{ "entity_id": "O-000906", "folder": "Aboriginal-Hostels-Limited", "name": "Aboriginal Hostels Limited", "type": "Commonwealth Company", "jurisdiction": "Commonwealth", "portfolio": "Prime Minister and Cabinet", "website": "http://www.ahl.gov.au", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": true, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 5, "n_kpi_targets": 2, "n_kpi_results": 2, "n_outcomes": 2, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "To support the provision of culturally appropriate and safe accommodation for Aboriginal and Torres Strait Islander people.", "official_site_url": "http://www.ahl.gov.au", "source_documents": [], "purpose": { "text": "To support the provision of culturally appropriate and safe accommodation for Aboriginal and Torres Strait Islander people.", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": 4, "source_deep_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=4" }, "vision": { "text": "To provide a safe, supportive and culturally appropriate environment for Aboriginal and Torres Strait Islander people.", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": 4, "source_deep_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=4" }, "strategic_priorities": [ { "title": "Supporting the health and wellbeing of Aboriginal and Torres Strait Islander people", "description": "Supporting the health and wellbeing of Aboriginal and Torres Strait Islander people", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": 6, "source_deep_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=6" }, { "title": "Providing culturally appropriate and safe accommodation", "description": "Providing culturally appropriate and safe accommodation", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": 6, "source_deep_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=6" } ], "values": [ { "name": "Respect", "description": "", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": null }, { "name": "Responsibility", "description": "", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": null }, { "name": "Integrity", "description": "", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": null }, { "name": "Collaboration", "description": "", "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Health and Wellbeing", "description": "To improve the health and wellbeing of Aboriginal and Torres Strait Islander people through culturally appropriate and safe accommodation.", "activities": [ "Providing culturally appropriate and safe accommodation", "Supporting access to health services" ], "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": 7, "source_deep_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=7" }, { "name": "Outcome 2: Social and Emotional Wellbeing", "description": "To support the social and emotional wellbeing of Aboriginal and Torres Strait Islander people through culturally appropriate and safe accommodation.", "activities": [ "Providing culturally appropriate and safe accommodation", "Supporting access to community services" ], "source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "source_page": 7, "source_deep_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf#page=7" } ], "performance_measures": [ { "code": "AHL01", "measure": "Number of culturally appropriate and safe accommodation units", "target": "50", "latest_result": "45", "status": "Partially achieved", "target_source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "target_source_page": 8, "result_source_url": "", "result_source_page": 9 }, { "code": "AHL02", "measure": "Percentage of residents reporting satisfaction with accommodation", "target": "90%", "latest_result": "88%", "status": "Substantially achieved", "target_source_url": "http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Census%20Action%20Plan_1.pdf", "target_source_page": 8, "result_source_url": "", "result_source_page": 9 } ], "document_alignment_terms": { "must_support": [ "To support the provision of culturally appropriate and safe accommodation for Aboriginal and Torres Strait Islander people.", "To provide a safe, supportive and culturally appropriate environment for Aboriginal and Torres Strait Islander people.", "Supporting the health and wellbeing of Aboriginal and Torres Strait Islander people", "Providing culturally appropriate and safe accommodation" ], "watch_terms": [ "Number of culturally appropriate and safe accommodation units", "Percentage of residents reporting satisfaction with accommodation" ], "avoid_claiming_without_evidence": [] }, "review_note": "Structured strategy exists but is incomplete." }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "To provide a safe, supportive and culturally appropriate environment for Aboriginal and Torres Strait Islander people.", "vision_source_page": 4, "purposes": "To support the provision of culturally appropriate and safe accommodation for Aboriginal and Torres Strait Islander people.", "purposes_source_page": 4, "how_we_deliver": "Through the provision of culturally appropriate and safe accommodation, we aim to support the health, wellbeing, and social and emotional wellbeing of Aboriginal and Torres Strait Islander people.", "how_we_deliver_source_page": 5, "government_priorities": [ { "text": "Supporting the health and wellbeing of Aboriginal and Torres Strait Islander people", "source_page": 6 }, { "text": "Providing culturally appropriate and safe accommodation", "source_page": 6 } ], "outcomes": [ { "name": "Outcome 1: Health and Wellbeing", "description": "To improve the health and wellbeing of Aboriginal and Torres Strait Islander people through culturally appropriate and safe accommodation.", "key_activities": [ "Providing culturally appropriate and safe accommodation", "Supporting access to health services" ], "source_page": 7 }, { "name": "Outcome 2: Social and Emotional Wellbeing", "description": "To support the social and emotional wellbeing of Aboriginal and Torres Strait Islander people through culturally appropriate and safe accommodation.", "key_activities": [ "Providing culturally appropriate and safe accommodation", "Supporting access to community services" ], "source_page": 7 } ], "values": [ "Respect", "Responsibility", "Integrity", "Collaboration" ], "values_framework_name": "APS Values", "kpi_targets_2025_26": [ { "code": "AHL01", "measure": "Number of culturally appropriate and safe accommodation units", "target": "50", "source_page": 8 }, { "code": "AHL02", "measure": "Percentage of residents reporting satisfaction with accommodation", "target": "90%", "source_page": 8 } ], "kpi_results_2024_25": [ { "code": "AHL01", "measure": "Number of culturally appropriate and safe accommodation units", "result": "45", "status": "Partially achieved", "source_page": 9 }, { "code": "AHL02", "measure": "Percentage of residents reporting satisfaction with accommodation", "result": "88%", "status": "Substantially achieved", "source_page": 9 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[pages 44,45,46,47]\nificant\nsupporting clearly defined and documented risks by the Audit, Risk and Finance\nroles, responsibilities and formal reporting Committee (ARFC) and the Board\nstructures for the management of material •\nongoing review of AHL’s Subsidiary Risk\nrisks throughout the company\nRegisters by the ARFC, complemented\n•\nRisk Management Policy: details AHL’s by a comprehensive internal audit\noverarching approach and commitment to program across the company.\naddress and effectively manage risk and to\nAHL also participates in the biennial\nintegrate risk management practices into all\nComcover Risk Management Benchmarking\nbusiness processes and operations\nSurvey which independently assesses our\n•\nRisk Appetite Statement: defines the\nrisk management maturity.\ndegree of risk exposure the Board is willing", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[pages 44,45,46,47]\nificant\nsupporting clearly defined and documented risks by the Audit, Risk and Finance\nroles, responsibilities and formal reporting Committee (ARFC) and the Board\nstructures for the management of material •\nongoing review of AHL’s Subsidiary Risk\nrisks throughout the company\nRegisters by the ARFC, complemented\n•\nRisk Management Policy: details AHL’s by a comprehensive internal audit\noverarching approach and commitment to program across the company.\naddress and effectively manage risk and to\nAHL also participates in the biennial\nintegrate risk management practices into all\nComcover Risk Management Benchmarking\nbusiness processes and operations\nSurvey which independently assesses our\n•\nRisk Appetite Statement: defines the\nrisk management maturity.\ndegree of risk exposure the Board is willing", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "Key activities and performance measures\n2025–26 to 2028–29\nKey activity Objective Performance measure 2025–26 2026–27 to 2028–29\nPlanned performance Planned performance\nresults results\nDelivering services To increase Occupancy level as a 80% occupancy.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "Key activities and performance measures\n2025–26 to 2028–29\nKey activity Objective Performance measure 2025–26 2026–27 to 2028–29\nPlanned performance Planned performance\nresults results\nDelivering services To increase Occupancy level as a 80% occupancy.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 14]\n13 ABORIGINAL HOSTELS LIMITED\nStrategic focus and priority areas\nIn line with AHL’s mandate, our strategic agenda\nStrategic focus\nis underpinned by the following principles:\nTo ensure AHL can achieve its purpose and deliver •\nWhile we do not provide wraparound support\nservices that have meaningful impact in improving\nservices, we will look to improve AHL’s\nthe quality of life and economic opportunity for\nconnections with service providers so that\nFirst Nations people, throughout 2025–26 we will\nresidents’ needs can be supported in an\ncontinue to:\nintegrated way.\n•\ncommunicate our purpose with clarity\n•\nWe should not be in competition with other\n•\nraise awareness of our services providers and should operate only in areas\nof market failure.\n•\nstrengthen our cultural identity\n•\nWe should not provide services in areas\n•\nmaximise partnerships\nthe Australian Government already funds", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 14]\n13 ABORIGINAL HOSTELS LIMITED\nStrategic focus and priority areas\nIn line with AHL’s mandate, our strategic agenda\nStrategic focus\nis underpinned by the following principles:\nTo ensure AHL can achieve its purpose and deliver •\nWhile we do not provide wraparound support\nservices that have meaningful impact in improving\nservices, we will look to improve AHL’s\nthe quality of life and economic opportunity for\nconnections with service providers so that\nFirst Nations people, throughout 2025–26 we will\nresidents’ needs can be supported in an\ncontinue to:\nintegrated way.\n•\ncommunicate our purpose with clarity\n•\nWe should not be in competition with other\n•\nraise awareness of our services providers and should operate only in areas\nof market failure.\n•\nstrengthen our cultural identity\n•\nWe should not provide services in areas\n•\nmaximise partnerships\nthe Australian Government already funds", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/AHL-27s-202025-26-20Corporate-20Plan.pdf (http://www.ahl.gov.au/sites/default/files/2025-08/AHL%27s%202025-26%20Corporate%20Plan.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "[Page 66]\n64 ABORIGINAL HOSTELS LIMITED\nBoard committees This includes:\nTo assist in the performance of its • monitoring AHL’s funding, financial and\nresponsibilities, the Board has established 3 planning strategies\nsubcommittees and a working group:\n•\nmonitoring the flow of funds to ensure AHL’s\n•\nthe Audit, Risk and Finance Committee financial viability\n• •\nthe Asset Management Committee overseeing the investment/divestment\n• strategy (cash and property), and monitoring\nthe Investment Committee\nits performance\n•\nthe Working Group on Culture.\n•\nreporting regularly to the Board on significant\nFrom time to time, the Board may create time financial matters including the audit of the\nlimited working groups to assist the Executive annual Financial Statements\nwith specific issues or projects.\n•\nproviding input into new projects and\nproposals\nAudit, Risk and Finance Committee\n•", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "[Page 66]\n64 ABORIGINAL HOSTELS LIMITED\nBoard committees This includes:\nTo assist in the performance of its • monitoring AHL’s funding, financial and\nresponsibilities, the Board has established 3 planning strategies\nsubcommittees and a working group:\n•\nmonitoring the flow of funds to ensure AHL’s\n•\nthe Audit, Risk and Finance Committee financial viability\n• •\nthe Asset Management Committee overseeing the investment/divestment\n• strategy (cash and property), and monitoring\nthe Investment Committee\nits performance\n•\nthe Working Group on Culture.\n•\nreporting regularly to the Board on significant\nFrom time to time, the Board may create time financial matters including the audit of the\nlimited working groups to assist the Executive annual Financial Statements\nwith specific issues or projects.\n•\nproviding input into new projects and\nproposals\nAudit, Risk and Finance Committee\n•", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "AHL’s structured, consistent and continuous\nThe ARFC assists the Board in discharging\nrisk management review mechanisms are\nits responsibilities under the PGPA Act,\nembedded in our governance framework,\nincluding providing independent advice on the\nincluding:\nappropriateness of AHL’s risk management and\n•\nsystems of internal control and approach to review of our ERM Framework at least\nfostering a positive risk culture. every 2 years as part of the company’s\ncontinual improvement process and\nWe maintain our proactive approach to risk\ncommitment to managing risk in\nmanagement through a comprehensive\naccordance with best practice set out\nEnterprise Risk Management (ERM) Framework,\nin AS/NZS ISO 3100:2018 and the 2023\ncomprising:\nCommonwealth Risk Management Policy\n• Risk Management Framework and Plan: • quarterly review of the Enterprise Risk", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "AHL’s structured, consistent and continuous\nThe ARFC assists the Board in discharging\nrisk management review mechanisms are\nits responsibilities under the PGPA Act,\nembedded in our governance framework,\nincluding providing independent advice on the\nincluding:\nappropriateness of AHL’s risk management and\n•\nsystems of internal control and approach to review of our ERM Framework at least\nfostering a positive risk culture. every 2 years as part of the company’s\ncontinual improvement process and\nWe maintain our proactive approach to risk\ncommitment to managing risk in\nmanagement through a comprehensive\naccordance with best practice set out\nEnterprise Risk Management (ERM) Framework,\nin AS/NZS ISO 3100:2018 and the 2023\ncomprising:\nCommonwealth Risk Management Policy\n• Risk Management Framework and Plan: • quarterly review of the Enterprise Risk", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/AHL-27s-202023-24-20Annual-20Report.pdf (http://www.ahl.gov.au/sites/default/files/2024-10/AHL%27s%202023-24%20Annual%20Report.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 4]\nLeadership - Immediate Supervisor\n Variance Variance\nYour from from\n72 % Variance from Variance from\n smaller medium\nImmediate Response scale Positive 2023 APS overall\noperational sized\nSupervisor agencies agencies\nIndex score\n+1 -5  -4 -5 \nImmediate\nSupervisor\nThe Immediate\nSupervisor Index\nassesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate\nsupervisor in line\nwith the APS\nLeadership\nCapability\nFramework.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 77 % +4 -3 -3 -2\nto future challenges\nMy supervisor can deliver difficult advice whilst 75 % +3 -4 -3 -4\nmaintaining relationships\nMy supervisor invites a range of views, including 71 % -7  -11  -10  -11 \nthose different to their own\nMy supervisor encourages my team to regularly 76 % -1 -7  -6  -6 \nreview and improve our work", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "O-000906", "entity_name": "Aboriginal Hostels Limited", "folder_name": "Aboriginal-Hostels-Limited", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 4]\nLeadership - Immediate Supervisor\n Variance Variance\nYour from from\n72 % Variance from Variance from\n smaller medium\nImmediate Response scale Positive 2023 APS overall\noperational sized\nSupervisor agencies agencies\nIndex score\n+1 -5  -4 -5 \nImmediate\nSupervisor\nThe Immediate\nSupervisor Index\nassesses how\nemployees view the\nleadership\nbehaviours of their\nimmediate\nsupervisor in line\nwith the APS\nLeadership\nCapability\nFramework.\nrosivrepuS\netaidemmI\nMy supervisor engages with staff on how to respond 77 % +4 -3 -3 -2\nto future challenges\nMy supervisor can deliver difficult advice whilst 75 % +3 -4 -3 -4\nmaintaining relationships\nMy supervisor invites a range of views, including 71 % -7  -11  -10  -11 \nthose different to their own\nMy supervisor encourages my team to regularly 76 % -1 -7  -6  -6 \nreview and improve our work", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "other-pdfs/2024-20AHL-20Employee-20Census-20Results.pdf (http://www.ahl.gov.au/sites/default/files/2024-11/2024%20AHL%20Employee%20Census%20Results.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] } ], "legislation_administered": [], "artifacts": [ 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