ecological complexity and biodiversity of the Torres Strait region, and the strong and enduring connection of Torres Strait Islander people to their islands and sea.", "activities": [ "To protect the ecological complexity and biodiversity of the Torres Strait region.", "Managing and maintaining sustainable fishing industries.", "Supporting TSRA Registered Native Title and Prescribed Bodies Corporate in the Protected Zone Joint Authority (PZJA) management and priority to focal industry sectors and addressing ecological enablers." ], "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": 8, "source_deep_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=8" }, { "name": "Outcome 4: Governance and leadership", "description": "Effective and transparent governance, while promoting strong leadership in the region.", "activities": [ "Managing the TSRA’s internal structures, including secretariat support for the region.", "Monitoring the rollout of essential services to support healthy communities.", "Creating regional leadership capability through targeted leadership development opportunities." ], "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": 9, "source_deep_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=9" }, { "name": "Outcome 5: Healthy communities", "description": "Improve the health and wellbeing of Torres Strait Islander and Aboriginal families and individuals residing in the Torres Strait and Northern Peninsula Area.", "activities": [ "Improving the health and wellbeing of Torres Strait Islander and Aboriginal families and individuals.", "Supporting preventative healthcare, legal and social support services in the region.", "Building and strengthening safe, healthy, and respectful communities based on cultural, Ailan Kastom and Aboriginal traditions." ], "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": 9, "source_deep_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=9" }, { "name": "Outcome 6: Regional infrastructure", "description": "Effective and efficient management of the Major Infrastructure Programme and the Trust activities in partnership with stakeholders and the elected membership.", "activities": [ "Providing advocacy and support services for the delivery of identified infrastructure projects.", "Implementing the Regional Infrastructure Advisory Commi(cid:31)ee’s (RIAC) Action Plan in line with workplan milestones." ], "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": 20, "source_deep_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=20" }, { "name": "Outcome 7: Safe communities", "description": "Safe, healthy, respectful, and progressive communities, based on cultural, Ailan Kastom and Aboriginal traditions.", "activities": [ "Improvement in the quality and access to social and legal services.", "Implementation and monitoring of legal services model.", "Maintain support for social support services." ], "source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "source_page": 21, "source_deep_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=21" } ], "performance_measures": [ { "code": "CCE01", "measure": "Increase in the number of artists and cultural practitioners in the industry", "target": "Maintain/increase number of active artists", "latest_result": "Target met", "status": "Achieved", "target_source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE02", "measure": "Maintain community-based management plans for each community", "target": "Maintain community plans", "latest_result": "Target met", "status": "Achieved", "target_source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "target_source_page": 18, "result_source_url": "", "result_source_page": 18 }, { "code": "CCE03", "measure": "Increase in the percentage of total allowable catch of finfish/tropical rock lobster (TRL) caught by Torres Strait Islander and Aboriginal people", "target": "Maintain/increase % of total allowable catch caught", "latest_result": "Target met", "status": "Achieved", "target_source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "target_source_page": 18, "result_source_url": "", "result_source_page": 18 }, { "code": "CCE04", "measure": "Increase the level of engagement of elected Torres Strait Islander and Aboriginal leaders in policy development and decision-making", "target": "Increase the level of Chair and Board involvement in TSRA-led meetings related to portfolio responsibilities", "latest_result": "Increase in breadth of topics covered in meetings with State and Australian Government Ministers", "status": "Achieved", "target_source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "target_source_page": 19, "result_source_url": "", "result_source_page": 19 }, { "code": "CCE05", "measure": "Improve monitoring of the effectiveness of health service delivery in the region", "target": "Maintain/increase TSRA participation in health commi(cid:31)ees, forums and government meetings", "latest_result": "Improved monitoring of the effectiveness of health service delivery", "status": "Achieved", "target_source_url": "https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf", "target_source_page": 20, "result_source_url": "", "result_source_page": 20 } ], "document_alignment_terms": { "must_support": [ "The TSRA’s purpose is aligned to the Portfolio Budget Statement Outcome1: Indigenous Affairs. As a statutory agency established under the Aboriginal and Torres Strait Islander Act ", "EMPOWERING OUR PEOPLE, IN OUR DECISION, IN OUR CULTURE, FOR OUR FUTURE", "Closing the Gap for Torres Strait Islander and Aboriginal people living in the Torres Strait region" ], "watch_terms": [ "Increase in the number of artists and cultural practitioners in the industry", "Maintain community-based management plans for each community", "Increase in the percentage of total allowable catch of finfish/tropical rock lobster (TRL) caught by Torres Strait Islander and Aboriginal people", "Increase the level of engagement of elected Torres Strait Islander and Aboriginal leaders in policy development and decision-making", "Improve monitoring of the effectiveness of health service delivery in the region" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Torres Strait Regional Authority — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)\n\n## Vision\n\n> EMPOWERING OUR PEOPLE, IN OUR DECISION, IN OUR CULTURE, FOR OUR FUTURE [[CP p.6](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=6)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=6)]\n\n## Our purpose / purposes\n\n> The TSRA’s purpose is aligned to the Portfolio Budget Statement Outcome1: Indigenous Affairs. As a statutory agency established under the Aboriginal and Torres Strait Islander Act 2005, the TSRA operates under the direction of a democratically elected Torres Strait Islander and Aboriginal Board, comprising of 20 members representing the communities of the region. The TSRA operates within the Prime Minister and Cabinet portfolio and works closely with the National Indigenous Australians Agency (NIAA) to provide greater autonomy and improve the lives of Torres Strait Islander and Aboriginal peoples living in the Torres Strait region, by contributing to a healthier, safer and more prosperous region. [[CP p.4](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=4)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=4)]\n\n## How we deliver\n\n> The TSRA operates within the Prime Minister and Cabinet portfolio and works closely with the National Indigenous Australians Agency (NIAA) to provide greater autonomy and improve the lives of Torres Strait Islander and Aboriginal peoples living in the Torres Strait region, by contributing to a healthier, safer and more prosperous region. [[CP p.4](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=4)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=4)]\n\n## Government priorities for this department\n\n- Closing the Gap for Torres Strait Islander and Aboriginal people living in the Torres Strait region [[CP p.4](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=4)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=4)]\n\n## Outcomes\n\n### Outcome 1: Indigenous culture and heritage\nProtect, promote, revitalise and maintain Torres Strait Islander and Aboriginal traditions and cultural heritage. [[CP p.8](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=8)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=8)]\n\n**Key activities:**\n- Protecting, promoting, revitalising and maintaining Torres Strait Islander and Aboriginal traditions and cultural heritage.\n- Preserving and promoting Indigenous languages.\n- Working in partnership with Traditional Owners, and supporting TSRA Registered Native Title and Prescribed Bodies Corporate in the Protected Zone Joint Authority (PZJA) management and priority to focal industry sectors and addressing ecological enablers.\n\n### Outcome 2: Economic development\nEnhance the region’s wealth by creating sustainable industries and increasing employment opportunities for our people equivalent to the wider Australian community. [[CP p.8](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=8)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=8)]\n\n**Key activities:**\n- Enhancing the region’s wealth by creating sustainable industries.\n- Increasing employment opportunities for our people.\n- Providing business training and support for Indigenous business and economic growth.\n\n### Outcome 3: Environmental management\nTo protect the ecological complexity and biodiversity of the Torres Strait region, and the strong and enduring connection of Torres Strait Islander people to their islands and sea. [[CP p.8](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=8)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=8)]\n\n**Key activities:**\n- To protect the ecological complexity and biodiversity of the Torres Strait region.\n- Managing and maintaining sustainable fishing industries.\n- Supporting TSRA Registered Native Title and Prescribed Bodies Corporate in the Protected Zone Joint Authority (PZJA) management and priority to focal industry sectors and addressing ecological enablers.\n\n### Outcome 4: Governance and leadership\nEffective and transparent governance, while promoting strong leadership in the region. [[CP p.9](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=9)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=9)]\n\n**Key activities:**\n- Managing the TSRA’s internal structures, including secretariat support for the region.\n- Monitoring the rollout of essential services to support healthy communities.\n- Creating regional leadership capability through targeted leadership development opportunities.\n\n### Outcome 5: Healthy communities\nImprove the health and wellbeing of Torres Strait Islander and Aboriginal families and individuals residing in the Torres Strait and Northern Peninsula Area. [[CP p.9](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=9)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=9)]\n\n**Key activities:**\n- Improving the health and wellbeing of Torres Strait Islander and Aboriginal families and individuals.\n- Supporting preventative healthcare, legal and social support services in the region.\n- Building and strengthening safe, healthy, and respectful communities based on cultural, Ailan Kastom and Aboriginal traditions.\n\n### Outcome 6: Regional infrastructure\nEffective and efficient management of the Major Infrastructure Programme and the Trust activities in partnership with stakeholders and the elected membership. [[CP p.20](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=20)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=20)]\n\n**Key activities:**\n- Providing advocacy and support services for the delivery of identified infrastructure projects.\n- Implementing the Regional Infrastructure Advisory Commi(cid:31)ee’s (RIAC) Action Plan in line with workplan milestones.\n\n### Outcome 7: Safe communities\nSafe, healthy, respectful, and progressive communities, based on cultural, Ailan Kastom and Aboriginal traditions. [[CP p.21](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=21)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=21)]\n\n**Key activities:**\n- Improvement in the quality and access to social and legal services.\n- Implementation and monitoring of legal services model.\n- Maintain support for social support services.\n\n## Values and principles\n\n- empowerment\n- integrity\n- respect\n- sustainability\n- collaboration\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Increase in the number of artists and cultural practitioners in the industry | Maintain/increase number of active artists | [CP p.17](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=17)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=17) |\n| CCE02 | Maintain community-based management plans for each community | Maintain community plans | [CP p.18](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=18)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=18) |\n| CCE03 | Increase in the percentage of total allowable catch of finfish/tropical rock lobster (TRL) caught by Torres Strait Islander and Aboriginal people | Maintain/increase % of total allowable catch caught | [CP p.18](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=18)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=18) |\n| CCE04 | Increase the level of engagement of elected Torres Strait Islander and Aboriginal leaders in policy development and decision-making | Increase the level of Chair and Board involvement in TSRA-led meetings related to portfolio responsibilities | [CP p.19](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=19)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=19) |\n| CCE05 | Improve monitoring of the effectiveness of health service delivery in the region | Maintain/increase TSRA participation in health commi(cid:31)ees, forums and government meetings | [CP p.20](https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=20)(https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf#page=20) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Increase in the number of artists and cultural practitioners in the industry | Target met | Achieved | AR p.17 |\n| CCE02 | Maintain community-based management plans for each community | Target met | Achieved | AR p.18 |\n| CCE03 | Increase in the percentage of total allowable catch of finfish/tropical rock lobster (TRL) caught by Torres Strait Islander and Aboriginal people | Target met | Achieved | AR p.18 |\n| CCE04 | Increase the level of engagement of elected Torres Strait Islander and Aboriginal leaders in policy development and decision-making | Increase in breadth of topics covered in meetings with State and Australian Government Ministers | Achieved | AR p.19 |\n| CCE05 | Improve monitoring of the effectiveness of health service delivery in the region | Improved monitoring of the effectiveness of health service delivery | Achieved | AR p.20 |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Torres Strait Regional Authority - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:50:55.884633+00:00\n**Entity ID**: O-000922\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Prime Minister and Cabinet\n**Website**: http://www.tsra.gov.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| corporate-plans | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 4 |\n| pages | 5 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 19]\nThe TSRA’s Ambition\nVision\nYumi pasin – yumi Ailan Kastom� Strong in culture,\nunified partnerships to achieve a sustainable future�\nNgalpun pawa a danalayg matha kaymel bangal KALA LAGAW YA\nMeriba tonar, merbi gedira tonar a merbi areriba tonar batkapda a bakeli au kelakela\nbeli iako mi kikemem nabakiawar MERIAM MIR\nNgalpan mina Pawa a Ngalpan mina Igililnga� Ngaru bangal urapun KALA KAWAU YA\nPurpose\nThe TSRA’s purpose is aligned to the Prime Minister and Cabinet Portfolio Budget Statement Outcome:\nProgress towards closing the gap for Torres Strait Islander\nand Aboriginal people living in the Torres Strait Region\nthrough development planning, coordination, sustainable\nresource management and preservation and promotion of\nIndigenous culture�\nTSRA TORRES STRAIT DEVELOPMENT PLAN 2023–2028 / 17\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [Page 27]\nStrategic alignment –\nClosing the Gap Priority Reforms and Targets,\nTS&NPA Regional Plan 2009-2029\nAlignment to\nAlignment to Torres Strait\nClosing the Alignment to Regional Plan\nTSRA Torres Strait Development Plan Gap Priority Closing the 2009‑2029 Goals\nStrategic Priority Reforms Gap targets* and objectives**\n.1\nspihsrentrap\nlanoiger\ngnortS\necnanrevog\ndna\nAdvocating for and a(cid:26)racting regional 1, 2, 3 7, 8, 15 Economic\ninvestment that delivers real benefits Development\nto Torres Strait and NPA communities\nPromoting and upholding a unified 2, 3 17 Governance and\nregion through effective and Leadership\ntransparent governance and leadership\nRestoring and protecting our culture 1, 2 15, 16 Art Culture and\nHeritage\nCommunities\n.2\nseitinummoc\ntneiliser\nyllabolG\nProtecting and enhancing our 1, 2, 4 1, 9, 15 Environmental\nculture, way of life and environment Management\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [Page 26]\nTracking positive change\nThe Development Plan captures the strategic, Outcomes from performance assessment\nlong-term Vision and Priorities of the TSRA Board. are used by the TSRA to refine and improve\nTo ensure these strategic priorities are achieved, its activities.\nand that the TSRA’s enablers are effective, the\nTaken together, these elements will provide\nTSRA will plan, monitor and evaluate its activities.\nassurance to stakeholders that the TSRA\nThe TSRA’s planning and reporting framework is delivering upon the Development Plan’s\nis closely aligned with, and supports the strategic priorities.\noperationalisation of, the strategic direction\noutlined in the Development Plan:\n— Portfolio Budget Statements inform Strategic planning\nParliament and the Australian public of how\nDevelopment Sets the long-term strategic\nthe TSRA intends to allocate resources in\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- In this position,\nand loans under Section 142F of the\nThe TSRA is commi(cid:28)ed to engaging the CEO completes activity and sub- Aboriginal and Torres Strait Islander\nwith risk, capitalising on opportunities delegates activity to the administration Act 2005.\nstaff in order to achieve the TSRA’s\npresented, and encouraging innovative\nvision and strategic direction set by the\npractice in support of its vision and purpose.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n\n### Role and Functions\n\n- The risk management\nThe TSRA Audit Commi(cid:31)ee, a\nsystem is based on the principles and\nrequirement under Section 45 of the\nprocesses outlined in ISO 31000:2018\nPublic Governance, Performance\nRisk Management – Guidelines.\nand Accountability Act 2013, has a\nResponsibilities for the management\nrole in overseeing risk management\nof risk are contained within the Risk\npractices.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- 1 Prime Minister and Cabinet, Portfolio Budget Statements 2023–2024 > h(cid:31)ps://www.pmc.gov.au/resources/portfolio-budget-statements-2023-2024\nTSRA CORPORATE PLAN 2023–24 PAGE 4\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- [Page 7]\nFunctions Structure\nMinister for Indigenous Australians\nThe Hon Linda Burney MP\nThe primary functions and responsibilities for the To achieve the TSRA’s purpose and priorities in line\nTSRA are defined under Section 142A of the Aboriginal with the Aboriginal and Torres Strait Islander Act\nTSRA Board TSRA Administration\nand Torres Strait Islander Act 2005.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- 22\nTracking positive change ���������������������������������������������������������������� 24\nStrategic alignment – Closing the Gap Priority Reforms\nand Targets, TS&NPA Regional Plan 2009-2029 ��������������������������������� 25\nThe TSRA’s functions ���������������������������������������������������������������������� 27\nPurpose of the Development Plan ���������������������������������������������������� 28\nTSRA TORRES STRAIT DEVELOPMENT PLAN 2023–2028 / 3\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [Page 14]\nRisk Oversight Enterprise governance In 2023–24, the TSRA will continue to\nimplement and build capability through\nThe TSRA’s CEO holds responsibility for\nand Management a new Grants Framework, introduced in\nthe TSRA’s administration and staffing as\nSeptember 2022.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- [pages 19,20,21,22]\npportunities opportunities opportunities\nRe-elected and newly\nelected TSRA Board\nmembers inducted and\ntrained on their role\nMaintain support for local Build on 2023–24 Build on 2024–25 Build on 2025–26\nleadership programmes outcomes and support outcomes and support outcomes and support\nopportunities identified in opportunities identified in opportunities identified in\nIdentify further\nprevious year previous year previous year\nopportunities to enhance\nthe TSRA’s support for Identify further Identify further Identify further\nleadership development opportunities to enhance opportunities to enhance opportunities to enhance\nthe TSRA’s support for the TSRA’s support for the TSRA’s support for\nleadership development leadership development leadership development\nTSRA CORPORATE PLAN 2023–24 PAGE 19\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n\n### Strategic Priorities\n\n- [Page 26]\nTracking positive change\nThe Development Plan captures the strategic, Outcomes from performance assessment\nlong-term Vision and Priorities of the TSRA Board. are used by the TSRA to refine and improve\nTo ensure these strategic priorities are achieved, its activities.\nand that the TSRA’s enablers are effective, the\nTaken together, these elements will provide\nTSRA will plan, monitor and evaluate its activities.\nassurance to stakeholders that the TSRA\nThe TSRA’s planning and reporting framework is delivering upon the Development Plan’s\nis closely aligned with, and supports the strategic priorities.\noperationalisation of, the strategic direction\noutlined in the Development Plan:\n— Portfolio Budget Statements inform Strategic planning\nParliament and the Australian public of how\nDevelopment Sets the long-term strategic\nthe TSRA intends to allocate resources in\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [Page 5]\nContents\nAcknowledgement of Country �����������������������������������������������������������5\nTSRA offices and electoral wards ������������������������������������������������������ 6\nMessage from the Chairperson ��������������������������������������������������������� 8\nTorres Strait Regional Authority Milestones �������������������������������������� 10\nIntroduction ����������������������������������������������������������������������������������� 12\nWhat does the TSRA do? ����������������������������������������������������������������� 13\nAbout the TSRA Torres Strait Development Plan �������������������������������� 14\nDevelopment Plan relationship with other government plans ������������� 15\nThe operating context��������������������������������������������������������������������� 16\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [Page 27]\nStrategic alignment –\nClosing the Gap Priority Reforms and Targets,\nTS&NPA Regional Plan 2009-2029\nAlignment to\nAlignment to Torres Strait\nClosing the Alignment to Regional Plan\nTSRA Torres Strait Development Plan Gap Priority Closing the 2009‑2029 Goals\nStrategic Priority Reforms Gap targets* and objectives**\n.1\nspihsrentrap\nlanoiger\ngnortS\necnanrevog\ndna\nAdvocating for and a(cid:26)racting regional 1, 2, 3 7, 8, 15 Economic\ninvestment that delivers real benefits Development\nto Torres Strait and NPA communities\nPromoting and upholding a unified 2, 3 17 Governance and\nregion through effective and Leadership\ntransparent governance and leadership\nRestoring and protecting our culture 1, 2 15, 16 Art Culture and\nHeritage\nCommunities\n.2\nseitinummoc\ntneiliser\nyllabolG\nProtecting and enhancing our 1, 2, 4 1, 9, 15 Environmental\nculture, way of life and environment Management\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [Page 22]\nStrategic Priorities\nPRIORITY 1\nSTRONG REGIONAL PARTNERSHIPS AND GOVERNANCE\nThe TSRA is commi(cid:28)ed to: 3.\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [Page 21]\nSafe Communities\nKEY ACTIVITIES PERFORMANCE PERFORMANCE TARGET PERFORMANCE TARGET PERFORMANCE TARGET PERFORMANCE TARGET MEASUREMENT\nMEASURE (PBS) 2023–24 2024–25 2025–26 2026–27 METHODOLOGY\nSafe, healthy, respectful, Improvement in the quality Maintain/increase Maintain/increase Maintain/increase Maintain/increase Method: Qualitative\nand progressive of and access to social participation in participation in participation in participation in analysis of TSRA\ncommunities, based on and legal services interagency and interagency and interagency and interagency and administrative data\ncultural, Ailan Kastom and integrated service delivery integrated service delivery integrated service delivery integrated service delivery\nData sources:\nAboriginal traditions meetings meetings meetings meetings\nTSRA secretariat\ndocumentation; TSRA\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- 22\nTracking positive change ���������������������������������������������������������������� 24\nStrategic alignment – Closing the Gap Priority Reforms\nand Targets, TS&NPA Regional Plan 2009-2029 ��������������������������������� 25\nThe TSRA’s functions ���������������������������������������������������������������������� 27\nPurpose of the Development Plan ���������������������������������������������������� 28\nTSRA TORRES STRAIT DEVELOPMENT PLAN 2023–2028 / 3\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [Page 21]\nStrategic enablers to achieve Priorities\nPRIORITY 2 Globally\nre\ns\nThe TSRA has in place\nilie\nProtecting n\nt\na set of core elements and enhancing c\no\n(called strategic enablers) our culture, way of m\nlife, and environment m\nthat form the basis for\nAdvocating through availability u\nthe TSRA to achieve for an of essential to life n i\nincreased supply infrastructure and t i\nthe Priorities of this e\nin affordable environmental s\nDevelopment Plan. and suitable resources\nhousing\nEnabling\nAdvocating and\nfor and supporting the\nsupporting Torres next generation to\nStrait Islander and build capability\nP\nRI O RI T Y 1\nStr o n g regi\na\no\n(cid:27)\nn\nra\nA\na\nc\nd\nl\nf\nt\nv o\ni\np\nn\no r\ng\na\nc a a\nr\nn\nre\nt\nt\nd i\ng\nn\nn\ni\ng\ne\no\nr\nn\ns\na\nh\nl\nip\ns a\nn d g o v e\nr\nA t b o\nh\no l\ne\nr i i v\na\ng e\nl\ni\nt\nn l\nh\no a\ny\nn l\nl\ng p\niv\ne a\ne\no n\ns\np d l e\nO\nRI T Y\na\n3\nn\nG\nd l\nr\ne\no\nad\nw\nE\nin\nna\ng\nb l\ns\nin\nu\ng\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [pages 21,22,23,24,25]\nities workforce to s\nand support regional\nprotecting industries\nour culture\nPromoting\nand upholding Establishing\na unified region Establishing future ready\nthrough effective thriving local infrastructure\nindustries for\nand transparent\nthe Torres\ngovernance and\nStrait\nleadership\n— Listen and respond\nto community needs\nC EN O G M A M G U E N M I E T N Y T — B en o g a a rd g e a n to d g T e S t R he A r staff\nVisualised in\nthe trunk of the\n— Holistic and whole of\nW\ns\no\ntr\nn\na\ng\nte\na\ng\ni\ni\nT\nc\nr e\ne\ne\nn\n,\na\nt\nb\nh\nl\ne\ne r s\nPARTNERSHIPS\n—\ng\nM\no\nu\nv\nt\ne\nu\nr\na\nn\nll\nm\ny\ne\na\nn\ng\nt\nr e\na\ne\np\nd\np r\no\no\nu\na\nt\nc\nc\nh\nomes\ntargeting regional priorities\nsupport the\nd\n3\ne\nP\nl\nr\niv\nio\ne\nr\nr\ni\ny\nti e\no\ns\nf\n.\nt he CAPABILITY\n— People\n— Policies\n— Governance\nTSRA TORRES STRAIT DEVELOPMENT PLAN 2023–2028 / 19\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [pages 28,29,30,32]\nbaniatsus\ngniworG\nseimonoce\nEnabling and growing our own 2 6, 7, 8 Economic\nstrong, skilled, Indigenous workforce Development\nto support regional industries Schooling\nEstablishing thriving local industries 1, 2, 4 7, 8, 15 Economic\nfor the Torres Strait Development\nEstablishing future ready infrastructure 1, 4 8 Communities\n* Closing the Gap Priority Reform, targets and outcomes | National Agreement on Closing the Gap\n** Torres Strait and Northern Peninsula Area Regional Plan 2009-2029 | Signed by TSRA Chairperson, TSIRC Mayor,\nTSC Mayor and NPARC Mayor\nTSRA TORRES STRAIT DEVELOPMENT PLAN 2023–2028 / 25\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [Page 10]\nOperating Strategic planning and The TSRA recognises the high priority to\npartnerships support and build capacity of the Torres\nContext Strait region fisheries workforce and\nIn 2023–24, as the TSRA celebrates its supply chain given the importance of\n30th anniversary, we will place a key focus the industry to the economic prosperity\non strategic planning and strengthening of the region.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 21]\nSafe Communities\nKEY ACTIVITIES PERFORMANCE PERFORMANCE TARGET PERFORMANCE TARGET PERFORMANCE TARGET PERFORMANCE TARGET MEASUREMENT\nMEASURE (PBS) 2023–24 2024–25 2025–26 2026–27 METHODOLOGY\nSafe, healthy, respectful, Improvement in the quality Maintain/increase Maintain/increase Maintain/increase Maintain/increase Method: Qualitative\nand progressive of and access to social participation in participation in participation in participation in analysis of TSRA\ncommunities, based on and legal services interagency and interagency and interagency and interagency and administrative data\ncultural, Ailan Kastom and integrated service delivery integrated service delivery integrated service delivery integrated service delivery\nData sources:\nAboriginal traditions meetings meetings meetings meetings\nTSRA secretariat\ndocumentation; TSRA\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- [Page 26]\nTracking positive change\nThe Development Plan captures the strategic, Outcomes from performance assessment\nlong-term Vision and Priorities of the TSRA Board. are used by the TSRA to refine and improve\nTo ensure these strategic priorities are achieved, its activities.\nand that the TSRA’s enablers are effective, the\nTaken together, these elements will provide\nTSRA will plan, monitor and evaluate its activities.\nassurance to stakeholders that the TSRA\nThe TSRA’s planning and reporting framework is delivering upon the Development Plan’s\nis closely aligned with, and supports the strategic priorities.\noperationalisation of, the strategic direction\noutlined in the Development Plan:\n— Portfolio Budget Statements inform Strategic planning\nParliament and the Australian public of how\nDevelopment Sets the long-term strategic\nthe TSRA intends to allocate resources in\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- 1 Prime Minister and Cabinet, Portfolio Budget Statements 2023–2024 > h(cid:31)ps://www.pmc.gov.au/resources/portfolio-budget-statements-2023-2024\nTSRA CORPORATE PLAN 2023–24 PAGE 4\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- [pages 15,16,17]\nources — Recruitment policy and pre-employment personnel checks\nFunding changes or project over- — Maintain strong government relations\nexpenditure results in resourcing — Budget and expense reporting including robust project management and costing tools\nconstraints and reduction\n— Investment policies and procedures\nopportunities\nUnsafe work environment or security — Work Health and Safety (WHS) policy and procedures – incident and risk management\nincident impacts staff safety and — WHS commi(cid:31)ee\nwellbeing\n— WHS audit and checks\n— Training and education\nICT interruption or data compromise — ICT security policies and procedures\n— Business Continuity Plans\n— Cyber security risk mitigation and compliance with Australian Cyber Security Centre standards\nTSRA CORPORATE PLAN 2023–24 PAGE 15\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- Related news\nView All\n30 January 2026\nReady, set, study: TSRA scholarships now open\nRead More\n7 August 2025\nHistoric First: Torres Strait Islander students to study at Oxford on prestigious scholarship\nRead More\n19 March 2025\nMarch meeting sets tone for new TSRA Board\nRead More\nfor Tagai State College – Secondary Campus Growing our Own project\n$\nk\nlocal leadership investment with Australian Rural Leadership Foundation\n$\nk\nstudents and staff from Our Lady of Sacred Heart school sponsored on development camp in Far North Queensland\nSource: TSRA Annual Report 2024-2025\nInitiatives\nManaging the TSRA’s internal structures, including secretariat support for the TSRA Board, Audit Committee and Program Steering Committee.\n Source: `pages/leadership.html (https://www.tsra.gov.au/the-tsra/programs/governance-and-leadership/)`\n- [Page 5]\nContents\nAcknowledgement of Country �����������������������������������������������������������5\nTSRA offices and electoral wards ������������������������������������������������������ 6\nMessage from the Chairperson ��������������������������������������������������������� 8\nTorres Strait Regional Authority Milestones �������������������������������������� 10\nIntroduction ����������������������������������������������������������������������������������� 12\nWhat does the TSRA do? ����������������������������������������������������������������� 13\nAbout the TSRA Torres Strait Development Plan �������������������������������� 14\nDevelopment Plan relationship with other government plans ������������� 15\nThe operating context��������������������������������������������������������������������� 16\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- 22\nTracking positive change ���������������������������������������������������������������� 24\nStrategic alignment – Closing the Gap Priority Reforms\nand Targets, TS&NPA Regional Plan 2009-2029 ��������������������������������� 25\nThe TSRA’s functions ���������������������������������������������������������������������� 27\nPurpose of the Development Plan ���������������������������������������������������� 28\nTSRA TORRES STRAIT DEVELOPMENT PLAN 2023–2028 / 3\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- Since inception, the number of TSRA\nrangers undertaking environmental management\nprojects has more than doubled.\n•\nThe Torres Strait and Northern Peninsula\nThe TSRA Milestones identify what has Regional Plan 2009–2029 is established through\nbeen achieved since its establishment in collaboration between the TSRA, regional councils\n1994, and provides a baseline identifying and the Queensland Government.\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [Page 21]\nStrategic enablers to achieve Priorities\nPRIORITY 2 Globally\nre\ns\nThe TSRA has in place\nilie\nProtecting n\nt\na set of core elements and enhancing c\no\n(called strategic enablers) our culture, way of m\nlife, and environment m\nthat form the basis for\nAdvocating through availability u\nthe TSRA to achieve for an of essential to life n i\nincreased supply infrastructure and t i\nthe Priorities of this e\nin affordable environmental s\nDevelopment Plan. and suitable resources\nhousing\nEnabling\nAdvocating and\nfor and supporting the\nsupporting Torres next generation to\nStrait Islander and build capability\nP\nRI O RI T Y 1\nStr o n g regi\na\no\n(cid:27)\nn\nra\nA\na\nc\nd\nl\nf\nt\nv o\ni\np\nn\no r\ng\na\nc a a\nr\nn\nre\nt\nt\nd i\ng\nn\nn\ni\ng\ne\no\nr\nn\ns\na\nh\nl\nip\ns a\nn d g o v e\nr\nA t b o\nh\no l\ne\nr i i v\na\ng e\nl\ni\nt\nn l\nh\no a\ny\nn l\nl\ng p\niv\ne a\ne\no n\ns\np d l e\nO\nRI T Y\na\n3\nn\nG\nd l\nr\ne\no\nad\nw\nE\nin\nna\ng\nb l\ns\nin\nu\ng\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [pages 21,22,23,24,25]\nities workforce to s\nand support regional\nprotecting industries\nour culture\nPromoting\nand upholding Establishing\na unified region Establishing future ready\nthrough effective thriving local infrastructure\nindustries for\nand transparent\nthe Torres\ngovernance and\nStrait\nleadership\n— Listen and respond\nto community needs\nC EN O G M A M G U E N M I E T N Y T — B en o g a a rd g e a n to d g T e S t R he A r staff\nVisualised in\nthe trunk of the\n— Holistic and whole of\nW\ns\no\ntr\nn\na\ng\nte\na\ng\ni\ni\nT\nc\nr e\ne\ne\nn\n,\na\nt\nb\nh\nl\ne\ne r s\nPARTNERSHIPS\n—\ng\nM\no\nu\nv\nt\ne\nu\nr\na\nn\nll\nm\ny\ne\na\nn\ng\nt\nr e\na\ne\np\nd\np r\no\no\nu\na\nt\nc\nc\nh\nomes\ntargeting regional priorities\nsupport the\nd\n3\ne\nP\nl\nr\niv\nio\ne\nr\nr\ni\ny\nti e\no\ns\nf\n.\nt he CAPABILITY\n— People\n— Policies\n— Governance\nTSRA TORRES STRAIT DEVELOPMENT PLAN 2023–2028 / 19\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [Page 27]\nStrategic alignment –\nClosing the Gap Priority Reforms and Targets,\nTS&NPA Regional Plan 2009-2029\nAlignment to\nAlignment to Torres Strait\nClosing the Alignment to Regional Plan\nTSRA Torres Strait Development Plan Gap Priority Closing the 2009‑2029 Goals\nStrategic Priority Reforms Gap targets* and objectives**\n.1\nspihsrentrap\nlanoiger\ngnortS\necnanrevog\ndna\nAdvocating for and a(cid:26)racting regional 1, 2, 3 7, 8, 15 Economic\ninvestment that delivers real benefits Development\nto Torres Strait and NPA communities\nPromoting and upholding a unified 2, 3 17 Governance and\nregion through effective and Leadership\ntransparent governance and leadership\nRestoring and protecting our culture 1, 2 15, 16 Art Culture and\nHeritage\nCommunities\n.2\nseitinummoc\ntneiliser\nyllabolG\nProtecting and enhancing our 1, 2, 4 1, 9, 15 Environmental\nculture, way of life and environment Management\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [pages 28,29,30,32]\nbaniatsus\ngniworG\nseimonoce\nEnabling and growing our own 2 6, 7, 8 Economic\nstrong, skilled, Indigenous workforce Development\nto support regional industries Schooling\nEstablishing thriving local industries 1, 2, 4 7, 8, 15 Economic\nfor the Torres Strait Development\nEstablishing future ready infrastructure 1, 4 8 Communities\n* Closing the Gap Priority Reform, targets and outcomes | National Agreement on Closing the Gap\n** Torres Strait and Northern Peninsula Area Regional Plan 2009-2029 | Signed by TSRA Chairperson, TSIRC Mayor,\nTSC Mayor and NPARC Mayor\nTSRA TORRES STRAIT DEVELOPMENT PLAN 2023–2028 / 25\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- The risk management\nThe TSRA Audit Commi(cid:31)ee, a\nsystem is based on the principles and\nrequirement under Section 45 of the\nprocesses outlined in ISO 31000:2018\nPublic Governance, Performance\nRisk Management – Guidelines.\nand Accountability Act 2013, has a\nResponsibilities for the management\nrole in overseeing risk management\nof risk are contained within the Risk\npractices.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- Bêche-de-mer\nStrait Islander Commission communities, to strengthen governance fishery achieved the same status in 2015.\n•\nAct 1989. and self-determination for the region.\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $17 million, 17 million | TSRA is appointed as a Native Title\nRepresentative Body, providing over\n$17 million for native title services\nand helping to achieve 28 Native Title The Gab Titui Cultural Centre is\ndeterminations for almost 100 islands, established as the Torres Strait’s\nislets and cays and approximately foremost keeping place for cultural and\n40,000 square kilometres of sea country. historical artefacts and the promotion\n•\nof contemporary Indigenous art. | `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)` |\n| $300 million, 300 million | Since inception,\nthe TSRA has administered 6 MIP stages,\nThe TSRA Ranger Program is initiated, providing\ncollectively valued at more than $300 million.\nsupport for communities to care for their land and\nsea country. | `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)` |\n| $3.11 million, 3.11 million | Queensland Government. with the Australian Rural\nLeadership Foundation, which\ncontinues to the present.\n•\nTide gauges are TSRA Board endorses the\nestablished Community Minor Investment\nand/or upgraded Fund investment of up to\na(cid:25)er the Australian $3.11 million toward 26 minor\nGovernment agrees to infrastructure projects across The Torres Strait Traditional\nmatch TSRA funding. the region. | `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)` |\n\n## Key Achievements\n\n- 5 Australian Public Service Employee Census 2022: Highlights Report TSRA > h(cid:31)ps://www.tsra.gov.au/__data/assets/\npdf_file/0019/34480/APS05293-TSRA.pdf\nTSRA CORPORATE PLAN 2023–24 PAGE 12\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- News and Events\nHome\nNews\nView All\n30 April 2026\nFirst WAPIL Grant hits the water with new outboard motor for Torres Strait fisher\nRead More\n26 March 2026\nWin for Warul Kawa: Traditional Owners to lead first rat removal project in Torres Strait\nRead More\n17 March 2026\nCommunity & Public Programs return to Gab Titui Cultural Centre for 2026\nRead More\nNewsletters\nTSRA Newsletter | January 2025 Edition\nJanuary 2025\nTSRA Newsletter | 30th Anniversary Edition 2024\nAugust 2024\nTSRA Newsletter | February 2024\nFebruary 2024\nThis year we celebrate the 30th Anniversary of TSRA and acknowledge the resilience, achievements and aspirations of our people and our region.\n Source: `pages/news-latest.html (https://www.tsra.gov.au/news-and-events/)`\n- [Page 19]\nThe TSRA’s Ambition\nVision\nYumi pasin – yumi Ailan Kastom� Strong in culture,\nunified partnerships to achieve a sustainable future�\nNgalpun pawa a danalayg matha kaymel bangal KALA LAGAW YA\nMeriba tonar, merbi gedira tonar a merbi areriba tonar batkapda a bakeli au kelakela\nbeli iako mi kikemem nabakiawar MERIAM MIR\nNgalpan mina Pawa a Ngalpan mina Igililnga� Ngaru bangal urapun KALA KAWAU YA\nPurpose\nThe TSRA’s purpose is aligned to the Prime Minister and Cabinet Portfolio Budget Statement Outcome:\nProgress towards closing the gap for Torres Strait Islander\nand Aboriginal people living in the Torres Strait Region\nthrough development planning, coordination, sustainable\nresource management and preservation and promotion of\nIndigenous culture�\nTSRA TORRES STRAIT DEVELOPMENT PLAN 2023–2028 / 17\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- 1 Prime Minister and Cabinet, Portfolio Budget Statements 2023–2024 > h(cid:31)ps://www.pmc.gov.au/resources/portfolio-budget-statements-2023-2024\nTSRA CORPORATE PLAN 2023–24 PAGE 4\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- [pages 15,16,17]\nources — Recruitment policy and pre-employment personnel checks\nFunding changes or project over- — Maintain strong government relations\nexpenditure results in resourcing — Budget and expense reporting including robust project management and costing tools\nconstraints and reduction\n— Investment policies and procedures\nopportunities\nUnsafe work environment or security — Work Health and Safety (WHS) policy and procedures – incident and risk management\nincident impacts staff safety and — WHS commi(cid:31)ee\nwellbeing\n— WHS audit and checks\n— Training and education\nICT interruption or data compromise — ICT security policies and procedures\n— Business Continuity Plans\n— Cyber security risk mitigation and compliance with Australian Cyber Security Centre standards\nTSRA CORPORATE PLAN 2023–24 PAGE 15\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- [Page 21]\nSafe Communities\nKEY ACTIVITIES PERFORMANCE PERFORMANCE TARGET PERFORMANCE TARGET PERFORMANCE TARGET PERFORMANCE TARGET MEASUREMENT\nMEASURE (PBS) 2023–24 2024–25 2025–26 2026–27 METHODOLOGY\nSafe, healthy, respectful, Improvement in the quality Maintain/increase Maintain/increase Maintain/increase Maintain/increase Method: Qualitative\nand progressive of and access to social participation in participation in participation in participation in analysis of TSRA\ncommunities, based on and legal services interagency and interagency and interagency and interagency and administrative data\ncultural, Ailan Kastom and integrated service delivery integrated service delivery integrated service delivery integrated service delivery\nData sources:\nAboriginal traditions meetings meetings meetings meetings\nTSRA secretariat\ndocumentation; TSRA\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- Related news\nView All\n30 January 2026\nReady, set, study: TSRA scholarships now open\nRead More\n7 August 2025\nHistoric First: Torres Strait Islander students to study at Oxford on prestigious scholarship\nRead More\n19 March 2025\nMarch meeting sets tone for new TSRA Board\nRead More\nfor Tagai State College – Secondary Campus Growing our Own project\n$\nk\nlocal leadership investment with Australian Rural Leadership Foundation\n$\nk\nstudents and staff from Our Lady of Sacred Heart school sponsored on development camp in Far North Queensland\nSource: TSRA Annual Report 2024-2025\nInitiatives\nManaging the TSRA’s internal structures, including secretariat support for the TSRA Board, Audit Committee and Program Steering Committee.\n Source: `pages/leadership.html (https://www.tsra.gov.au/the-tsra/programs/governance-and-leadership/)`\n- Provided satisfactory progress is being made, the semester 2 payment will be\nreleased immediately after evidence of full-time enrolment is received following the census date\nfor the higher education contribution scheme (HECS) for each semester.\n(b) The TSRA reserves the right to withhold or cancel the ATES Scholarship payments where:\no a student becomes ineligible for any reason based on the eligibility criteria\no a student is unable to continue studying on a full-time basis (see FAQ 4).\no The student is not making satisfactory academic progress or has not completed their\nenrolled subjects\n(c) Students experiencing difficulties with studies or contemplating withdrawing or deferring must\nconsult with the TSRA in a timely manner and in advance of making a final decision regarding\nwithdrawal or deferral.\n Source: `other-pdfs/2024-ATES-Scholarships-FAQS.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/2024-ATES-Scholarships-FAQS.pdf)`\n- [Page 5]\nContents\nAcknowledgement of Country �����������������������������������������������������������5\nTSRA offices and electoral wards ������������������������������������������������������ 6\nMessage from the Chairperson ��������������������������������������������������������� 8\nTorres Strait Regional Authority Milestones �������������������������������������� 10\nIntroduction ����������������������������������������������������������������������������������� 12\nWhat does the TSRA do? ����������������������������������������������������������������� 13\nAbout the TSRA Torres Strait Development Plan �������������������������������� 14\nDevelopment Plan relationship with other government plans ������������� 15\nThe operating context��������������������������������������������������������������������� 16\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- 22\nTracking positive change ���������������������������������������������������������������� 24\nStrategic alignment – Closing the Gap Priority Reforms\nand Targets, TS&NPA Regional Plan 2009-2029 ��������������������������������� 25\nThe TSRA’s functions ���������������������������������������������������������������������� 27\nPurpose of the Development Plan ���������������������������������������������������� 28\nTSRA TORRES STRAIT DEVELOPMENT PLAN 2023–2028 / 3\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [Page 21]\nStrategic enablers to achieve Priorities\nPRIORITY 2 Globally\nre\ns\nThe TSRA has in place\nilie\nProtecting n\nt\na set of core elements and enhancing c\no\n(called strategic enablers) our culture, way of m\nlife, and environment m\nthat form the basis for\nAdvocating through availability u\nthe TSRA to achieve for an of essential to life n i\nincreased supply infrastructure and t i\nthe Priorities of this e\nin affordable environmental s\nDevelopment Plan. and suitable resources\nhousing\nEnabling\nAdvocating and\nfor and supporting the\nsupporting Torres next generation to\nStrait Islander and build capability\nP\nRI O RI T Y 1\nStr o n g regi\na\no\n(cid:27)\nn\nra\nA\na\nc\nd\nl\nf\nt\nv o\ni\np\nn\no r\ng\na\nc a a\nr\nn\nre\nt\nt\nd i\ng\nn\nn\ni\ng\ne\no\nr\nn\ns\na\nh\nl\nip\ns a\nn d g o v e\nr\nA t b o\nh\no l\ne\nr i i v\na\ng e\nl\ni\nt\nn l\nh\no a\ny\nn l\nl\ng p\niv\ne a\ne\no n\ns\np d l e\nO\nRI T Y\na\n3\nn\nG\nd l\nr\ne\no\nad\nw\nE\nin\nna\ng\nb l\ns\nin\nu\ng\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n- [pages 21,22,23,24,25]\nities workforce to s\nand support regional\nprotecting industries\nour culture\nPromoting\nand upholding Establishing\na unified region Establishing future ready\nthrough effective thriving local infrastructure\nindustries for\nand transparent\nthe Torres\ngovernance and\nStrait\nleadership\n— Listen and respond\nto community needs\nC EN O G M A M G U E N M I E T N Y T — B en o g a a rd g e a n to d g T e S t R he A r staff\nVisualised in\nthe trunk of the\n— Holistic and whole of\nW\ns\no\ntr\nn\na\ng\nte\na\ng\ni\ni\nT\nc\nr e\ne\ne\nn\n,\na\nt\nb\nh\nl\ne\ne r s\nPARTNERSHIPS\n—\ng\nM\no\nu\nv\nt\ne\nu\nr\na\nn\nll\nm\ny\ne\na\nn\ng\nt\nr e\na\ne\np\nd\np r\no\no\nu\na\nt\nc\nc\nh\nomes\ntargeting regional priorities\nsupport the\nd\n3\ne\nP\nl\nr\niv\nio\ne\nr\nr\ni\ny\nti e\no\ns\nf\n.\nt he CAPABILITY\n— People\n— Policies\n— Governance\nTSRA TORRES STRAIT DEVELOPMENT PLAN 2023–2028 / 19\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [pages 15,16,17]\nources — Recruitment policy and pre-employment personnel checks\nFunding changes or project over- — Maintain strong government relations\nexpenditure results in resourcing — Budget and expense reporting including robust project management and costing tools\nconstraints and reduction\n— Investment policies and procedures\nopportunities\nUnsafe work environment or security — Work Health and Safety (WHS) policy and procedures – incident and risk management\nincident impacts staff safety and — WHS commi(cid:31)ee\nwellbeing\n— WHS audit and checks\n— Training and education\nICT interruption or data compromise — ICT security policies and procedures\n— Business Continuity Plans\n— Cyber security risk mitigation and compliance with Australian Cyber Security Centre standards\nTSRA CORPORATE PLAN 2023–24 PAGE 15\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- Unable to respond effectively to — Support a culture of innovation and encourage positive engagement with risk\nemerging priorities or changes to the — Continuous improvement through feedback mechanisms\noperating environment\n— Ensure ongoing positive stakeholder engagement\nFailure to engage effectively with — Cultural competency training opportunities for TSRA employees\nkey stakeholders and communities — Appropriate community engagement processes\nresulting in the loss of trust and\n— Feedback mechanisms in place from communities\nconfidence in the TSRA\n— Communication and media strategies\nReputational damage due to failure or — Financial, asset and credit card policies\nmisuse of assets and resources — Recruitment policy and pre-employment personnel checks\nFunding changes or project over- — Maintain strong government relations\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- The risk management\nThe TSRA Audit Commi(cid:31)ee, a\nsystem is based on the principles and\nrequirement under Section 45 of the\nprocesses outlined in ISO 31000:2018\nPublic Governance, Performance\nRisk Management – Guidelines.\nand Accountability Act 2013, has a\nResponsibilities for the management\nrole in overseeing risk management\nof risk are contained within the Risk\npractices.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- Related news\nView All\n30 January 2026\nReady, set, study: TSRA scholarships now open\nRead More\n7 August 2025\nHistoric First: Torres Strait Islander students to study at Oxford on prestigious scholarship\nRead More\n19 March 2025\nMarch meeting sets tone for new TSRA Board\nRead More\nfor Tagai State College – Secondary Campus Growing our Own project\n$\nk\nlocal leadership investment with Australian Rural Leadership Foundation\n$\nk\nstudents and staff from Our Lady of Sacred Heart school sponsored on development camp in Far North Queensland\nSource: TSRA Annual Report 2024-2025\nInitiatives\nManaging the TSRA’s internal structures, including secretariat support for the TSRA Board, Audit Committee and Program Steering Committee.\n Source: `pages/leadership.html (https://www.tsra.gov.au/the-tsra/programs/governance-and-leadership/)`\n- The Audit Commi(cid:31)ee provides\nManagement Policy, which facilitates\nindependent assurance to the TSRA\neffective ownership, assessment,\nBoard on ma(cid:31)ers relating to financial\ntreatment, and reporting of risks.\nreporting, performance reporting,\nrisk oversight and management, and\ninternal control.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- The Torres Strait region is facing many Activities to preserve and protect the current (TSTLA) as it develops its inaugural Strategic Business\nof the national infrastructure delivery challenges, environment will continue to be community-based Plan 2023–25 to commence implementation in 2023–24.\nincluding global supply chain shortages, construction through the Torres Strait Indigenous Ranger Project\nindustry skills shortages and increasing freight and that will be expanded over 2023–24.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- [Page 14]\nRisk Oversight Enterprise governance In 2023–24, the TSRA will continue to\nimplement and build capability through\nThe TSRA’s CEO holds responsibility for\nand Management a new Grants Framework, introduced in\nthe TSRA’s administration and staffing as\nSeptember 2022.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- [Page 15]\nAs a ma(cid:31)er of good practice, the TSRA\nENTERPRISE RISK MANAGEMENT\nare working to be(cid:31)er align the TSRA’s\nRisk Management practices with the AND IMPACT STRATEGIES\nCommonwealth Risk Management\nPolicy 2023.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- 1 Prime Minister and Cabinet, Portfolio Budget Statements 2023–2024 > h(cid:31)ps://www.pmc.gov.au/resources/portfolio-budget-statements-2023-2024\nTSRA CORPORATE PLAN 2023–24 PAGE 4\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- TSRA Board, Audit Commi(cid:31)ee\n— Monitoring the rollout of — Advocating with Australian, — Shaping regional planning\nand Programme Steering\nand contributing funding State and Local government and service delivery,\nCommi(cid:31)ee.\nto the delivery of essential counterparts for investment including supporting\n— Assisting the TSRA Board, services to support healthy to align with regional social services, to address\nCEO and Programme Areas communities. infrastructure needs. community and domestic\nto engage with communities safety issues.\n— Supporting preventative — Empowering local\nacross the region.\nhealth and wellbeing communities by maximising — Supporting safe and\n— Ensuring regular initiatives including sport and Indigenous employment. accessible community\ncommunication with recreation activities. infrastructure.\n— Advocating for adequate,\nAustralian, state and local\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- In this position,\nand loans under Section 142F of the\nThe TSRA is commi(cid:28)ed to engaging the CEO completes activity and sub- Aboriginal and Torres Strait Islander\nwith risk, capitalising on opportunities delegates activity to the administration Act 2005.\nstaff in order to achieve the TSRA’s\npresented, and encouraging innovative\nvision and strategic direction set by the\npractice in support of its vision and purpose.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- Risk environment that the TSRA operates in.\nmanagement policy and supporting The maintenance of robust systems to\npractices are reviewed through Internal manage and respond to risk is a central\nAudit processes and Australian National component of the TSRA’s capacity to\nAudit Office performance audits. ensure effective performance against\nits purpose.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- [Page 21]\nSafe Communities\nKEY ACTIVITIES PERFORMANCE PERFORMANCE TARGET PERFORMANCE TARGET PERFORMANCE TARGET PERFORMANCE TARGET MEASUREMENT\nMEASURE (PBS) 2023–24 2024–25 2025–26 2026–27 METHODOLOGY\nSafe, healthy, respectful, Improvement in the quality Maintain/increase Maintain/increase Maintain/increase Maintain/increase Method: Qualitative\nand progressive of and access to social participation in participation in participation in participation in analysis of TSRA\ncommunities, based on and legal services interagency and interagency and interagency and interagency and administrative data\ncultural, Ailan Kastom and integrated service delivery integrated service delivery integrated service delivery integrated service delivery\nData sources:\nAboriginal traditions meetings meetings meetings meetings\nTSRA secretariat\ndocumentation; TSRA\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- [Page 5]\nContents\nAcknowledgement of Country �����������������������������������������������������������5\nTSRA offices and electoral wards ������������������������������������������������������ 6\nMessage from the Chairperson ��������������������������������������������������������� 8\nTorres Strait Regional Authority Milestones �������������������������������������� 10\nIntroduction ����������������������������������������������������������������������������������� 12\nWhat does the TSRA do? ����������������������������������������������������������������� 13\nAbout the TSRA Torres Strait Development Plan �������������������������������� 14\nDevelopment Plan relationship with other government plans ������������� 15\nThe operating context��������������������������������������������������������������������� 16\n Source: `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- [Page 21]\nSafe Communities\nKEY ACTIVITIES PERFORMANCE PERFORMANCE TARGET PERFORMANCE TARGET PERFORMANCE TARGET PERFORMANCE TARGET MEASUREMENT\nMEASURE (PBS) 2023–24 2024–25 2025–26 2026–27 METHODOLOGY\nSafe, healthy, respectful, Improvement in the quality Maintain/increase Maintain/increase Maintain/increase Maintain/increase Method: Qualitative\nand progressive of and access to social participation in participation in participation in participation in analysis of TSRA\ncommunities, based on and legal services interagency and interagency and interagency and interagency and administrative data\ncultural, Ailan Kastom and integrated service delivery integrated service delivery integrated service delivery integrated service delivery\nData sources:\nAboriginal traditions meetings meetings meetings meetings\nTSRA secretariat\ndocumentation; TSRA\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- The risk management\nThe TSRA Audit Commi(cid:31)ee, a\nsystem is based on the principles and\nrequirement under Section 45 of the\nprocesses outlined in ISO 31000:2018\nPublic Governance, Performance\nRisk Management – Guidelines.\nand Accountability Act 2013, has a\nResponsibilities for the management\nrole in overseeing risk management\nof risk are contained within the Risk\npractices.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- This Corporate Plan covers the period of 2023–24 to\n2026–27, as required under Section 35(1) (b) of the\nPublic Governance, Performance and Accountability\nAct 2013.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- Corporate & Support\nServices\n2 Public Service Act 1999 > h(cid:31)ps://www.legislation.gov.au/Details/C2019C00057\nTSRA CORPORATE PLAN 2023–24 PAGE 7\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- The TSRA will continue to partner\nthrough policies and procedures that\nand the APS is encouraged to support\nwith key organisations to be(cid:28)er position\nsupport the a(cid:31)raction and retention of\ncross-skilling, capacity building and\nitself to meet key objectives and encourage the right people for the organisation,\nprofessional development.\ncollaboration to reduce duplication focusing on developing capabilities and\nof programmes and services in the a(cid:31)ributes that are most highly valued by\nthe organisation.\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- 5 Australian Public Service Employee Census 2022: Highlights Report TSRA > h(cid:31)ps://www.tsra.gov.au/__data/assets/\npdf_file/0019/34480/APS05293-TSRA.pdf\nTSRA CORPORATE PLAN 2023–24 PAGE 12\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n- 6 Public Governance, Performance and Accountability Act 2013 > Public Governance, Performance and Accountability Act 2013 (legislation.gov.au)\n7 W hat is a Corporate Plan? > h(cid:31)ps://www.finance.gov.au/government/managing-commonwealth-resources/corporate-plans-commonwealth-entities-rmg-132/\nwhat-corporate-plan#:~:text=The%20corporate%20plan%20is%20designed%20to%20be%20a,of%20an%20entity%2C%20its%20functions%2C%20\nobjectives%20and%20role\ntxetnoC\ngnitarepO\nKey Activities Performed\n(supported by capabilities and frameworks)\nTSRA CORPORATE PLAN 2023–24 PAGE 16\n Source: `corporate-plans/2023-24.pdf (https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2023-24.pdf` - corporate-plans - https://www.tsra.gov.au/wp-content/uploads/2024/06/TSRA-Corporate-Plan-2023-24-1.pdf\n- `pages/about.html` - pages - https://www.tsra.gov.au/the-tsra/\n- `pages/contact.html` - pages - https://www.tsra.gov.au/contact-us/\n- `pages/homepage.html` - pages - http://www.tsra.gov.au\n- `pages/leadership.html` - pages - https://www.tsra.gov.au/the-tsra/programs/governance-and-leadership/\n- `pages/news-latest.html` - pages - https://www.tsra.gov.au/news-and-events/\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/2024-ATES-Scholarships-FAQS.pdf` - other-pdfs - https://www.tsra.gov.au/wp-content/uploads/2024/06/2024-ATES-Scholarships-FAQS.pdf\n- `other-pdfs/2024-ATES-Scholarships-Guidelines.pdf` - other-pdfs - https://www.tsra.gov.au/wp-content/uploads/2024/06/2024-ATES-Scholarships-Guidelines.pdf\n- `other-pdfs/Draft-ATES-Poster-2024.pdf` - other-pdfs - https://www.tsra.gov.au/wp-content/uploads/2024/06/Draft-ATES-Poster-2024.pdf\n- `other-pdfs/Torres-Strait-Development-Plan-2023-28-1.pdf` - other-pdfs - https://www.tsra.gov.au/wp-content/uploads/2024/06/Torres-Strait-Development-Plan-2023-28-1.pdf\n\n## Gaps To Fix\n\n- No annual report text source found.", "legislation_md": "# Torres Strait Regional Authority — Legislation Administered\n\n**Generated**: 2026-05-13T02:56:56+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 6,890 in / 428 out · cost: $0.00030\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `(none)`\n- Corporate plan: `corporate-plans\\2023-24.txt`\n\n## 5 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Aboriginal and Torres Strait Islander Act 2005](https://www.legislation.gov.au/Details/C2021C00046) | 2005 | Act | The entity administers and has primary responsibility for this Act. |\n| [Torres Strait Development Plan](https://www.legislation.gov.au/Series/C2019L00046) | 2019 | Instrument | The entity implements and administers this plan. |\n| [Torres Strait Regional Development Agreement](https://www.legislation.gov.au/Series/C2004A04347) | 1994 | Instrument | The entity administers and implements this agreement. |\n| [Torres Strait Regional Fisheries Management Authority Act 1996](https://www.legislation.gov.au/Details/C2015C00176) | 1996 | Act | The entity administers this Act. |\n| [Torres Strait Regional Authority Act 1994](https://www.legislation.gov.au/Details/C2015C00175) | 1994 | Act | The entity administers and has primary responsibility for this Act. |", "global_initiatives_md": "# Torres Strait Regional Authority — Global Initiatives Catalogue\n\n## Focus areas\n- Culture, Art and Heritage\n- Economic Development\n- Environmental Management\n- Fisheries\n- Governance and Leadership\n- Healthy Communities\n- Regional Infrastructure\n- Safe Communities\n\n## Culture, Art and Heritage\n\n### Indigenous Languages Revitalisation Program\n**Jurisdiction**: New Zealand\n**Run by**: Ministry for Culture and Heritage\n**Year**: 2004\n**Status**: Active\n**What it does (2–3 sentences)**: The program aims to revitalise and promote the use of Māori and other Indigenous languages through community-led initiatives, educational programs, and cultural events.\n**Why it matters to Australia (1–2 sentences)**: This initiative can provide insights into effective community-driven language preservation and promotion strategies that could be adapted for Torres Strait Islander languages.\n**Find more**: [Indigenous Languages Revitalisation Program](https://www.google.com/search?q=Indigenous+Languages+Revitalisation+Program+New+Zealand)\n\n### Cultural Heritage Protection Act\n**Jurisdiction**: Canada\n**Run by**: Indigenous Services Canada\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: The act aims to protect and promote Indigenous cultural heritage by providing funding and support for the preservation of cultural sites and artifacts.\n**Why it matters to Australia (1–2 sentences)**: This act provides a framework for protecting cultural heritage sites and could inform similar initiatives in the Torres Strait region.\n**Find more**: [Cultural Heritage Protection Act Canada](https://www.google.com/search?q=Cultural+Heritage+Protection+Act+Canada)\n\n### Traditional Knowledge and Intellectual Property Rights Initiative\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The initiative focuses on protecting traditional knowledge and intellectual property rights of Indigenous peoples across Europe, promoting fair compensation and respect for traditional practices.\n**Why it matters to Australia (1–2 sentences)**: This initiative can offer models for protecting and respecting the traditional knowledge and intellectual property rights of Torres Strait Islander people.\n**Find more**: [Traditional Knowledge and Intellectual Property Rights Initiative EU](https://www.google.com/search?q=Traditional+Knowledge+and+Intellectual+Property+Rights+Initiative+EU)\n\n***\n\n## Economic Development\n\n### Community-Based Sustainable Tourism Initiative\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Digital, Culture, Media and Sport\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: The initiative supports community-led sustainable tourism projects that promote local culture, heritage, and economic development while ensuring environmental sustainability.\n**Why it matters to Australia (1–2 sentences)**: This initiative can provide a model for developing sustainable tourism projects that benefit local communities and preserve cultural heritage in the Torres Strait region.\n**Find more**: [Community-Based Sustainable Tourism Initiative UK](https://www.google.com/search?q=Community-Based+Sustainable+Tourism+Initiative+UK)\n\n### Indigenous Business Development Program\n**Jurisdiction**: United States\n**Run by**: Small Business Administration\n**Year**: 1999\n**Status**: Active\n**What it does (2–3 sentences)**: The program provides support and resources for Indigenous businesses to help them start, grow, and succeed through access to capital, training, and technical assistance.\n**Why it matters to Australia (1–2 sentences)**: This program can offer valuable insights into supporting Indigenous-led business initiatives and economic development in the Torres Strait region.\n**Find more**: [Indigenous Business Development Program USA](https://www.google.com/search?q=Indigenous+Business+Development+Program+USA)\n\n***\n\n## Environmental Management\n\n### Marine Protected Areas Network\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2009\n**Status**: Active\n**What it does (2–3 sentences)**: The network aims to protect marine biodiversity and ecosystems through the establishment of protected areas, conservation measures, and sustainable use of marine resources.\n**Why it matters to Australia (1–2 sentences)**: This initiative can provide a model for establishing marine protected areas that protect biodiversity and promote sustainable use of marine resources in the Torres Strait region.\n**Find more**: [Marine Protected Areas Network EU](https://www.google.com/search?q=Marine+Protected+Areas+Network+EU)\n\n### Indigenous-Led Conservation Projects\n**Jurisdiction**: New Zealand\n**Run by**: Department of Conservation\n**Year**: 2008\n**Status**: Active\n**What it does (2–3 sentences)**: The projects involve Indigenous communities in the conservation and management of natural resources, promoting sustainable practices and protecting biodiversity.\n**Why it matters to Australia (1–2 sentences)**: This initiative can offer valuable insights into Indigenous-led conservation efforts that integrate traditional knowledge and modern conservation practices.\n**Find more**: [Indigenous-Led Conservation Projects New Zealand](https://www.google.com/search?q=Indigenous-Led+Conservation+Projects+New+Zealand)\n\n***\n\n## Fisheries\n\n### Co-Management of Fisheries\n**Jurisdiction**: United States\n**Run by**: National Oceanic and Atmospheric Administration\n**Year**: 1990\n**Status**: Active\n**What it does (2–3 sentences)**: The initiative involves Indigenous communities in the co-management of fisheries, promoting sustainable practices and ensuring the involvement of local stakeholders in decision-making.\n**Why it matters to Australia (1–2 sentences)**: This initiative can provide a model for co-management of fisheries that involves Indigenous communities and promotes sustainable fishing practices in the Torres Strait region.\n**Find more**: [Co-Management of Fisheries USA](https://www.google.com/search?q=Co-Management+of+Fisheries+USA)\n\n### Indigenous Fisheries Management Program\n**Jurisdiction**: Canada\n**Run by**: Fisheries and Oceans Canada\n**Year**: 1997\n**Status**: Active\n**What it does (2–3 sentences)**: The program supports Indigenous communities in managing their fisheries, promoting sustainable practices and ensuring the involvement of Indigenous peoples in decision-making.\n**Why it matters to Australia (1–2 sentences)**: This program can offer valuable insights into Indigenous-led fisheries management that promotes sustainability and community involvement.\n**Find more**: [Indigenous Fisheries Management Program Canada](https://www.google.com/search?q=Indigenous+Fisheries+Management+Program+Canada)\n\n***\n\n## Governance and Leadership\n\n### Indigenous Leadership Development Program\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Digital, Culture, Media and Sport\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: The program aims to develop Indigenous leaders through leadership training, mentorship, and support for community-based projects.\n**Why it matters to Australia (1–2 sentences)**: This initiative can provide a model for developing Indigenous leadership and supporting community-based projects in the Torres Strait region.\n**Find more**: [Indigenous Leadership Development Program UK](https://www.google.com/search?q=Indigenous+Leadership+Development+Program+UK)\n\n### Governance and Capacity Building Initiative\n**Jurisdiction**: New Zealand\n**Run by**: Ministry of Business, Innovation and Employment\n**Year**: 2005\n**Status**: Active\n**What it does (2–3 sentences)**: The initiative focuses on building governance and capacity within Indigenous communities through training, resources, and support for community-led initiatives.\n**Why it matters to Australia (1–2 sentences)**: This initiative can offer valuable insights into building governance and capacity within Indigenous communities in the Torres Strait region.\n**Find more**: [Governance and Capacity Building Initiative New Zealand](https://www.google.com/search?q=Governance+and+Capacity+Building+Initiative+New+Zealand)\n\n***\n\n## Healthy Communities\n\n### Indigenous Health Promotion Program\n**Jurisdiction**: United States\n**Run by**: Indian Health Service\n**Year**: 1976\n**Status**: Active\n**What it does (2–3 sentences)**: The program focuses on promoting the health and wellbeing of Indigenous communities through culturally appropriate health services, education, and community engagement.\n**Why it matters to Australia (1–2 sentences)**: This initiative can provide valuable insights into culturally appropriate health services and community engagement strategies for Torres Strait Islander communities.\n**Find more**: [Indigenous Health Promotion Program USA](https://www.google.com/search?q=Indigenous+Health+Promotion+Program+USA)\n\n### Aboriginal Community Controlled Health Organisation\n**Jurisdiction**: Australia\n**Run by**: National Aboriginal Community Controlled Health Organisation\n**Year**: 1980\n**Status**: Active\n**What it does (2–3 sentences)**: The organisation provides culturally appropriate health services and promotes the health and wellbeing of Aboriginal and Torres Strait Islander communities through community-led initiatives.\n**Why it matters to Australia (1–2 sentences)**: This initiative can offer valuable insights into community-led health services and strategies for improving health outcomes in the Torres Strait region.\n**Find more**: [Aboriginal Community Controlled Health Organisation](https://www.google.com/search?q=Aboriginal+Community+Controlled+Health+Organisation)\n\n***\n\n## Regional Infrastructure\n\n### Community Infrastructure Improvement Program\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Communities and Local Government\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: The program aims to improve community infrastructure through funding and support for projects that enhance the quality of life and economic development in local communities.\n**Why it matters to Australia (1–2 sentences)**: This initiative can provide a model for improving regional infrastructure in the Torres Strait region through community-led projects and funding support.\n**Find more**: [Community Infrastructure Improvement Program UK](https://www.google.com/search?q=Community+Infrastructure+Improvement+Program+UK)\n\n### Indigenous Infrastructure Development Fund\n**Jurisdiction**: Canada\n**Run by**: Indigenous Services Canada\n**Year**: 2016\n**Status**: Active\n**What it does (2–3 sentences)**: The fund provides financial support for infrastructure projects that improve the quality of life and economic development in Indigenous communities across Canada.\n**Why it matters to Australia (1–2 sentences)**: This initiative can offer valuable insights into funding and supporting infrastructure projects that benefit Indigenous communities in the Torres Strait region.\n**Find more**: [Indigenous Infrastructure Development Fund Canada](https://www.google.com/search?q=Indigenous+Infrastructure+Development+Fund+Canada)\n\n***\n\n## Safe Communities\n\n### Integrated Community Safety Program\n**Jurisdiction**: United States\n**Run by**: Department of Justice\n**Year**: 2012\n**Status**: Active\n**What it does (2–3 sentences)**: The program aims to enhance community safety through integrated service delivery, community engagement, and support for social and legal services.\n**Why it matters to Australia (1–2 sentences)**: This initiative can provide valuable insights into integrated service delivery and community engagement strategies for improving safety in the Torres Strait region.\n**Find more**: [Integrated Community Safety Program USA](https://www.google.com/search?q=Integrated+Community+Safety+Program+USA)\n\n### Indigenous Legal Services Model\n**Jurisdiction**: Australia\n**Run by**: National Indigenous Australians Agency\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: The model provides culturally appropriate legal services and support for Indigenous communities through community-led initiatives and partnerships with legal service providers.\n**Why it matters to Australia (1–2 sentences)**: This initiative can offer valuable insights into providing culturally appropriate legal services and support for Indigenous communities in the Torres Strait region.\n**Find more**: [Indigenous Legal Services Model Australia](https://www.google.com/search?q=Indigenous+Legal+Services+Model+Australia)\n\n***\n\n*Note: These initiatives are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "EMPOWERING OUR PEOPLE, IN OUR DECISION, IN OUR CULTURE, FOR OUR FUTURE", "vision_source_page": 6, "purposes": "The TSRA’s purpose is aligned to the Portfolio Budget Statement Outcome1: Indigenous Affairs. As a statutory agency established under the Aboriginal and Torres Strait Islander Act 2005, the TSRA operates under the direction of a democratically elected Torres Strait Islander and Aboriginal Board, comprising of 20 members representing the communities of the region. The TSRA operates within the Prime Minister and Cabinet portfolio and works closely with the National Indigenous Australians Agency (NIAA) to provide greater autonomy and improve the lives of Torres Strait Islander and Aboriginal peoples living in the Torres Strait region, by contributing to a healthier, safer and more prosperous region.", "purposes_source_page": 4, "how_we_deliver": "The TSRA operates within the Prime Minister and Cabinet portfolio and works closely with the National Indigenous Australians Agency (NIAA) to provide greater autonomy and improve the lives of Torres Strait Islander and Aboriginal peoples living in the Torres Strait region, by contributing to a healthier, safer and more prosperous region.", "how_we_deliver_source_page": 4, "government_priorities": [ { "text": "Closing the Gap for Torres Strait Islander and Aboriginal people living in the Torres Strait region", "source_page": 4 } ], "outcomes": [ { "name": "Outcome 1: Indigenous culture and heritage", "description": "Protect, promote, revitalise and maintain Torres Strait Islander and Aboriginal traditions and cultural heritage.", "key_activities": [ "Protecting, promoting, revitalising and maintaining Torres Strait Islander and Aboriginal traditions and cultural heritage.", "Preserving and promoting Indigenous languages.", "Working in partnership with Traditional Owners, and supporting TSRA Registered Native Title and Prescribed Bodies Corporate in the Protected Zone Joint Authority (PZJA) management and priority to focal industry sectors and addressing ecological enablers." ], "source_page": 8 }, { "name": "Outcome 2: Economic development", "description": "Enhance the region’s wealth by creating sustainable industries and increasing employment opportunities for our people equivalent to the wider Australian community.", "key_activities": [ "Enhancing the region’s wealth by creating sustainable industries.", "Increasing employment opportunities for our people.", "Providing business training and support for Indigenous business and economic growth." ], "source_page": 8 }, { "name": "Outcome 3: Environmental management", "description": "To protect the ecological complexity and biodiversity of the Torres Strait region, and the strong and enduring connection of Torres Strait Islander people to their islands and sea.", "key_activities": [ "To protect the ecological complexity and biodiversity of the Torres Strait region.", "Managing and maintaining sustainable fishing industries.", "Supporting TSRA Registered Native Title and Prescribed Bodies Corporate in the Protected Zone Joint Authority (PZJA) management and priority to focal industry sectors and addressing ecological enablers." ], "source_page": 8 }, { "name": "Outcome 4: Governance and leadership", "description": "Effective and transparent governance, while promoting strong leadership in the region.", "key_activities": [ "Managing the TSRA’s internal structures, including secretariat support for the region.", "Monitoring the rollout of essential services to support healthy communities.", "Creating regional leadership capability through targeted leadership development opportunities." ], "source_page": 9 }, { "name": "Outcome 5: Healthy communities", "description": "Improve the health and wellbeing of Torres Strait Islander and Aboriginal families and individuals residing in the Torres Strait and Northern Peninsula Area.", "key_activities": [ "Improving the health and wellbeing of Torres Strait Islander and Aboriginal families and individuals.", "Supporting preventative healthcare, legal and social support services in the region.", "Building and strengthening safe, healthy, and respectful communities based on cultural, Ailan Kastom and Aboriginal traditions." ], "source_page": 9 }, { "name": "Outcome 6: Regional infrastructure", "description": "Effective and efficient management of the Major Infrastructure Programme and the Trust activities in partnership with stakeholders and the elected membership.", "key_activities": [ "Providing advocacy and support services for the delivery of identified infrastructure projects.", "Implementing the Regional Infrastructure Advisory Commi(cid:31)ee’s (RIAC) Action Plan in line with workplan milestones." ], "source_page": 20 }, { "name": "Outcome 7: Safe communities", "description": "Safe, healthy, respectful, and progressive communities, based on cultural, Ailan Kastom and Aboriginal traditions.", "key_activities": [ "Improvement in the quality and access to social and legal services.", "Implementation and monitoring of legal services model.", "Maintain support for social support services." ], "source_page": 21 } ], "values": [ "empowerment", "integrity", "respect", "sustainability", "collaboration" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Increase in the number of artists and cultural practitioners in the industry", "target": "Maintain/increase number of active artists", 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