Central Land Council Annual Report 2016-2017


ANNUAL PERFORMANCE STATEMENT

The accountable authority hereby presents the 2016–17 annual performance statement. In our opinion, it is based on properly maintained records accurately reflecting the CLC’s performance, and comply with subsection 39(2) of the PGPA Act.

CLC purpose

As described in the 2016–17 Corporate Plan, the purposes of the CLC are its powers and functions within the Aboriginal Land Rights Act and its responsibilities 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 (refer pages 20–22)

2. Aboriginal rights and interests protection (refer pages 75–86, 103–5)

3. land ownership and interests (refer pages 28–9, 43–4, 107–16)

4. culture and heritage protection (refer pages 87–89)

5. economic development and income management (refer pages 46–73, 102)

6. strong communities, outstations, and regions (refer pages 90–100)

7. sustainable land use and management (refer pages 30–41)

8. corporate management (refer pages 25–6, 117–125).

Results against each performance criterion

A performance information framework ensures that properly maintained records are the basis of the reported performance and facilitates the selection of performance information and metrics to measure organisational performance. Performance is monitored by metric ‘dashboards’, each including measures 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.

Table 33 contains 46 key performance items reported against the targets presented in the CLC Corporate Plan 2016–2020.

Analysis of performance against purpose

The factors that influence achievement of purpose are mainly:

• Resource constraints: reliance upon estimates (budget) approved by the Minister for Indigenous Affairs for allocations from the ABA and the Indigenous Advancement Strategy (for programs such as native title representative body functions and the ranger program) – the Australian Government pursues a policy of strict control and productivity improvement.

• External demand: key statutory functions include obtaining traditional owner consent for use of Aboriginal land, largely related to mining exploration and mining agreements. The downturn in the mining industry is continuing to have 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: income due to traditional owners for royalties and compensation related to mining and other land use activities. Increasingly, communities assign some of these proceeds to community development activities supported and administered by the CLC’s community development unit.

• Improved productivity: productivity improvement enables the organisation to improve services. A key project has been the implementation of a ‘transportation’ strategy to simultaneously improve productivity and achieve cost savings. The strategy, based on a transportation expert study, has resulted in a progressive change in the type of vehicle and a reduction in the number of vehicles. The strategy commenced in late 2015–16, but is being progressively implemented over three years as vehicles are replaced. The financial and operational benefits will be maximised in 2017–18.

The non-financial results for 2016–17 generally indicate outcomes aligned to expectations, with economic demand related variations offset by other social demands.

Table 33. Annual performance statement: actual v target

Target as per 2016–17 Corporate Plan

Target
2016–17

Actual
2016–17

Variance

Good governance

Council meetings

3

3

Executive meetings held

9

8

(1)

Aboriginal rights and interests protection

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

20

45

25

CLC web page access rate (visits)

150,000

132,838

(17,162)

Land Ownership and Interests

Finalised – consent determination handed down

4

4

CLC – total region size (square km)

776,549

776,549

Traditional owner ‘ownership’ (square km)

417,448

418,548right

1,100

Land claims finalised

1

(1)

Mining – future act meetings – NT holder identification field trips

24

9

(15)

Non-mining – indigenous land use agreements – negotiated and registered

2

1

(1)

Native title – mining agreements

2

0

(2)

Native title meetings and consultations – post determination

30

41

11

Leasing – consents obtained – all

88

231

143

Leasing – current leases and licences – all

2,109

2,347

238

Anthropological advice issued – total

437

370

(67)

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

5,200

5,861

661

Ranger program – rangers employed FTE

75

72

(3)

Ranger program – turnover (annual/trend) as %

28%

20%

(8)

Ranger program – fire management burns

15

17

2

Ranger program – training – certificates awarded

16

(16)

Culture and Heritage Protection

Funerals assisted

285

319

(34)

Cultural heritage management plans/projects completed, progressed or supported

10

27

17

Sacred site clearance certificates/other advice issued

180

182

2

Ceremonial activity – regional payments – ABA s.64(4) funded ($000)

90

84

6

Funeral payments – ABA s.64(4) funded ($000)

260

243

(7)

Economic Development and Income Management

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

100

45

(55)

Exploration agreements (ELAs and EPAs)

73

65

(8)

Mining agreements

11

11

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

40

50

10

AAMC meetings held – AGMs

31

31

ORIC general reports lodged

32

31

(1)

Strong Communities, Outstations and Regions

Five-year lease money – annual community development expenditure ($000)

3,000

1,583

1,417

GMAAAC – annual community development expenditure ($000)

1,500

1,500

Total community development project expenditure ($000)

9,000

7,292

1,708

Corporate Management

Vehicles

95

98

(3)

Total working days in field

6,852

7,589

737

Renewable energy – electricity produced (kWh)

65,000

51,201

(13,799)

Renewable energy – CO2 savings (tonnes)

48

35

(13)

Staff turnover (terminations/average staff) (%) – ranger program

19

10

9

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

14

16

(2)

Lost days

65

60

5

New study agreements

9

9

Health and safety representatives

5

5

Information systems – user roles supported

210

216

6

Maps produced

670

702

32

Records – new files added (paper)

1,000

196

(804)


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