Corporate Plan 2021-25 - Aboriginal Hostels Limited

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Corporate Plan 2021-25 - Aboriginal Hostels Limited
Corporate Plan
2021-25
Corporate Plan 2021-25 - Aboriginal Hostels Limited
Introduction
Aboriginal Hostels Limited acknowledges the              This Corporate Plan sets out a series of core
Traditional Owners and Custodians of Country             operational and strategic priorities which AHL will
throughout Australia and their continuing connection     continue to pursue. Priorities include communicating
to land, waters and community. We pay our respects       our purpose with clarity, rebuilding our cultural
to Aboriginal and Torres Strait Islander people and      identity, maximising partnerships, rationalising our
cultures, and we pay our respects to Elders past,        asset base and improving our service offering. We will
present and emerging.                                    also look to continue to strengthen our people, fiscal
                                                         and governance capabilities.
The Directors of Aboriginal Hostels Limited (AHL),
as the accountable authority, present the AHL            The actions that AHL will take in 2021–22 in support
Corporate Plan for 2021–2022, which covers the           of each of the priority areas are outlined within. These
period 2021–2025, as required under s 95(1) of the       actions will ensure AHL is well positioned to continue
Public Governance, Performance and Accountability        to meet the needs of over 20,000 Aboriginal and
Act 2013.                                                Torres Strait Islander men, women and children who
                                                         stay with us each year.
AHL provides accommodation through a national
network of facilities for Aboriginal and Torres Strait
Islander people who are travelling, relocating or who
need to be away from home to access services and
economic opportunities.
AHL is an Australian Government Company limited by
guarantee and incorporated under the Corporations
Act 2001. The Australian Government, through the
responsible Minister, is the sole member of the
Company.

Use of Aboriginal flag colours is by
permission of the original artist, Mr. Harold
Thomas (agreement in relation to past and
future use enacted December 2016).

               Corporate Plan 2021–2022
Corporate Plan 2021-25 - Aboriginal Hostels Limited
Contents
Welcome from the Chair                            2
Our Vision                                        3
Our Purpose and Values                            4
Accommodation Services                            5
 AHL’s hostel network                             6
Operating Environment                             7
 Accommodation Supply and Demand
Outlook for 2021-22                               8
Strategic Focus                                   9
  Strategic Priorities in 2021-22                10
Partnerships and Engagement                      11
 Key partnerships in 2021-22                     12
Capabilities                                     13
 Facilities
 Financials 2021-22
 Customer Service
 Corporate Governance
Performance Framework                            14
People                                           16
Risk Management                                  17
  Enterprise Risk Management (ERM)
  Monitoring and Review
  AHL Enterprise Risk Framework                  18
  Enterprise Risk Priorities                     19
Relevant Legislation                             20

                      Corporate Plan 2021–2022    1
Corporate Plan 2021-25 - Aboriginal Hostels Limited
Welcome from the Chair
Welcome to Aboriginal Hostels Limited (AHL)                We will also be focusing on rebuilding our
Corporate Plan for 2021-2022. As I reflect upon the        cultural identity and connections. Our identity is
challenges we have faced over the last year, I feel        fundamental to who we are as an organisation
proud of our achievements in being able to maintain        - AHL has a long and proud history, stretching
service continuity, while keeping our residents and        back to 1973. Since establishment, we have been
staff safe as a result of the challenges of the COVID-19   constantly adapting, to ensure we can meet the
pandemic. I intend to harness and maintain the             needs of Indigenous Australians who rely upon our
resilience and flexibility which AHL has demonstrated      accommodation and services. We look forward to
throughout this period, as we collectively enter a         continuing this journey into the future, in partnership
phase of recovery and rebuilding. The Board has            with our valued stakeholders.
recently had the opportunity to take stock of where
we are at and agree priorities and actions to work
                                                           Regards
on, which reflect our clear purpose. Some of the
objectives that we will be focusing on, over the short
term, include working on maximising our partnerships
and engagement, improving our product and service
offering and maintaining robust and effective
                                                           Anthony Ashby
governance.
                                                           Chairperson

2              Corporate Plan 2021–2022
Corporate Plan 2021-25 - Aboriginal Hostels Limited
Our Vision
AHL’s vision is to improve the quality of life and economic
opportunity for Indigenous Australians.

                                        “I had nowhere to go...
                                        “I had nowhere to go ...
                                        I knew a person who worked
                                        here, and I rang up to see
                                        about staying here. I now
                                        have a fulltime job and am
                                        waiting for a house. This is
                                        much better....”
                                        AHL Resident, Silas Roberts Hostel, Darwin

                                                  Corporate Plan 2021–2022           3
Corporate Plan 2021-25 - Aboriginal Hostels Limited
Our Purpose
AHL’s purpose is to provide safe, culturally             “Whether helping students live near
appropriate and affordable accommodation for
Indigenous Australians who need to be away from
                                                         their school, giving people a home
home to access services and economic opportunities.      base while they secure a job, or
Across its network of hostels, dedicated AHL staff       temporary accommodation for
provide accommodation and meals in an environment        health or other reasons, AHL
which supports our residents, including through
strong relationships with local Indigenous service
                                                         provides a safe place.”
providers and referral agencies.                         THE HON. KEN WYATT, MINISTER
                                                         FOR INDIGENOUS AUSTRALIANS
AHL will focus on a range of strategies to ensure
quality of service and the ability to offer affordable
accommodation on a sustainable basis.

Our Values
In delivering on its core purpose, AHL’s                 Dignity and opportunity by
values include:                                          • being a learning organisation for
                                                           residents and staff
Respect for
                                                         • fostering teamwork, collaboration
• our residents                                            and meaningful engagement
• Aboriginal and Torres Strait Islander                  • being an employer of choice for
  cultures, protocols and languages                        Indigenous Australians.
• our staff                                              These values are embedded throughout all levels of
• our partner organisations and stakeholders             the organisation as part of AHL’s Cultural Statement,
                                                         produced in collaboration with our staff and designed
Accountability and commitment to                         to foster a sense of pride and commitment in
• Australian Government priorities for                   delivering services for Indigenous Australians:
  Indigenous Australians
• efficient and effective business practices                    Professional
  and use of Company funds
• culturally safe and appropriate                               Respectful
  accommodation
                                                                Open
                                                                Understanding
                                                                Dedicated

4              Corporate Plan 2021–2022
Corporate Plan 2021-25 - Aboriginal Hostels Limited
Accommodation Services
AHL is a not-for-profit Company wholly owned by               “If you ever get the chance to
the Australian Government, with an independent                experience hostel life, give it 110%,
non-Executive Board of Directors.                             don’t go in halfhearted, it really is a life
Each year, AHL provides a place to stay for more than         changing opportunity. It changed my life
20,000 Aboriginal and Torres Strait Islander men,             and I’ll be forever grateful.”
women and children.                                           AHL Student, Grey St Hostel, Dubbo

Residents are charged a tariff that is affordable for      3. Health and medical (12 facilities, 356 beds,
recipients of Australian Government income support.           21 per cent of capacity)
Through an annual appropriation, the Australian
                                                              Medical hostels cater specifically for Indigenous
Government provides funds to cover the gap between
                                                              people who need to be away from home to
tariff income and the cost of providing hostel services.
                                                              access medical treatment, including renal dialysis
Being employed is positively linked to health and             and antenatal or postnatal care for mothers and
prosperity and AHL is proud to be one of the largest          babies.
Government providers of employment and training
                                                              Financial assistance and help with transport
for Aboriginal and Torres Strait Islander people.
                                                              are available through state and territory
AHL’s hostel network is segmented into three                  patient‑assisted travel schemes.
service categories:
                                                              “I get scared with my health. It’s good
1. Multipurpose (21 facilities, 1083 beds,                    having people here. They can help if
   65 percent of resident capacity)                           I get sick. A lot of family visit also.”
    AHL’s multipurpose offering provides                      AHL Resident, Wangkana Kari Hostel,
    accommodation in towns and cities for                     Tennant Creek
    individuals and families awaiting housing, seeking
    employment, meeting general business and
    other commitments away from their homes and
    communities. Some residents stay until they are
    able to access long‑term accommodation.
    “I have a safe place to stay...”
    AHL Resident, Tonky Logan Hostel, Townsville

2. Secondary and tertiary education
   (12 facilities, 242 beds, 14 per cent of capacity)
    Secondary students are accommodated and
    supported by a Head of Boarding and team of
    youth workers, while they attend high school
    away from their homes.
    Eligible students attract Abstudy payments
    to support the full cost of boarding.
    AHL also provides accommodation for
    Indigenous people participating in higher
    education, training and employment programs
    through our tertiary hostels.

                                                                  Corporate Plan 2021–2022                     5
Corporate Plan 2021-25 - Aboriginal Hostels Limited
AHL’s hostel network
                                                               Nhulunbuy               Thursday Island (2)

                                                  Darwin (5)
                                                 Wadeye

                               Kununurra      Katherine (3)                                  Cairns

                              Derby              Top end                                        Townsville (2)
                          Broome
                                            Tennant Creek (2)                 Mount Isa                Mackay
              South Hedland
                                                                                                             Rockhampton
                                                                                 Queensland
                                             Alice Springs (5)
                Western Australia
                                                                                              Brisbane (2)

                                                 Southern Central
                          Kalgoorlie                Australia                             Tamworth
            Perth (2)                                                                  Dubbo
                                                               Adelaide (3)       South Eastern                Newcastle (2)
                                                                                    Australia                Sydney (3)
                                                                                                  Canberra
                                                                                    Melbourne

Darwin                         Perth                             Nhulunbuy                        Tamworth
Daisy Yarmirr Hostel           Allawah Grove Hostel              Nhulunbuy Hostel                 Tamworth Hostel
Galawu Hostel                  Derbal Bidjar Hostel              Thursday Island                  Dubbo
Silas Roberts Hostel           Adelaide                          Jumula Dubbins Hostel            Grey Street Hostel
Gudang Dalba Hostel            Luprina Hostel                    Canon Boggo Pilot Hostel         Newcastle
Nagandji Nagandji-Ba Hostel    Nindee Hostel                     Cairns                           Durungaling Hostel
Wadeye                         Mulgunya Hostel                   Kuiyam Hostel                    Kirinari Newcastle Hostel
Kardu Darrikardu               Alice Springs                     Townsville                       Sydney
 Numida Hostel                 Apmere Mwerre Visitor Park        Iris Clay Hostel                 Tony Mundine Hostel
Kununurra                      Ayiparinya Hostel                 Tonky Logan Hostel               Biala Hostel
Kununurra Hostel               Topsy Smith Hostel                                                 Kirinari Sylvania Hostel
                                                                 Mackay
Derby                          Sid Ross Hostel
                                                                 Mackay Hostel                    Canberra
Kabayji Booroo Hostel          Alyerre Hostel
                                                                 Mt. Isa                             AHL National Office
Broome                         Tennant Creek
                                                                 Kabalulumana Hostel              Melbourne
Broome Hostel                  Wangkana Kari Hostel
                               Tennant Creek Secondary           Rockhampton                      William T Onus Hostel
South Hedland                                                    Neville Bonner Hostel
South Hedland Hostel           Katherine
                               Katherine Women’s                 Brisbane
Kalgoorlie                                                       Yumba Hostel
                                Medical Hostel
Trilby Cooper Hostel                                             Elley Bennet Hostel
                               Corroboree Hostel
                               Fordimail Student Hostel

6               Corporate Plan 2021–2022
Corporate Plan 2021-25 - Aboriginal Hostels Limited
Operating Environment
AHL is an Indigenous Portfolio Body within the               Torres Strait Islander organisations) recognises the
Department of the Prime Minister and Cabinet                 importance of access to appropriate, affordable
portfolio.                                                   housing that is aligned with priorities and need. As a
AHL is a Commonwealth Company that operates                  leading provider of accommodation for Indigenous
under the Public Governance, Performance and                 Australians and embedded within the communities
Accountability Act 2013 (PGPA Act).                          it works with, AHL is keenly attuned to local need
                                                             and plays an important role in supporting the
The Australian Government’s priorities for Aboriginal        Government’s efforts to increase opportunities for
and Torres Strait Islander peoples include working           Aboriginal and Torres Strait Islander Australians.
in partnership to realise improved employment,
education and health outcomes. AHL, through the              The work AHL does day to day represents
provision of accommodation, supports improved                practical and tangible efforts towards
access to employment, education and health services          addressing priorities identified in the
in place-based settings across Australia.                    National Agreement on Closing the Gap.

The work AHL does towards meeting the                        AHL will also continue to contribute to growing
Government’s commitment to increasing access to              the Indigenous economy and supporting economic
education is particularly important; a good education        wellbeing, including through continued achievement
is key to advancing the independence of current and          in Indigenous procurement and Indigenous
future generations of Indigenous young people.               employment.
The National Agreement on Closing the Gap                    AHL’s outcome under the Portfolio Budget
(developed in partnership between Australian                 Statements for Indigenous Affairs is measured
Governments and the Coalition of Aboriginal and              in occupancy rate.

PBS Targets: Occupancy level as a percentage of resident bed nights available per annum

         2021 - 22                    2022 - 23                     2023 - 24                   2024 - 25
            70%                          70%                          70%                          70%

Accommodation supply and demand                              AHL continued to provide much needed
                                                             accommodation services across the network, with
AHL continues to review demand for services and
                                                             every hostel remaining open and only restricting
adjust service offerings as required. In 2021-22, AHL
                                                             new residents in multipurpose hostels and education
will shift the tertiary hostels offering to increase focus
                                                             hostels during the peaks of the pandemic. Medical
on residents accessing employment programs and
                                                             hostels continued to accept new residents, with
training, recognising a decline in demand for tertiary-
                                                             multipurpose hostels also accommodating people
only hostels. Secondary education offerings have
                                                             with regular and immediate high care needs, including
been strengthened through stronger partnership
                                                             those accessing renal health services, to assist with
support and occupancy has improved, demonstrating
                                                             addressing ongoing demand.
a sound demand for culturally sensitive education
boarding for young Aboriginal and Torres Strait              AHL’s COVID-19 Management Plan has required
Islander people.                                             hostels to be agile in responding to State and Territory
                                                             requirements on a continuing basis. This need to be
The continued demand for AHL accommodation
                                                             responsive to change will continue throughout 2021-
services, throughout the COVID-19 pandemic
                                                             22. Despite this, occupancy is expected to continue
demonstrates AHL is meeting the ongoing need
                                                             to remain strong as people recommence travel and
for accommodation services.
                                                             select non-essential medical services resume.
AHL’s occupancy across the hostel network
was 70% in 2020-21.

                                                                     Corporate Plan 2021–2022                         7
Corporate Plan 2021-25 - Aboriginal Hostels Limited
Outlook for 2021-22
AHL will continue to operate efficiently, while          Strengthening Fiscal Capability is one of the agreed
providing accommodation to individuals unable to         Strategic Priorities within the Roadmap, which
afford accommodation at commercial rates. While          includes action areas to support this focus on revenue
some cost recovery is possible in the current model,     diversification, and improved fiscal planning and
there will be an ongoing need for subsidy, to ensure     management. These actions will inform discussions
vulnerable people can continue to access services.       with Government around a potential rebasing of AHL’s
                                                         annual appropriation in the future years.
While AHL is not budgeting to achieve a break-even
operating result in 2021-22 and the out years, all
efforts will be employed to maintain cost controls
to reduce deficits going forward. AHL’s 2021-22
Budget assumes that tariff income will continue to be
affected by COVID-19. Restricted spending measures
will remain in place and a modest tariff increase will
be implemented, which should assist with revenue,
while maintaining affordability for residents.

8             Corporate Plan 2021–2022
Strategic Focus
To ensure that AHL continues to achieve meaningful       • AHL should not be in competition with other
impact, a five-year Strategic Roadmap has been             providers and should operate only in areas of
developed by the Board. The Roadmap sets out the           market failure.
direction through to 2025 and was formalised after       • AHL should not provide services in areas the
undertaking an environmental scan, to establish            Commonwealth already funds. AHL’s service
how AHL is positioned. These discussions helped to         footprint should be in the health, secondary
establish a shared understanding of AHL’s strategic        education and multipurpose segments.
environment, mandate, priorities, and objectives.
                                                         • AHL must continue to operate within budgets,
Over its nearly fifty-year history, AHL has                and will explore alternative funding sources
demonstrated versatility in its approaches and             and partnerships where needed to achieve its
the Roadmap will enable AHL to be responsive to            objectives.
changes in the environment, while remaining faithful     • AHL will reassess its contribution to the growth
to our core values. The needs of our residents and         in demand for more medium‑term, transitional
the broader Aboriginal and Torres Strait Islander          accommodation. However, AHL will not move into
community were guiding factors in designing the            social or other forms of public housing provision.
Roadmap, as they are at the forefront of all that
we do.
In line with AHL’s mandate, the Roadmap is based
on the following underlying principles:
• While AHL itself does not provide wraparound
  support services, AHL will look to improve
  our connections with wraparound services, so
  that residents’ needs can be supported, in an
  integrated way.

                                              The Hon. Ken Wyatt, Minister for Indigenous Australians,
                                              with members of the AHL Board and Executive

                                                                 Corporate Plan 2021–2022                   9
Strategic priorities in 2021-22
Be clear       Rebuild          Maximise         Improve          Grow           Strengthen        Maintain   Rationalise
in our         cultural         partnerships     AHL’s            people         fiscal            governance asset base
purpose        identity         and              product          capability     capability        capability
               and              engagement       and service
               connections                       offering

Track          Establishment    Investment       Improve          Build on       Improved          Strengthen      Explore
contribution   of a Cultural    in proactive     connection       achievements   fiscal            governance      options to
to Closing     Committee        communications   to wrap          to date to     planning and      and financial   grow the
the Gap        of the Board                      around           increase       management        capability      Indigenous
                                                 services         Indigenous                                       estate
                                                                  employment
                                                                  to 66%
               Progress         Further focus    Ensure           Develop        Develop
               work on          on Stakeholder   service          workforce      revenue
               Reconciliation   Engagement       provision        strategy       diversification
               Action Plans     Plans            is resident-                    strategy
                                                 centric
                                                 Innovate to
                                                 ensure hostels
                                                 meet local
                                                 need
                                                 Review
                                                 secondary
                                                 education
                                                 intake
                                                 processes
                                                 Improve meal
                                                 services, with
                                                 a focus on
                                                 supporting the
                                                 needs of renal
                                                 residents

The achievement of these Strategic Priorities will be aided by a continued focus on business efficiency
during this period. This will include efforts to improve Work Health and Safety indicators, strengthen
our ICT environment, ensure continued compliance with regulatory requirements and management of
identified risks within tolerances.

10             Corporate Plan 2021–2022
Partnerships and Engagement
AHL will continue to focus on partnerships and             In 2021–22, engagement initiatives will focus on
engagement with key stakeholders to support and            lifting occupancy across the network, recovery from
contribute to the Company’s business objectives.           COVID-19 impacts, supporting secondary student
As a small organisation, we recognise the value of         success and improving meal services, particularly for
bringing together organisations with different and         medical residents.
complementary knowledge, expertise and skills.
                                                           At the local level, each hostel will drive tailored
                                                           stakeholder engagement plans to meet the
AHL is increasingly working with partners and
                                                           requirements of the local resident base and the
potential partners to improve accommodation
                                                           communities it services. There will be greater
offerings to better meet the needs of residents.
                                                           emphasis on engaging with residents and listening
AHL is committed to strengthening these
                                                           to their suggestions for improved service and facility
partnerships and engaging with stakeholders
                                                           offerings.
to ensure adequate provision of services to
support our residents during their stay.                   More broadly, AHL will continue to work with the
                                                           National Indigenous Australians Agency and the
Board members, as well as AHL’s Executive, Business        Minister for Indigenous Australians in 2021–22 to
Managers and hostel staff, actively engage with            ensure the Company maintains delivery of valuable
stakeholders to develop and strengthen connections         accommodation services which assist in addressing
to create opportunities for better service alignment.      priorities under the National Agreement on Closing
This includes through collaboration across agencies        the Gap.
at the Commonwealth and State/Territory levels, as
well as with service providers and organisations at the
local level.

                                                Minister for
                                           Indigenous Austalians

                                                                        Community representatives
            Hostels Residents                        AHL              Local Indigenous and mainstream
                                                                         community organisations

                                             Commonwealth,
                                      State & Territory Governments
                                                & Agencies

                                                                   Corporate Plan 2021–2022                     11
Key partnerships in 2021–2022

Responding to accommodation needs                 Improving performance in secondary
in the Northern Territory (NT)                    education hostels

Darwin                                            Purpose
Purpose                                           Ensure AHL is supporting student success in
Deliver services to alleviate Indigenous          secondary education hostels.
accommodation pressures in Darwin, NT             Engagement Approach
Engagement Approach                               Continue engagement with local stakeholders,
Supported accommodation agreements                students, families and communities.
with NT Government.                               Stakeholders
Stakeholders                                      • School principals and Indigenous
• Territory Families, Housing and                    support units
   Communities                                    • Students, families and communities
• Darwin City Council                             • State and Territory education departments
• Larrakia Nation                                 • Indigenous cultural, sporting, wellbeing
• Danila Dilba Health Service                       and recreation organisations
• Local housing and allied support                • Indigenous education support programs
  organisations                                     and providers
                                                  • Government and local health services
Tennant Creek                                     • Local charity and community groups
Purpose
Deliver services to alleviate Indigenous
accommodation pressures in Tennant Creek,
as part of the Barkly Regional Deal
Engagement Approach
Alignment with Barkly Regional Deal objectives,
targeted service offer with referral partners.
Stakeholders
• Barkly Regional Council
                                                              “Catholic Care took me
• Northern Territory Government
• Department of Infrastructure,
                                                              here. I was living in a tin
  Regional Development and Cities                             house on Top Camp… I like
• Department of the Prime Minister                            staying here. I have a niece
  and Cabinet
• National Indigenous Australians Agency                      staying with me...”
• Local non‑government organisations                          AHL Resident, NT
  and service providers

12            Corporate Plan 2021–2022
Capabilities
Facilities                                                  Corporate Governance
Facilities management continues to improve with             AHL operates in a complex regulatory and
greater focus on engaging preferred suppliers               accountability environment. In carrying out its
under Deeds of Standing offer arrangements and              governance role, the Board must ensure that AHL
increasing engagement with Indigenous businesses to         complies with its contractual, statutory and other
provide goods and services. This will provide a strong      legal obligations.
foundation for future facilities management.
                                                            AHL’s Board members bring a diversity of
The Corporate Plan period to 2025 will see more
                                                            skills including broad public and private sector
standardised asset offerings across the hostel
                                                            expertise to their roles. The Board’s extensive
network and a greater focus on fit for purpose
                                                            corporate governance experience ensures that
amenities, driven by resident requirements.
                                                            objectives are pursued within an environment of
Maintenance schedules were put in place in 2020-            accountability and transparency. This capability
21 and these will continue to support cost effective        is complemented by the deep cultural expertise
management of the facilities in future years.               of Aboriginal and Torres Strait Islander Board
                                                            members from across the country.
Financials 2021-22
                                                            AHL’s Governance Charter calls for on‑going
›­­	 $119 million property portfolio
                                                            professional development of Directors, particularly
›­­	 $35.7 million appropriation in 2021–22
                                                            given the complex and evolving nature of corporate
›­­	 $21 million self-generated revenue                     governance and the changing environment in which
     (tariff + contracted services)                         AHL operates.
›­­	   $30.6 million payroll
                                                            To ensure best practice corporate governance, the
AHL’s fixed annual appropriation against rising costs       Board conducts an annual review of its performance
places significant pressures on the organisation going      and effectiveness, including:
forward. As a result, tight financial controls and fiscal
                                                            • governance structure, roles and relationships
restraint will remain in place during the period of this
Corporate Plan.                                             • performance of Board functions
                                                            • Board decision‑making processes
Customer service                                            • Board skills, culture and development.
AHL’s Customer Service Charter is an expression             Directors receive comprehensive inductions and
of the organisation’s commitment to its customers           briefings on their appointment to assist them to
to strengthen its focus on frontline services.              meet their Board and Committee responsibilities.
The Charter commits AHL to consistently
deliver well‑maintained hostels with clean and
comfortable rooms, nutritious meals and welcoming,
professional‑standard customer service. The Charter
is supported by customer feedback and complaint
management mechanisms. A Resident Satisfaction
Survey was also undertaken in 2021 across a number
of hostels, which will further inform improved
customer service.

                                                                    Corporate Plan 2021–2022                      13
Performance Framework
Key Activities and Performance Measures 2021–22 to 2024–25

Priorities         Activity                        Objective                          Measures
Be clear in        Defining our role in            An improved ability to define      Development and
our purpose        providing accommodation         our service delivery in areas of   implementation of
                   services for Indigenous         demand and development of          processes which allow for
                   people including in regard      processes to better track and      better understanding and
                   to supporting targets of        report on AHL’s contribution       communication of AHL’s
                   the National Agreement on       to the Closing the Gap             purpose and value.
                   Closing the Gap.                agenda.
Rebuild cultural   Establishment of a Cultural     To ensure that Aboriginal and      Committee established and
identity and       Committee of Board.             Torres Strait Islander cultural    providing advice to the Board
connections                                        perspectives are at the centre     and Executive.
                                                   of our work.
                   Ensure hostels are culturally   To ensure systems and              Achievement of positive results
                   safe environments that          frameworks support the             on this aspect through AHLs
                   can support the holistic        cultural safety of residents.      established feedback processes.
                   wellbeing of residents.
Maximise           Link in with local service      To support multi-sector            Effective asset utilisation,
partnerships       providers, particularly those   partnerships, to ensure            through increased occupancy.
and engagement     in the Health                   vulnerable people have
                   sector.                         access to the support that
                                                   they need.
                   Engage with a broad range       To strengthen partnerships         Establishment of Company and
                   of Indigenous organisations.    with Indigenous organisations,     individual hostel stakeholder
                                                   to ensure that services are        engagement plans.
                                                   connected to community.
Improve AHL’s      Improve partnerships, to        To ensure residents are            Case studies, highlighting
product and        connect with wrap-around        supported to meet their            service integration.
service offering   services.                       diverse needs.
                   Innovate to leverage            To ensure hostels are on the       Effective asset utilisation
                   hostels to suit local           front foot in terms of catering    through increased occupancy.
                   need.                           to changing demographics.
                   Secondary education             Increase student participation,    Increase in secondary student
                   strategy and education          to facilitate greater access       enrolments (measured as
                   outcomes.                       to education for young             occupancy rate).
                                                   Indigenous Australians.            Increase in retention rates
                                                                                      across the school year.
                                                                                      Number of children staying
                                                                                      in multipurpose facilities
                                                                                      (and attending school).
                                                                                      Year twelve graduates.
                   Resident Satisfaction           Benchmark quality of service   Minimum 80% resident
                   Survey.                         levels with residents to drive satisfaction rating.
                                                   operational improvements and
                                                   facility enhancements.

14            Corporate Plan 2021–2022
Priorities          Activity                      Objective                      Measures
Improve AHL’s       Targeted occupancy            Increase utilisation           Minimum 70% occupancy rate.
product and         strategies.                   and tariff revenue.
                                                                                 Number of residents
service offering
                                                                                 accommodated (measured
Continued
                                                                                 as unique occasions of stay).
                    Quality Assurance             Ensure regulatory compliance   Continued improvement in
                    Program.                      and safe, comfortable          accommodation amenity,
                                                  facilities.                    food and safety ratings.
                    Strategic Asset               Maintain hostel assets to      Implementation of site based
                    Management Plans.             uniform building standards.    asset management plans.
                                                                                 Maintain industry benchmark
                                                                                 repair and maintenance
                                                                                 investment in hostel assets (at
                                                                                 least 2% of replacement value).
                                                                                 Compliance with building and
                                                                                 safety codes, all hostels fit for
                                                                                 occupation.
                                                                                 Planned vs unplanned
                                                                                 maintenance ratio shifted
                                                                                 from 50/50 to 70/30.
                    Hostel Accommodation          Provide consistent standards   Development and
                    Standards.                    of hostel accommodation to     implementation of uniform
                                                  residents.                     hostel accommodation
                                                                                 standards by accommodation
                                                                                 category.
Grow people         Workforce Strategy,           To maximise workforce          Meet target of 66% Indigenous
capability          encompassing training and     engagement and service focus   employment with increased staff
                    development of Indigenous     and to support Indigenous      retention rates.
                    staff, and providing career   leadership development.
                                                                                 APS staff census results in line
                    pathways.
                                                                                 with comparator agencies.
                                                                                 Investment in targeted learning
                                                                                 and development opportunities
                                                                                 to aide career progression.
Strengthen          Financial planning and        Identify savings and reduce    Operating result consistent with
fiscal capability   controls.                     projected deficits.            or better than Government
                                                                                 approved budget.
Maintain            Connect AHL leadership,       To ensure the leadership       Participation in professional
governance          directors and committee       has access to contemporary     development activities.
capability          members with professional     thinking and tools, in
                    development opportunities.    governance and directorship.
Rationalise asset Explore options to              To build partnerships with    Increased partnerships
base              partner with community          communities and organisations supporting Indigenous
                  organisations.                  to expand and improve the     accommodation demand.
                                                  AHL asset base.

                                                                     Corporate Plan 2021–2022                        15
People
AHL staff come from diverse backgrounds and                          ‘The People, its like home
have a broad range of professional experience that
assists us to meet the needs of our residents. With                  to me. They know you….
an Indigenous workforce of 50%, AHL has one of the                   They look after us.’
highest proportions of Indigenous employees in the
Australian Public Service.                                           AHL Resident, Galawu Hostel, Darwin

The year ahead will see continued investment in our
people through:
• a review of our approach to the recruitment
  of Indigenous staff in order to increase the
  Indigenous component of our workforce to 66%
• well-structured learning and development
  programs, training and networking opportunities
• acknowledgement of high performance through
  our P.R.O.U.D. and NAIDOC Recognition and              ‘As a proud employee of
  Service Awards                                         Aboriginal Hostels, I have had
• the development of a meaningful and sustainable
  Reconciliation Action Plan to support initiatives to
                                                         the privilege of sharing in the
  enhance reconciliation with our stakeholders           lives of many Indigenous people
• a commitment to better understand Indigenous           and families. I am humbled
  Australia through Cultural Awareness Training
• the development of a Workforce Strategy that           by their generosity of spirit in
  enables us to attract and retain capable people        allowing me in to their lives
  who can help us deliver our outcomes in a
  continuously changing environment.                     whilst staying at our hostels and
                                                         I have grown enormously from
                                                         these experiences. We have a
                                                         responsibility to recognise the
                                                         human aspect of our work in
                                                         order to provide the best service
                                                         to our residents and to work
                                                         towards being an employer
                                                         of choice for Indigenous
                                                         Australians.’
                                                         AHL staff member, Top End

16            Corporate Plan 2021–2022
Risk Management
AHL manages risk by ensuring compatibility between         out the process for monitoring compliance with risk
its business strategy, business plans and Enterprise       tolerance, and any risks outside tolerance. The plan
Risk Management (ERM) framework.                           also provides instructions to the Board, management
                                                           and staff regarding the implementation of consistent
The Audit, Risk and Finance Committee assists the
                                                           risk management practices throughout AHL.
Board in discharging its responsibilities under the
Public Governance, Performance and Accountability          The risk management process is embedded into the
Act 2013. The Committee’s role is to provide               planning and delivery of AHL business to ensure that
independent assurance to the Board on the following        risks are identified, managed and mitigated as they
functions:                                                 arise.
• Risk oversight and management                            Roles and responsibilities relating to risk management
• System of internal control and internal audit            within AHL are as follows:
• Financial planning                                       • AHL Board — overall responsibility for risk
• Financial reporting                                        management
• Delegations                                              • Audit, Risk and Finance Committee —
                                                             quarterly review of the enterprise risk register
• Business continuity management
                                                             and independent assurance for the Board on
• Ethical and lawful behaviour
                                                             risk management
• Performance reporting
                                                           • Asset Management Committee — active
• Legislative and policy compliance.                         monitoring of any risks related to Company assets
Committee membership is comprised of AHL Board             • CEO — compliance with AHL’s Risk
members and independent subject matter experts, to           Management Policy and Risk Management Plan
ensure the Committee discharges its responsibilities
                                                           • CFO/Company Secretary — compliance
effectively. As is protocol across the Commonwealth,
                                                             with ERM framework and process
the Australian National Audit Office (ANAO) has
                                                           • All AHL staff — active management of risk in
a standing invitation to attend all Audit, Risk and
                                                             accordance with Risk Management Policy and
Finance Committee meetings.
                                                             Risk Management Plan.
Enterprise Risk Management (ERM)                           Monitoring and Review
ERM is a structured, consistent and continuous
                                                           AHL’s ERM framework is reviewed annually as part of
process used across AHL at the strategic and
                                                           the process of continuous improvement set out in
operational levels and is in line with ISO31000:2018
                                                           AS/NZS ISO 31000.
standards. It is used for identifying, assessing,
responding to and reporting on opportunities and           The Board is regularly appraised of significant risk
threats that affect the achievement of AHL’s business      mitigation activities. It also receives assurance that
objectives.                                                Risk Management Plans are in place for each key
                                                           risk, and that appropriate risk mitigation is being
AHL’s risk appetite is articulated through its risk
                                                           undertaken for operational and strategic risks.
appetite statement, its descriptions of likelihood and
consequence, and its matrix for rating risk and its risk
registers.
Risk tolerance is determined in reference to the
Company’s Risk Management Plan. The plan sets

                                                                   Corporate Plan 2021–2022                         17
AHL Enterprise Risk Framework

                 AHL Risk Management Policy

        AHL Risk                               AHL Risk
     Management Plan                       Appetite Statement

                        AHL Organisation
                          Risk Register                   Risk In Risk Registers
                                                        Beyond Tolerance Require
                                                              Action Plans

                         AHL Subsidiary
                          Risk Registers

18      Corporate Plan 2021–2022
Enterprise Risk Priorities 2021 – 22
ERM Component                Risk                                   Mitigation

DUTY OF CARE

COVID-19 Pandemic            Inability to prevent or effectively    Comprehensive COVID–19
                             manage pandemic prevention             Management Plan
                             or outbreak
Protecting Children and      Harm to children and vulnerable        Continued implementation of the
Vulnerable People            people at Secondary Education          updated Child Protection Framework
                             and other hostels                      and delivery of associated training
                                                                    program

BUSINESS EFFICIENCY AND FINANCIAL SUSTAINABILITY

Long term financial          • Unsustainable AHL funding model      • Comprehensive monthly financial
sustainability                                                        reporting and monitoring of
                             • Poor management of expenditure
                                                                      income and expenditure
                             • Unable to achieve targeted tariff
                                                                    • Repurposing hostels to suit
                               revenue
                                                                      local demand
                             • Erosion of cash reserves
                                                                    • Mid-year budget review and
                                                                      full year forecast
                                                                    • Revenue Diversification Strategy
Low Secondary Student (SE)   • Unable to obtain budgeted levels of • Project Plan to increase
Enrolments                     secondary student enrolment           student enrolment
                             • Poor reputation in some localities   • Partnering with key stakeholders
                                                                      (i.e. schools, community
                             • Lack of engagement with local
                                                                      organisations) to increase
                               schools and communities
                                                                      enrolments
                             • Cultural awareness issues
                                                                    • Ongoing improvement to
                             • Lack of appropriate staff              secondary education hostel
                                                                      standards
                             • Inadequate supervision and
                               monitoring
Information Technology       Failure to maintain system integrity   ICT Strategy and Security Plans

SUSTAINABLE ASSET MANAGEMENT

Asset portfolio              • Sites not fit for purpose            • Ongoing site inspections
                               and/ or unsafe                         and full condition audits
                             • Sites not in locations of market     • Asset management systems
                               failure                                in place and maintained
                                                                    • Effective contractor management
                                                                    • Oversight by Board Asset
                                                                      Management Committee

                                                             Corporate Plan 2021–2022                    19
Relevant Legislation
This Corporate Plan has regard to and draws on:
The Constitution of Aboriginal Hostels Ltd
Corporations Act 2001
Public Governance, Performance and Accountability Act 2013
(PGPA Act) and the PGPA Rule
Australian Charities and Not-for-Profits Commission Act 2012
Aboriginal and Torres Strait Islander Act 2005
Australian Public Service Act 1999
Auditor-General Act 1997
Privacy Act 1988
Freedom of Information Act 1982
Public Interest Disclosure Act 2013
Work Health and Safety Act 2011
Archives Act 1983
Fair Work Act 2009
Safety, Rehabilitation and Compensation Act 1988

20            Corporate Plan 2021–2022
“I like staying here...
Living here feels like
it is our home.”
AHL Resident, Wangkana Kari Hostel,
Tennant Creek

                                      Corporate Plan 2021–2022   21
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