In the Board’s opinion, at the date of this statement and based on the material provided, this Annual Performance Statement accurately presents the performance of the entity for the 2019–20 reporting period and complies with subsection 39(2) of the PGPA Act.
Eddie Fry Chair of IBA Board
PERFORMANCE FRAMEWORK AND PURPOSE
IBA’s budget and performance is managed through the annual Portfolio Budget Statements (PBS) of the Department of the Prime Minister and Cabinet. Its purpose, planned outcomes, performance measures and targets are set out in the PBS and further described in the annual Corporate Plan. For its Business Solutions division, a funding agreement with the NIAA for the delivery of the Business Development and Assistance Program further supplements IBA’s performance framework.
Figure 2 sets out the relationship between our outcome, delivery model and the impact we strive to achieve.
This aligns with IBA’s purposes:
to assist and enhance Aboriginal and Torres Strait Islander self-management and economic self-sufficiency; and,
to advance the commercial and economic interests of Aboriginal persons and Torres Strait Islanders by accumulating and using a substantial capital asset for the benefit of Aboriginal and Torres Strait Islander people.
Each division is supported by performance measures showing how IBA is delivering against its purpose. In 2019–20, these focused on the amount of services and products IBA delivered and the benefits. IBA’s performance framework will continue to evolve to improve its measurement of relevant outputs and outcomes, and to look closer at the quality and efficiency of its product and service delivery.
This evolution will be complemented by IBA’s newly developed Impact Framework.
FIGURE 02: THE RELATIONSHIP BETWEEN OUTCOME, DELIVERY AND IMPACT