The key organisational achievements are described in the respective output chapters. In summary, these include:

• working with traditional owners to manage their land and resources, protect sacred sites and foster economic development (OUTPUT 1.2. LAND AND NATURAL RESOURCE MANAGEMENT, OUTPUT 3.1. LAND USE AGREEMENTS, OUTPUT 3.2. EMPLOYMENT, EDUCATION AND TRAINING, OUTPUT 3.3. MINING, OUTPUT 3.4. COMMERCIAL ASSISTANCE and OUTPUT 4.3. CULTURAL AND HERITAGE SUPPORT)
• pursuing traditional owners’ native title interests ( OUTPUT GROUP 6)
• supporting traditional owners and other constituents to realise their aspirations for community development (OUTPUT 4.4. COMMUNITY DEVELOPMENT SUPPORT)
• negotiating commercial agreements with parties interested in using Aboriginal land and managing income arising from land use agreements (OUTPUT 3.4. COMMERCIAL ASSISTANCE)
• representing the land interests and aspirations of Aboriginal people in Central Australia (OUTPUT 3.1. LAND USE AGREEMENTS)
• managing community-based ranger groups to deliver a range of land management services (OUTPUT 3.2. EMPLOYMENT, EDUCATION AND TRAINING).

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 all of the eight strategic goals. The dashboards include a six-year history of actual performance, the corporate plan target, and forecasts for the following three financial years.