{ "entity_id": "B-003110", "folder": "Australian-Charities-and-Not-for-Profits-Commission", "name": "Australian Charities and Not-for-Profits Commission", "type": "Statutory Body", "jurisdiction": "Commonwealth", "portfolio": "Treasury", "website": "http://www.acnc.gov.au/", "data_status": "inherited", "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": false, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 9, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 3, "verified_own_data": false, "vision_shared_with_n_others": 16 }, "strategy_profile": { "status": "needs_review", "confidence": "low", "summary": "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector; to support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector; to promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector [CP p.4]", "official_site_url": "http://www.acnc.gov.au/", "source_documents": [ { "type": "corporate_plan", "title": "ACNC Corporate Plan 2015-2018 PDF 943.05 KB", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "period": "2021", "confidence": "high" }, { "type": "corporate_plan", "title": "ACNC Corporate Plan 2018-2019 PDF 543.48 KB", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/acnc_corporate_plan_2018-19.pdf", "period": "2018-19", "confidence": "high" }, { "type": "corporate_plan", "title": "ACNC Corporate Plan 2017-2018 PDF 580.11 KB", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.pdf", "period": "2017-18", "confidence": "high" }, { "type": "corporate_plan", "title": "ACNC Corporate Plan 2016-2017 PDF 945.98 KB", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.pdf", "period": "2016-17", "confidence": "high" }, { "type": "strategie", "title": "ACNC Strategic Plan 2012-2015 PDF 989.1 KB", "url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Strategic%20Plan%202012-15%20%5BPDF%20989KB%5D.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "ATO Diversity and Inclusion Strategy 2024.pdf PDF 2.53 MB", "url": "http://www.acnc.gov.au/sites/default/files/documents/2022-12/Diversity_and_Inclusion_Strategy_2024.pdf", "period": "2022", "confidence": "medium" }, { "type": "strategie", "title": "ATO Reconciliation Action Plan: July 2024 – June 2027 PDF 7.49 MB", "url": "http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.pdf", "period": "2025", "confidence": "medium" } ], "purpose": { "text": "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector; to support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector; to promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector [CP p.4]", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": 4, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=4" }, "vision": { "text": "null", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": null, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf" }, "strategic_priorities": [ { "title": "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector", "description": "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": 4, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=4" }, { "title": "To support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector", "description": "To support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": 4, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=4" }, { "title": "To promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector", "description": "To promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": 4, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=4" } ], "values": [ { "name": "Fairness", "description": "", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": null }, { "name": "Accountability", "description": "", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": null }, { "name": "Independence", "description": "", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": null }, { "name": "Integrity", "description": "", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": null }, { "name": "Respect", "description": "", "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": null } ], "outcomes": [ { "name": "Priority 1: To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector", "description": "The Charity Register contains only charities that are entitled to be on the Charity Register and registered applications are included. Charities identified as being ineligible to be registered are revoked and removed from the Charity Register. Registered charities meet their obligations under the ACNC Act and the Charities Act and to charity registration, and compliance activities. The ACNC is a best-practice charity regulator. Decisions are evidence-based, consistent and transparent, and are legally sound. Information on the Charity Register is accurate and accessible, increasing transparency and informing policy [CP p.6]", "activities": [ "Meet published service standards for processing registration", "Meet published service standards for finalising investigations", "100% of charities with two outstanding AIS’s are removed from the register biannually", "Policies and business processes align with the ACNC’s Regulatory Risk Framework and risk based approach", "75% of registered charities lodge their AIS on time", "Quality assurance processes demonstrate that advice services provided by staff meet a 75% or higher rating" ], "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": 6, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=6" }, { "name": "Priority 2: To support and sustain a robust, vibrant, independent and innovative not-for-profit sector", "description": "Information, guidance and advice provided to charities to help them understand their obligations and support good governance is timely, accurate and accessible. Data about charities collected by the ACNC is made available to the public in an accessible format. The Charity Register is redesigned to better present data to inform donor decision making [CP p.9]", "activities": [ "Enquiries are responded to according to the published service standards", "Quality assurance reviews of advice provided by staff meet a 75% or higher rating", "Publicly available data about registered charities is up to date and available on data.gov.au", "The Charity Register is redesigned to better present data to inform donor decision making" ], "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": 9, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=9" }, { "name": "Priority 3: To promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector", "description": "To reduce the administrative burden on charities by simplifying and streamlining reporting. The Regulator Performance Framework demonstrates a reduction in red tape for charities [CP p.10]", "activities": [ "Reduce red tape for charities by simplifying and streamlining reporting", "The Regulator Performance Framework demonstrates a reduction in red tape for charities" ], "source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "source_page": 10, "source_deep_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf#page=10" } ], "performance_measures": [ { "code": "null", "measure": "null", "target": "null", "latest_result": "null", "status": "null", "target_source_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf", "target_source_page": null, "result_source_url": "", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector; to support and sustain a robust, vibrant, independent and innovative Australia", "null", "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector", "To support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector", "To promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector" ], "watch_terms": [ "null" ], "avoid_claiming_without_evidence": [] }, "review_note": "This entity appears to share a parent or related entity's strategy text; verify its own strategy before publishing." }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2018-19", "vision": "null", "vision_source_page": null, "purposes": "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector; to support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector; to promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector [CP p.4]", "purposes_source_page": 4, "how_we_deliver": "The ACNC aims to only exercise those powers which are necessary to meet the regulatory objective. Much of our work involves providing information, support and guidance to help charities comply with their obligations. However, the regulatory response will ultimately be informed by the nature, significance and persistence of the contravention or non-compliance identified. The ACNC will act swiftly and firmly where vulnerable people or significant charity assets are at risk, where there is evidence of serious mismanagement or misappropriation, or if there is a serious or deliberate breach of the ACNC Act [CP p.12]", "how_we_deliver_source_page": 12, "government_priorities": [ { "text": "To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector", "source_page": 4 }, { "text": "To support and sustain a robust, vibrant, independent and innovative Australian not-for-profit sector", "source_page": 4 }, { "text": "To promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector", "source_page": 4 } ], "outcomes": [ { "name": "Priority 1: To maintain, protect and enhance public trust and confidence in the Australian not-for-profit sector", "description": "The Charity Register contains only charities that are entitled to be on the Charity Register and registered applications are included. Charities identified as being ineligible to be registered are revoked and removed from the Charity Register. Registered charities meet their obligations under the ACNC Act and the Charities Act and to charity registration, and compliance activities. The ACNC is a best-practice charity regulator. Decisions are evidence-based, consistent and transparent, and are legally sound. Information on the Charity Register is accurate and accessible, increasing transparency and informing policy [CP p.6]", "key_activities": [ "Meet published service standards for processing registration", "Meet published service standards for finalising investigations", "100% of charities with two outstanding AIS’s are removed from the register biannually", "Policies and business processes align with the ACNC’s Regulatory Risk Framework and risk based approach", "75% of registered charities lodge their AIS on time", "Quality assurance processes demonstrate that advice services provided by staff meet a 75% or higher rating" ], "source_page": 6 }, { "name": "Priority 2: To support and sustain a robust, vibrant, independent and innovative not-for-profit sector", "description": "Information, guidance and advice provided to charities to help them understand their obligations and support good governance is timely, accurate and accessible. Data about charities collected by the ACNC is made available to the public in an accessible format. The Charity Register is redesigned to better present data to inform donor decision making [CP p.9]", "key_activities": [ "Enquiries are responded to according to the published service standards", "Quality assurance reviews of advice provided by staff meet a 75% or higher rating", "Publicly available data about registered charities is up to date and available on data.gov.au", "The Charity Register is redesigned to better present data to inform donor decision making" ], "source_page": 9 }, { "name": "Priority 3: To promote the reduction of unnecessary regulatory obligations on the Australian not-for-profit sector", "description": "To reduce the administrative burden on charities by simplifying and streamlining reporting. The Regulator Performance Framework demonstrates a reduction in red tape for charities [CP p.10]", "key_activities": [ "Reduce red tape for charities by simplifying and streamlining reporting", "The Regulator Performance Framework demonstrates a reduction in red tape for charities" ], "source_page": 10 } ], "values": [ "Fairness", "Accountability", "Independence", "Integrity", "Respect" ], "values_framework_name": "FAIIR", "kpi_targets_2025_26": [ { "code": "null", "measure": "null", "target": "null", "source_page": null } ], "kpi_results_2024_25": [ { "code": "null", "measure": "null", "result": "null", "status": "null", "source_page": null } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.pdf" } }, "ideas": [ { "entity_id": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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": "Our graduated approach • Compliance processes complaints according to\nto compliance provides the agreed service standards published on the\ncharities a chance to ACNC website.\naddress concerns whilst • The ACNC publishes all compliance-related\ndealing with cases of policy statements and operational procedures\nserious misconduct quickly on its website\nand firmly\n• An independent audit of the ACNC Compliance\nfunction is completed\n1.4 To ensure the ACNC The ACNC is recognised • The public trust and confidence survey finds\nis recognised as the as an effective regulator increasing recognition of the ACNC and its role\nnational regulator and a point of expert • Usage of the ACNC website increases by 50%\nof charities and a knowledge on charities\n• Social media engagement increases by 50%\ncredible source of\n• ACNC is sought out as an authoritative voice\ncharity information", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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": "Our graduated approach • Compliance processes complaints according to\nto compliance provides the agreed service standards published on the\ncharities a chance to ACNC website.\naddress concerns whilst • The ACNC publishes all compliance-related\ndealing with cases of policy statements and operational procedures\nserious misconduct quickly on its website\nand firmly\n• An independent audit of the ACNC Compliance\nfunction is completed\n1.4 To ensure the ACNC The ACNC is recognised • The public trust and confidence survey finds\nis recognised as the as an effective regulator increasing recognition of the ACNC and its role\nnational regulator and a point of expert • Usage of the ACNC website increases by 50%\nof charities and a knowledge on charities\n• Social media engagement increases by 50%\ncredible source of\n• ACNC is sought out as an authoritative voice\ncharity information", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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 13]\nThe ACNC has a • The ACNC is structured in the most effective\nworkforce that is well and efficient way to deliver its core functions\nprepared to execute its and priorities\nroles with professional • A learning and development strategy\ncompetence incorporating the job lifecycle is developed\nand implemented\n• The ACNC has staff with the skills and capabilities\nto deliver its core functions and priorities\n• Staff have performance plans aligned to\nthe ACNC strategic and business plans\n4.3 To improve IT The ACNC IT systems • Staff portal is designed and implemented and\nsystems so that they support effective and improves useability and system speed for staff\nare fit for purpose and efficient service provision, • Cloud hosting solution with a dedicated\nsupport the internal processes, and record ACNC network is implemented to improve", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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 13]\nThe ACNC has a • The ACNC is structured in the most effective\nworkforce that is well and efficient way to deliver its core functions\nprepared to execute its and priorities\nroles with professional • A learning and development strategy\ncompetence incorporating the job lifecycle is developed\nand implemented\n• The ACNC has staff with the skills and capabilities\nto deliver its core functions and priorities\n• Staff have performance plans aligned to\nthe ACNC strategic and business plans\n4.3 To improve IT The ACNC IT systems • Staff portal is designed and implemented and\nsystems so that they support effective and improves useability and system speed for staff\nare fit for purpose and efficient service provision, • Cloud hosting solution with a dedicated\nsupport the internal processes, and record ACNC network is implemented to improve", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2015.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202015-18%20%5BPDF%20944%20KB%5D_0.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" ] }, { "entity_id": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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": "The rating reviews accuracy, timeliness,\nresponsiveness and integrity\n• Targeted guidance is developed to meet the\nneeds of identified target groups (eg. those with a\nparticular legal structure or size, charities from a\nspecific sub-sector, or charities not complying with\na specific obligation)\n• ACNC establishes signposting and referral\npathways to enhance charities governance\ncapacity and address issues as they arise\n2.2 To analyse and report Data collected by the • ACNC business intelligence tools are developed\non charity data to ACNC from charities about by IT to support data analysis\ndemonstrate the their contribution to the • The ACNC provides charity data updates to\ncontribution of the community is available government agencies automatically via the charity\nsector to the Australian for governments, funding passport\ncommunity and identify bodies, charities and", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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": "The rating reviews accuracy, timeliness,\nresponsiveness and integrity\n• Targeted guidance is developed to meet the\nneeds of identified target groups (eg. those with a\nparticular legal structure or size, charities from a\nspecific sub-sector, or charities not complying with\na specific obligation)\n• ACNC establishes signposting and referral\npathways to enhance charities governance\ncapacity and address issues as they arise\n2.2 To analyse and report Data collected by the • ACNC business intelligence tools are developed\non charity data to ACNC from charities about by IT to support data analysis\ndemonstrate the their contribution to the • The ACNC provides charity data updates to\ncontribution of the community is available government agencies automatically via the charity\nsector to the Australian for governments, funding passport\ncommunity and identify bodies, charities and", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2016-17.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202016-17%20%5BPDF%20950%20KB%5D%20.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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]\n◀ Return to Contents\nTax assistance and tailored education\nIn delivering our previous RAP, we have • We have worked with First Nations Foundation • value target\nenhanced our services for Aboriginal and Torres to support its Financial Wellness Week events, is 2% of the\nStrait Islander clients: attending 7 events in NSW and QLD in 2023, average value\nand we have participated in other business and of contracts over\n• We offer Tax Help services, including free tax\ncommunity events to help clients apply for tax the past 3 years\nreturn preparation through community centres,\nfile numbers (TFNs), link to myGov, find lost (both Aboriginal and\nwith over 20 centres specifically supporting\nsuper and meet their business obligations.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pdf (http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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]\n◀ Return to Contents\nTax assistance and tailored education\nIn delivering our previous RAP, we have • We have worked with First Nations Foundation • value target\nenhanced our services for Aboriginal and Torres to support its Financial Wellness Week events, is 2% of the\nStrait Islander clients: attending 7 events in NSW and QLD in 2023, average value\nand we have participated in other business and of contracts over\n• We offer Tax Help services, including free tax\ncommunity events to help clients apply for tax the past 3 years\nreturn preparation through community centres,\nfile numbers (TFNs), link to myGov, find lost (both Aboriginal and\nwith over 20 centres specifically supporting\nsuper and meet their business obligations.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/n75097-20-5BDE-63248-5D-20--20Reconciliation-20Action-20Plan-20--20July-202024-2.pdf (http://www.acnc.gov.au/sites/default/files/documents/2025-02/n75097%20%5BDE-63248%5D%20-%20Reconciliation%20Action%20Plan%20-%20July%202024%20%E2%80%93%20June%202027_DIGITAL%20%283%29.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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": "The ACNC Executive and Management Committee professional relationships are maintained.\nmaintain day to day responsibility for identification, Communications channels are effective utilising a\nmonitoring and treatment of risks and the Audit range of mechanisms from face to face through to\nand Risk Committee maintain risk oversight.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "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": "The ACNC Executive and Management Committee professional relationships are maintained.\nmaintain day to day responsibility for identification, Communications channels are effective utilising a\nmonitoring and treatment of risks and the Audit range of mechanisms from face to face through to\nand Risk Committee maintain risk oversight.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2017-18.pdf (http://www.acnc.gov.au/sites/default/files/documents/2021-11/Download%20the%20ACNC%20Corporate%20Plan%202017-18%20%5BPDF%20950%20KB%5D%20.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "This\nbut for the Australian community we serve. has led to tangible business improvements, such as:\nWe are a large government organisation with ■ achieving our highest ever scores in staff\nover 18,000 staff spread across 24 sites around engagement in the 2020 APS Employee Census\nAustralia.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/Diversity_and_Inclusion_Strategy_2024.pdf (http://www.acnc.gov.au/sites/default/files/documents/2022-12/Diversity_and_Inclusion_Strategy_2024.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": "B-003110", "entity_name": "Australian Charities and Not-for-Profits Commission", "folder_name": "Australian-Charities-and-Not-for-Profits-Commission", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "This\nbut for the Australian community we serve. has led to tangible business improvements, such as:\nWe are a large government organisation with ■ achieving our highest ever scores in staff\nover 18,000 staff spread across 24 sites around engagement in the 2020 APS Employee Census\nAustralia.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/Diversity_and_Inclusion_Strategy_2024.pdf (http://www.acnc.gov.au/sites/default/files/documents/2022-12/Diversity_and_Inclusion_Strategy_2024.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" ] } ], 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