This quantitative information complements the preceding narrative on our performance.

Introductory statement

I, Jodie Sizer, on behalf of the Australian Institute of Aboriginal and Torres Strait Islander Studies (AIATSIS) Council, the accountable authority of AIATSIS, present AIATSIS’ 2020–21 Annual Performance Statement.

This statement is presented as required under paragraph 39(1)(a) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).

The Annual Performance Statement:

• is based on properly maintained records
• accurately reflects AIATSIS’ performance in the reporting period
• complies with subsection 39(2) of the PGPA Act.

Yours sincerely

Original signed 24 September 2021

Jodie Sizer

Chairperson

AIATSIS Council

24 September 2021

Framework of planning, reporting and inputs

AIATSIS’ approach to planning and reporting is consistent with the requirements of the Australian Institute of Aboriginal and Torres Strait Islander Studies Act 1989 (Cth) and the Australian Institute of Aboriginal and Torres Strait Islander Studies Amendment Act 2016 (Cth), the PGPA Act and associated instruments and policies. AIATSIS aims to provide high-quality information to our shareholder minister, the parliament, our customers and the public through clearly linked and integrated planning and reporting, as summarised below.

STRATEGIC FRAMEWORK

1. Portfolio Budget Statement 2020-2021 (and additional estimates statements)

2. Corporate Plan 2020-2024

3. Strategic Plan 2018-2023

4. Annual business plans for each business unit and overarching group

5. AIATSIS information publication plan

REPORTING

1. Annual report inclusive of the Annual Performance Statements and Financial Statement

2. Quarterly performance reports to the AIATSIS Council, the Senior Executive Board (SEB), Audit and Risk Committee (ARC)

3. EOFY financial reporting to AIATSIS Council and Committees

4. Governance entities performance reviews and management

5. Internal audits

INPUTS

1. Ministerial and government priorities inclusive of PM&C policy and agreements

2. AIATSIS Budget

3. AIATSIS Rules

4. Charters for the Council and Committees

5. Council’s Risk Appetite Statement

6. Council priorities

7. Council and ARC Workplans

8. Education Strategy 2021-2025

9. Fundraising strategy 2020- 2025

10. Return of Cultural Heritage Initiative current to 2024

11. Collection Development Strategy 2017-2021

12. Communication Strategy 2019-2023

13. Digital Strategy 2021-2030

14. Annual performance reporting plan

15. PBS, Corporate, Strategic review (annual)

16. Enterprise Agreement 2008-2021

17. COVID-19 safe plan

Portfolio Budget Statement 2020–21

Our PBS sets out how we intend to expend our annual appropriation.

AIATSIS was appropriated $19.4 million to support our functions.

Performance ratings for 2020–21

Against the backdrop of the pandemic curtailing our performance, AIATSIS has self-rated its performance using the following approach:

1 = fully achieved, very few or no shortcomings

2 = substantially achieved, despite a few shortcomings

3 = partially achieved, benefits and shortcomings finely balanced

4 = very limited achievement, extensive shortcomings

5 = not achieved

The results are:

1 = fully achieved, very few or no shortcomings

• LEAD AND INFLUENCE ON ABORIGINAL AND TORRES STRAIT ISLANDER RESEARCH ETHICS AND PROTOCOLS AND COLLECTIONS. Progress on ensuring we speak authoritatively, articulate national priorities, arbitrate standards and innovate in ethical, impactful evidence based research and collection practices.
• PARTNER AND COLLABORATE WITH OUR COMMUNITIES, PARTNERS AND GOVERNMENTS. Progress on ensuring we have diverse and enduring partnerships and networks in Australia and across the world underpinned by culturally competent work practices.
• ADVISE ON ABORIGINAL AND TORRES STRAIT ISLANDER CULTURES AND HERITAGE. Progress on ensuring we are a trusted adviser delivering world class expertise on the situation and status of Aboriginal and Torres Strait Islander cultures and heritage.

2 = substantially achieved, despite a few shortcomings

• PROMOTE BETTER UNDERSTANDING OF INDIGENOUS PEOPLES, CULTURE AND HERITAGE. Progress on ensuring we are the national forum for dialogue and on delivering transformative experiences, high-quality exhibitions, products and publications.

3 = partially achieved, benefits and shortcomings finely balanced

• BUILD AND PRESERVE A NATIONAL COLLECTION AND MAKE IT ACCESSIBLE. Progress on ensuring our collection is representative, relevant, diverse, accessible and digital.