Corporate Plan 2021-25 - Aboriginal Hostels Limited
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Corporate Plan 2021-25
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
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
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
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
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
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
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
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
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 2021–2022Strategic 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 9Strategic 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 2021–2022Partnerships 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 11Key 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 2021–2022Capabilities
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 13Performance 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 2021–2022Priorities 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 15People
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 2021–2022Risk 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 17AHL 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 2021–2022Enterprise 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 19Relevant 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 21You can also read
