The ILSC is publicly accountable for how we use our funding and whether we are achieving our purpose.
Our Performance Framework sets out how we plan, monitor, evaluate and report, and how that work connects to our obligations under the Aboriginal and Torres Strait Islander Act 2005 (ATSI Act) and the Public Governance, Performance and Accountability Act 2013 (PGPA Act).
It ensures there is a clear line between what we invest in and the difference we are making for Aboriginal and Torres Strait Islander peoples and Country.
Our strategic framework
Our Strategic Framework brings together our purpose, vision, guiding principles, strategic priorities and key activities in a single view. It shows how our day-to-day work connects to our long-term commitments to Aboriginal and Torres Strait Islander peoples.
Our strategic documents
Our Strategic Documents diagram shows how the ATSI Act and the PGPA Act planning and reporting documents connect and the role each document plays.
Our theory of change
Our Theory of Change/Value Creation sets out how our activities are expected to lead to outcomes for Indigenous peoples and Country. The Value for Money evaluation approach we have adopted enables us to assess the effectiveness, efficiency, economy and equity of our investments.
Related documents
- Performance Framework – our monitoring, evaluation and reporting approach
- National Indigenous Land and Sea Strategy – our chief policy document (5 years)
- Regional Indigenous Land and Sea Strategies – our regional policy documents (5 years)
- Portfolio Budget Statements – the targets we expect to achieve with our funding (1 year)
- Corporate Plan – what we will do, where, why and how (1 year)
- Annual Report – what we did and how we went (1 year)
Additional, annual stakeholder reporting is also prepared through:
- Returning & Managing Country – focussed on Our Country Our Future projects
- NILSS Progress Reports – focussed on NILSS delivery.