{ "entity_id": "B-003069", "folder": "Indigenous-Prosperity-Fund-Growth-Fund", "name": "Indigenous Prosperity Fund - Growth Fund", "type": "Joint Venture/Partnership", "jurisdiction": "Commonwealth", "portfolio": "Prime Minister and Cabinet", "website": "http://www.iba.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "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": 18, "n_kpi_targets": 9, "n_kpi_results": 8, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To assist and enhance Aboriginal and Torres Strait Islander self-management and economic self-sufficiency. 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 peoples. [CP p.11]", "official_site_url": "http://www.iba.gov.au/", "source_documents": [ { "type": "annual_report", "title": "IBA Annual Report 2024-25 (PDF 20 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "IBA Annual Report 2023-24 (PDF 26 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "IBA Annual Report 2022-23 (PDF 22 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "IBA Annual Report 2021-22 (PDF  5.8 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "IBA Annual Report 2020-21 (PDF 6.4 MB", "url": "https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf", "period": "2020-21", "confidence": "high" }, { "type": "corporate_plan", "title": "IBA Corporate Plan 2025-26 (PDF 7 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "period": "2025-26", "confidence": "high" }, { "type": "corporate_plan", "title": "IBA Corporate Plan 2024-25 (PDF 7 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2024/08/IBA-Corporate-Plan-2024-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "corporate_plan", "title": "IBA Corporate Plan 2023-24 (PDF 7MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2023/04/IBA-CorporatePlan_2023-24_FINAL.pdf", "period": "2023-24", "confidence": "high" }, { "type": "corporate_plan", "title": "IBA Corporate Plan 2022-23 (PDF 6 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2022/08/IBA-Corporate-Plan-2022_23.pdf", "period": "2022-23", "confidence": "high" }, { "type": "corporate_plan", "title": "IBA Corporate Plan 2021-22 (PDF 4 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/2021/08/IBA-Corporate-Plan-2021-22_final-web.pdf", "period": "2021-22", "confidence": "high" }, { "type": "strategie", "title": "IBA Strategy towards 2030 (PDF 262 Kb)", "url": "https://www.iba.gov.au/wp-content/uploads/2025/11/Strategy-on-a-page_landscape.pdf", "period": "2025", "confidence": "medium" }, { "type": "strategie", "title": "Net Zero Opportunities for First Nations (PDF 640 KB)", "url": "https://www.iba.gov.au/wp-content/uploads/2025/11/NETZERO.pdf", "period": "2025", "confidence": "medium" }, { "type": "strategie", "title": "IBA Impact Framework (PDF 4 MB)", "url": "https://www.iba.gov.au/wp-content/uploads/IBA-Impact-Framework.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "To assist and enhance Aboriginal and Torres Strait Islander self-management and economic self-sufficiency. 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 peoples. [CP p.11]", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 11, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=11" }, "vision": null, "strategic_priorities": [ { "title": "Future Made in Australia", "description": "Future Made in Australia", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 32, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32" }, { "title": "developing Northern Australia", "description": "developing Northern Australia", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 32, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32" }, { "title": "the clean energy transition", "description": "the clean energy transition", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 32, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32" }, { "title": "gender equality and women’s economic empowerment", "description": "gender equality and women’s economic empowerment", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 32, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32" }, { "title": "social impact investing and leveraging government investment", "description": "social impact investing and leveraging government investment", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 32, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=32" } ], "values": [ { "name": "Responsive", "description": "", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": null }, { "name": "Informed", "description": "", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": null }, { "name": "Connected", "description": "", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": null }, { "name": "Invested", "description": "", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": null }, { "name": "Respectful", "description": "", "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Improved economic inclusion and participation", "description": "To enhance the financial wellbeing and independence of Aboriginal and Torres Strait Islander people through distribution of home and business finance, access to wealth generating opportunities and capability development activities. [AR p.12]", "activities": [ "distribution of home and business finance", "access to wealth generating opportunities", "capability development activities" ], "source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "source_page": 12, "source_deep_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf#page=12" } ], "performance_measures": [ { "code": "PM1", "measure": "Total annual number of Aboriginal and Torres Strait Islander people provided with access to capability building, knowledge and networks directly by IBA and indirectly through partnerships.", "target": "Amended", "latest_result": "Amended", "status": "Not achieved", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": 41 }, { "code": "PM2", "measure": "Total annual number of Aboriginal and Torres Strait Islander people provided with an IBA product or the opportunity to access the economy through a job or procurement opportunity.", "target": "Amended", "latest_result": "Amended", "status": "Not achieved", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": 41 }, { "code": "PM3", "measure": "Total annual sum of capital and capability development support approved and/ distributed by IBA specifically for the benefit of Aboriginal and Torres Strait Islander people.", "target": "Amended", "latest_result": "Amended", "status": "Not achieved", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": 41 }, { "code": "PM4", "measure": "Reported levels of Aboriginal and Torres Strait Islander financial wellbeing.", "target": ">45 out of 100", "latest_result": "Expected performance results", "status": "Not achieved", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": 41 }, { "code": "PM5", "measure": "Reported levels of positive impacts of IBA’s activities by Aboriginal and Torres Strait Islander people.", "target": "Reported levels of positive impacts", "latest_result": "Expected performance results", "status": "Not achieved", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": 41 }, { "code": "PM6", "measure": "Assessment of IBA’s overall ESG performance.", "target": "In development", "latest_result": "", "status": "", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": null }, { "code": "PM7", "measure": "Total proportion of Aboriginal and Torres Strait Islander first home buyers.", "target": "80%", "latest_result": "80%", "status": "Achieved", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": 41 }, { "code": "PM8", "measure": "Average conversion rate of demand into a home, business or investment outcome.", "target": ">43%", "latest_result": "75%", "status": "Achieved", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": 41 }, { "code": "PM9", "measure": "Total rate of efficiency of IBA in achieving its purpose (cost to income ratio).", "target": "<69%", "latest_result": "<69%", "status": "Achieved", "target_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf", "target_source_page": 41, "result_source_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "result_source_page": 41 } ], "document_alignment_terms": { "must_support": [ "To assist and enhance Aboriginal and Torres Strait Islander self-management and economic self-sufficiency. To advance the commercial and economic interests of Aboriginal persons an", "Future Made in Australia", "developing Northern Australia", "the clean energy transition", "gender equality and women’s economic empowerment", "social impact investing and leveraging government investment" ], "watch_terms": [ "Total annual number of Aboriginal and Torres Strait Islander people provided with access to capability building, knowledge and networks directly by IBA and indirectly through partnerships.", "Total annual number of Aboriginal and Torres Strait Islander people provided with an IBA product or the opportunity to access the economy through a job or procurement opportunity.", "Total annual sum of capital and capability development support approved and/ distributed by IBA specifically for the benefit of Aboriginal and Torres Strait Islander people.", "Reported levels of Aboriginal and Torres Strait Islander financial wellbeing.", "Reported levels of positive impacts of IBA’s activities by Aboriginal and Torres Strait Islander people.", "Assessment of IBA’s overall ESG performance.", "Total proportion of Aboriginal and Torres Strait Islander first home buyers.", "Average conversion rate of demand into a home, business or investment outcome.", "Total rate of efficiency of IBA in achieving its purpose (cost to income ratio)." ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "To assist and enhance Aboriginal and Torres Strait Islander self-management and economic self-sufficiency. 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 peoples. [CP p.11]", "purposes_source_page": 11, "how_we_deliver": "We walk with Aboriginal and Torres Strait Islander people, their families, businesses, and communities to achieve financial independence, economic self-sufficiency, and long-term, positive impacts. Over time, we have supported thousands of Aboriginal and Torres Strait Islander people into home and business ownership, and hundreds of organisations to invest and build a future for their communities. [AR p.12]", "government_priorities": [ { "text": "Future Made in Australia", "source_page": 32 }, { "text": "developing Northern Australia", "source_page": 32 }, { "text": "the clean energy transition", "source_page": 32 }, { "text": "gender equality and women’s economic empowerment", "source_page": 32 }, { "text": "social impact investing and leveraging government investment", "source_page": 32 } ], "outcomes": [ { "name": "Outcome 1: Improved economic inclusion and participation", "description": "To enhance the financial wellbeing and independence of Aboriginal and Torres Strait Islander people through distribution of home and business finance, access to wealth generating opportunities and capability development activities. [AR p.12]", "key_activities": [ "distribution of home and business finance", "access to wealth generating opportunities", "capability development activities" ], "source_page": 12 } ], "values": [ "Responsive", "Informed", "Connected", "Invested", "Respectful" ], "values_framework_name": "APS Values", "kpi_targets_2025_26": [ { "code": "PM1", "measure": "Total annual number of Aboriginal and Torres Strait Islander people provided with access to capability building, knowledge and networks directly by IBA and indirectly through partnerships.", "target": "Amended", "source_page": 41 }, { "code": "PM2", "measure": "Total annual number of Aboriginal and Torres Strait Islander people provided with an IBA product or the opportunity to access the economy through a job or procurement opportunity.", "target": "Amended", "source_page": 41 }, { "code": "PM3", "measure": "Total annual sum of capital and capability development support approved and/ distributed by IBA specifically for the benefit of Aboriginal and Torres Strait Islander people.", "target": "Amended", "source_page": 41 }, { "code": "PM4", "measure": "Reported levels of Aboriginal and Torres Strait Islander financial wellbeing.", "target": ">45 out of 100", "source_page": 41 }, { "code": "PM5", "measure": "Reported levels of positive impacts of IBA’s activities by Aboriginal and Torres Strait Islander people.", "target": "Reported levels of positive impacts", "source_page": 41 }, { "code": "PM6", "measure": "Assessment of IBA’s overall ESG performance.", "target": "In development", "source_page": 41 }, { "code": "PM7", "measure": "Total proportion of Aboriginal and Torres Strait Islander first home buyers.", "target": "80%", "source_page": 41 }, { "code": "PM8", "measure": "Average conversion rate of demand into a home, business or investment outcome.", "target": ">43%", "source_page": 41 }, { "code": "PM9", "measure": "Total rate of efficiency of IBA in achieving its purpose (cost to income ratio).", "target": "<69%", "source_page": 41 } ], "kpi_results_2024_25": [ { "code": "PM1", "measure": "Total annual number of Aboriginal and Torres Strait Islander people provided with access to capability building, knowledge and networks directly by IBA and indirectly through partnerships.", "result": "Amended", "status": "Not achieved", "source_page": 41 }, { "code": "PM2", "measure": "Total annual number of Aboriginal and Torres Strait Islander people provided with an IBA product or the opportunity to access the economy through a job or procurement opportunity.", "result": "Amended", "status": "Not achieved", "source_page": 41 }, { "code": "PM3", "measure": "Total annual sum of capital and capability development support approved and/ distributed by IBA specifically for the benefit of Aboriginal and Torres Strait Islander people.", "result": "Amended", "status": "Not achieved", "source_page": 41 }, { "code": "PM4", "measure": "Reported levels of Aboriginal and Torres Strait Islander financial wellbeing.", "result": "Expected performance results", "status": "Not achieved", "source_page": 41 }, { "code": "PM5", "measure": "Reported levels of positive impacts of IBA’s activities by Aboriginal and Torres Strait Islander people.", "result": "Expected performance results", "status": "Not achieved", "source_page": 41 }, { "code": "PM7", "measure": "Total proportion of Aboriginal and Torres Strait Islander first home buyers.", "result": "80%", "status": "Achieved", "source_page": 41 }, { "code": "PM8", "measure": "Average conversion rate of demand into a home, business or investment outcome.", "result": "75%", "status": "Achieved", "source_page": 41 }, { "code": "PM9", "measure": "Total rate of efficiency of IBA in achieving its purpose (cost to income ratio).", "result": "<69%", "status": "Achieved", "source_page": 41 } ], "_source_urls": { "annual_report_url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "corporate_plan_url": "https://www.iba.gov.au/wp-content/uploads/2025/09/IBA-Corporate-Plan-2025-26-web.pdf" } }, "ideas": [ { "entity_id": "B-003069", "entity_name": "Indigenous Prosperity Fund - Growth Fund", "folder_name": "Indigenous-Prosperity-Fund-Growth-Fund", "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": "173\nPerformance Year Target Results Achieved\n2021–22 Less than 10% 8.5% \nMeasure to be\n2020–21 piloted and target to Target was developed \nand piloted\nbe developed\n2019–20 - - -\n2018–19 - - -\nAnalysis For 2021–22, IBA introduced a new performance measure for gauging program delivery efficiency, with a\npositive efficiency measure being delivered.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.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-003069", "entity_name": "Indigenous Prosperity Fund - Growth Fund", "folder_name": "Indigenous-Prosperity-Fund-Growth-Fund", "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": "173\nPerformance Year Target Results Achieved\n2021–22 Less than 10% 8.5% \nMeasure to be\n2020–21 piloted and target to Target was developed \nand piloted\nbe developed\n2019–20 - - -\n2018–19 - - -\nAnalysis For 2021–22, IBA introduced a new performance measure for gauging program delivery efficiency, with a\npositive efficiency measure being delivered.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2021-22.pdf (https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.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-003069", "entity_name": "Indigenous Prosperity Fund - Growth Fund", "folder_name": "Indigenous-Prosperity-Fund-Growth-Fund", "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": "This includes setting\nregular Executive Committee • communicate IBA’s plans and the organisation’s risk appetite to understand what is\nstrategy sprints capabilities. acceptable risk-taking to achieve strategic priorities.\n• engage with the Board specifically IBA has a comprehensive approach\nRisk Management Framework: The purpose of IBA’s Risk\nin targeted strategy discussions at to risk management to help\nManagement Framework is to create and protect value by\nleast twice a year manage risks, as they arise, so\nintegrating risk management into our work and functions,\nwe can undertake key activities\n• have fortnightly Executive including the activities set out in the corporate plan.\nto achieve IBA’s purposes.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2024/08/IBA-Corporate-Plan-2024-25.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-003069", "entity_name": "Indigenous Prosperity Fund - Growth Fund", "folder_name": "Indigenous-Prosperity-Fund-Growth-Fund", "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": "This includes setting\nregular Executive Committee • communicate IBA’s plans and the organisation’s risk appetite to understand what is\nstrategy sprints capabilities. acceptable risk-taking to achieve strategic priorities.\n• engage with the Board specifically IBA has a comprehensive approach\nRisk Management Framework: The purpose of IBA’s Risk\nin targeted strategy discussions at to risk management to help\nManagement Framework is to create and protect value by\nleast twice a year manage risks, as they arise, so\nintegrating risk management into our work and functions,\nwe can undertake key activities\n• have fortnightly Executive including the activities set out in the corporate plan.\nto achieve IBA’s purposes.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2024/08/IBA-Corporate-Plan-2024-25.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-003069", "entity_name": "Indigenous Prosperity Fund - Growth Fund", "folder_name": "Indigenous-Prosperity-Fund-Growth-Fund", "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 37]\nHighlights 2024–25\nChoice 4,018\ncustomers provided with Pathways Through\naccess to networks, knowledge, Housing and Pathways\nand capability-building Through Business\nreports released\n2,956\nOver\npeople provided $389\nwith an IBA product,\njob or procurement M distributed through capital or\nopportunity capability development activities\nInclusion\nFirst\n2024\nESG\nImpact\nStrategy Expanded\nfinancial Report\nlaunched education,\ntraining delivered\n& workshops\n107\ncustomers\napproved for a Delivered natural disaster relief grants to:\nshared equity 266 34\nhome loan business finance\nhome loan customers customers\nProsperity Larrakia Development\nCorporation Pty Ltd\n505 now own\n5%\ncustomers assisted to\nbuy their first home\nof the Darwin\nwaterfront precinct\n42 participants attended Piloted business\nan Investor forum in insurance initiative\nBoorloo (Perth) with NRMA\nExcellence\nOur People Platform", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.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-003069", "entity_name": "Indigenous Prosperity Fund - Growth Fund", "folder_name": "Indigenous-Prosperity-Fund-Growth-Fund", "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 37]\nHighlights 2024–25\nChoice 4,018\ncustomers provided with Pathways Through\naccess to networks, knowledge, Housing and Pathways\nand capability-building Through Business\nreports released\n2,956\nOver\npeople provided $389\nwith an IBA product,\njob or procurement M distributed through capital or\nopportunity capability development activities\nInclusion\nFirst\n2024\nESG\nImpact\nStrategy Expanded\nfinancial Report\nlaunched education,\ntraining delivered\n& workshops\n107\ncustomers\napproved for a Delivered natural disaster relief grants to:\nshared equity 266 34\nhome loan business finance\nhome loan customers customers\nProsperity Larrakia Development\nCorporation Pty Ltd\n505 now own\n5%\ncustomers assisted to\nbuy their first home\nof the Darwin\nwaterfront precinct\n42 participants attended Piloted business\nan Investor forum in insurance initiative\nBoorloo (Perth) with NRMA\nExcellence\nOur People Platform", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.pdf (https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.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-003069", "entity_name": "Indigenous Prosperity Fund - Growth Fund", "folder_name": "Indigenous-Prosperity-Fund-Growth-Fund", "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": "[pages 34,35,36,37,38,39,40,41]\nbase of the IBA group is made up of: • $9.4 million in appropriations\n• Commonwealth grant and • $217.7 million from self-generated revenue\nappropriation revenue (mostly interest earnings, dividends from\ninvestments, rental receipts from investment\n• investment from First Nations co-investment properties and subsidiaries’ customer contracts).\npartners\nRecycling our capital and profits from housing and\n• self-generated income. business loan portfolios and investments, along\nwith additional funding from government, allows\nus to distribute more money for the benefit of\nAboriginal and Torres Strait Islander people.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.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-003069", "entity_name": "Indigenous Prosperity Fund - Growth Fund", "folder_name": "Indigenous-Prosperity-Fund-Growth-Fund", "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": "[pages 34,35,36,37,38,39,40,41]\nbase of the IBA group is made up of: • $9.4 million in appropriations\n• Commonwealth grant and • $217.7 million from self-generated revenue\nappropriation revenue (mostly interest earnings, dividends from\ninvestments, rental receipts from investment\n• investment from First Nations co-investment properties and subsidiaries’ customer contracts).\npartners\nRecycling our capital and profits from housing and\n• self-generated income. business loan portfolios and investments, along\nwith additional funding from government, allows\nus to distribute more money for the benefit of\nAboriginal and Torres Strait Islander people.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.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-003069", "entity_name": "Indigenous Prosperity Fund - Growth Fund", "folder_name": "Indigenous-Prosperity-Fund-Growth-Fund", "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": "[Page 22]\nIBA constantly strives to remain Outcome 9 in the Commonwealth’s 2024 Closing\nthe Gap Implementation Plan says:\nagile and adaptive to changes\n‘The Commonwealth remains committed to\nin government policy, market working with states and territories and Aboriginal\nand Torres Strait Islander people to ensure safe\nconditions, and political and\nand secure housing that is accessible, aligned\neconomic cycles. with people’s priorities and needs, and includes\naccess to a range of essential services including\ndigital technology.’\nAs a Corporate Commonwealth Entity, IBA must\nIBA recognises that securing appropriate,\nadapt to evolve with legislation and policies set by\naffordable housing aligned with the\nthe Australian Government such as the:\npriorities and needs of Aboriginal and Torres\n• Commonwealth Risk Management Policy Strait Islander people is key to prosperity,", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.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-003069", "entity_name": "Indigenous Prosperity Fund - Growth Fund", "folder_name": "Indigenous-Prosperity-Fund-Growth-Fund", "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": "[Page 22]\nIBA constantly strives to remain Outcome 9 in the Commonwealth’s 2024 Closing\nthe Gap Implementation Plan says:\nagile and adaptive to changes\n‘The Commonwealth remains committed to\nin government policy, market working with states and territories and Aboriginal\nand Torres Strait Islander people to ensure safe\nconditions, and political and\nand secure housing that is accessible, aligned\neconomic cycles. with people’s priorities and needs, and includes\naccess to a range of essential services including\ndigital technology.’\nAs a Corporate Commonwealth Entity, IBA must\nIBA recognises that securing appropriate,\nadapt to evolve with legislation and policies set by\naffordable housing aligned with the\nthe Australian Government such as the:\npriorities and needs of Aboriginal and Torres\n• Commonwealth Risk Management Policy Strait Islander people is key to prosperity,", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2023-24.pdf (https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.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-003069", "entity_name": "Indigenous Prosperity Fund - Growth Fund", "folder_name": "Indigenous-Prosperity-Fund-Growth-Fund", "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 18]\n–\nOUR PROGRESS AGAINST\nTHE 5 STRATEGIC PILLARS\n–\nIn 2017, IBA commenced development of our current Areas of focus in 2022–23 will include:\nstrategy 2018-2023.\n• strict financial management to meet current and\nLaunched in 2018, it has guided us towards delivering future demand, given that demand is generally\nmore positive impacts across the economic, social structurally higher than IBA’s ability to supply capital\nand cultural aspects of our customers lives whilst\n• investment in and update of our new core IT system,\nlearning and adapting the way we deliver our\ncustomer facing portal and data warehouse to\nproducts and services.\nimprove customer experiences\nIn 2019, the disruption to business as usual and the • investment in the development of staff capability\nimpacts of the pandemic were unavoidable.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2022/08/IBA-Corporate-Plan-2022_23.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-003069", "entity_name": "Indigenous Prosperity Fund - Growth Fund", "folder_name": "Indigenous-Prosperity-Fund-Growth-Fund", "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 18]\n–\nOUR PROGRESS AGAINST\nTHE 5 STRATEGIC PILLARS\n–\nIn 2017, IBA commenced development of our current Areas of focus in 2022–23 will include:\nstrategy 2018-2023.\n• strict financial management to meet current and\nLaunched in 2018, it has guided us towards delivering future demand, given that demand is generally\nmore positive impacts across the economic, social structurally higher than IBA’s ability to supply capital\nand cultural aspects of our customers lives whilst\n• investment in and update of our new core IT system,\nlearning and adapting the way we deliver our\ncustomer facing portal and data warehouse to\nproducts and services.\nimprove customer experiences\nIn 2019, the disruption to business as usual and the • investment in the development of staff capability\nimpacts of the pandemic were unavoidable.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2022-23.pdf (https://www.iba.gov.au/wp-content/uploads/2022/08/IBA-Corporate-Plan-2022_23.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": [ { "category": "annual-reports", "year": "2024-25", "url": "https://www.iba.gov.au/wp-content/uploads/2025/10/IBA-Annual-Report-2024-25_web.pdf", "file": "annual-reports/2024-25.pdf", "bytes": 20847131, "link_text": "IBA Annual Report 2024-25 (PDF 20 MB)" }, { "category": "annual-reports", "year": "2023-24", "url": "https://www.iba.gov.au/wp-content/uploads/2024/11/IBA-AR-2023-24_web.pdf", "file": "annual-reports/2023-24.pdf", "bytes": 27275770, "link_text": "IBA Annual Report 2023-24 (PDF 26 MB)" }, { "category": "annual-reports", "year": "2022-23", "url": "https://www.iba.gov.au/wp-content/uploads/2023/10/IBA-2022-23_AnnualReport_web.pdf", "file": "annual-reports/2022-23.pdf", "bytes": 23054979, "link_text": "IBA Annual Report 2022-23 (PDF 22 MB)" }, { "category": "annual-reports", "year": "2021-22", "url": "https://www.iba.gov.au/wp-content/uploads/2022/11/IBA-AR-2021-22_web.pdf", "file": "annual-reports/2021-22.pdf", "bytes": 6488585, "link_text": "IBA Annual Report 2021-22 (PDF  5.8 MB)" }, { "category": "annual-reports", "year": "2020-21", "url": "https://www.iba.gov.au/wp-content/uploads/2021/10/IBA-AR-2020-21-FINAL-web.pdf", "file": "annual-reports/2020-21.pdf", "bytes": 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