Central Land Council Annual Report 2015-2016


ANNUAL PERFORMANCE STATEMENT

The Accountable Authority of the CLC hereby presents the 2015–16 annual performance statement. In our opinion, it is based on properly maintained records which accurately reflect the performance of the entity and comply with subsection 39(2) of the PGPA Act.

CLC purpose

As described in the 2015–16 Corporate Plan, the purposes ascribed comprise the powers and functions on Aboriginal Land Rights Act and to fulfil the responsibility as a Native Title Representative Body under the Native Title Act 1993. These functions and powers are embodied in the strategic goals listed below. For the qualitative assessment of the achievement of these goals refer to the pages of this annual report referenced:

  1. Good governance. (for reference click here)
  2. Aboriginal rights & interest protection. (for reference click here) (also click here)
  3. Land ownership & interests. (for reference click here) (also click here) (also click here)
  4. Culture & heritage protection. (for reference click here)
  5. Economic development & income management. (for reference click here) (also click here)
  6. Strong communities, outstations & regions. (for reference click here)
  7. Sustainable land use & management. (for reference click here)
  8. Corporate management.(for reference click here) (also click here)

Results against each performance criterion

A performance information framework was developed that ensures that properly maintained records are the basis of the reported performance and facilitates the selection of performance information / metrics to measure organisational performance. Performance is monitored by 36 dashboards, each including a series of measures that are categorised by each of the eight strategic goals. The dashboards include a six-year history of actual performance, the corporate plan target, and the forecasts for the following three financial years.

The table overleaf contains 47 key performance items. These are selected from each of the dashboards and are measures from the CLC performance information system that best represent the key aspirations of the Council and its constituents for 2015–16.

Analysis of performance against purpose

The factors that influence achievement of purpose are mainly:

  • Resource constraints: reliance upon ‘estimates’ (budget) approved the Minister for Indigenous Affairs for allocations form the Aboriginal Benefits Account (ABA) and the Indigenous Advancement Strategy (for key programs such as Native Title Representative Body functions and the Ranger Program). The Australian Government pursued a policy of strict control and productivity improvement.
  • External demand: key statutory functions include obtaining Aboriginal traditional owner consent for use of Aboriginal land, a large component is related to mining exploration and mining agreements. The downturn in the mining industry has some impact on the level of use applications. However, in some functions (such as anthropological) the mining downturn has been offset by increases in other activities related to community development and leasing of Aboriginal land.
  • Aboriginal constituent demand: the CLC receives income due to traditional owners for royalties and compensation related to mining and other land use activities. Increasingly communities have assigned some of these proceeds to community development activities which are supported and administered by the CLC’s community development unit. There has been exponential growth in this area, with project expenditure increasing from approximately $4 million per annum five years ago to approximately $9 million in each of the past two financial years.
  • Improved productivity: productivity improvement is constantly sought, enabling the organisation to improve services. A key achievement has been the pursuit of a ‘transportation’ strategy to simultaneously improve productivity and achieve cost savings. A large fleet of vehicles travel large distances remotely. The strategy, based on a transportation expert study, will result in a change to the fleet ‘mix’ (type of vehicle) and number (reduction). The strategy commenced in late 2015–16, but is being progressively implemented over three years as vehicles are due for replacement. The benefits will be maximised in the final year of the current corporate plan.

The non-financial results for 2015–16 generally indicate outcomes aligned to expectations, with some minor variations.

Annual performance statement: actual v target

Target as per 2015–16 Corporate Plan

Target

2015–16

Actual

2015–16

Variance

Good Governance

Council meetings

3

3

Executive meetings held

9

9

Aboriginal Rights and Interests Protection

Publications produced (e.g. Land Rights News, Council News, CD News, ranger newsletters, CD community newsletters)

22

27

5

CLC web page access rate (visits)

130,000

135,840

5,840

Land Ownership and Interests

Finalised – Consent Determination handed down

2

2

CLC – total region size (square km)

776,549

776,549

Traditional owner 'ownership' (square km)

417,448

417,448

Mining – future act meetings – NT holder identification field trips

24

24

Non-mining – Indigenous Land Use Agreements – negotiated and registered

1

1

Native Title – mining agreements

Leasing – consents obtained – all

393

88

(305)

Leasing – current leases and licences – CLAs – all

2,126

2,021

(105)

Anthropological advice issued – total

453

428

(25)

Native title meetings and consultations – Post Determination

30

30

Land claims finalised

1

1

Permits issued – access / entry Aboriginal land (all types)

4,619

4,952

333

Ranger Program – rangers employed FTE

75

70.1

(5)

Ranger Program – turnover (annual / trend) (%)

30

30

Ranger Program – fire management burns

1

16

15

Ranger Program – training – certificates awarded

30

16

(14)

Culture and Heritage Protection

Total funerals assisted

200

256

(56)

Cultural heritage management plans / projects completed, progressed or supported

8

8

Sacred Site Clearance Certificates (SSCC) / other advice issued

160

180

20

Advocacy and representation

1

2

1

Ceremonial activity – regional payments – ABA s64(4) funded ($000)

90

79

11

Funeral payments – ABA s64(4) funded ($000)

260

270

(10)

Economic Development and Income Management

Exploration titles applications – completed (includes those withdrawn during negotiating period)

60

119

59

Exploration agreements (ELs and EPs)

70

68

(2)

Mining agreements

11

11

Employment – placements (mining, exploration, road construction, rail line maintenance, remote employment services, pastoral industry)

50

58

8

AAMC meetings held – AGMS

31

31

ORIC general reports lodged

31

31

Strong Communities, Outstations and Regions

Five year lease money – annual CD expenditure ($000)

3,500

1,544

1,956

GMAAAC – annual CD expenditure ($000)

1,200

421

779

Total Community Development project expenditure ($000)

9,000

8,524

Corporate Management

Vehicles

97

98

(1)

Renewable energy – electricity produced (kWh)

60,000

60,000

Renewable energy – Co2 savings (tonnes)

45.00

45.00

Staff turnover (terminations / average staff) (%) – Ranger Program

20

20

Staff turnover (terminations / average staff) (%) – Other

14

14

Lost days

70

70

New study agreements

10

10

Health and safety representatives

5

5

Information systems – user roles supported

210

210

Maps produced

750

623

(127)

Records – new files added (paper)

n/a

1,487

 

Total working days in field

8,000

7,462

538

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