The NIAA is committed to maturing performance management and continuing to improve performance measures. The NIAA’s planned approach continues to strengthen performance management practices, reduce compliance risks, and enhance alignment with the Public Governance, Performance and Accountability Act 2013 and PGPA Rule 2014.
In 2024–25, the NIAA implemented a Materiality Framework, updated the NIAA’s Purpose Statement, Key Activities and Enterprise Performance Architecture, and produced a set of Enterprise Performance Logic Maps. This work has guided the design of the 2025–29 performance measure suite.
As part of the NIAA’s enterprise performance maturity uplift, 10 enterprise performance measures have been developed for the 2025–29 period. These measures are purpose aligned, strategically focused, and assess NIAA’s performance across a range of areas.
Performance measures will continue to evolve as data availability matures.
The NIAA’s work in strengthening its enterprise performance measurement framework reflects a strategic commitment to meaningful, purpose-driven performance measures that are linked to the NIAA’s Executive Order, Purpose and Key Activities.
Over the course of this Corporate Plan, the NIAA will continue to enhance the meaningfulness and measurability of performance measures. This includes promoting the reliability and verifiability of data, reducing risks of bias in measurement approaches, and integrating a range of qualitative and quantitative data sources. The NIAA is continuing to develop an appropriate mix of output, efficiency, and effectiveness measures to demonstrate performance over time. Over the forward years, this uplift will position the NIAA to better articulate its impact, strengthen transparency, and ensure accountability to Parliament and the Australian public.
The NIAA has identified areas where data maturity is still evolving—particularly in relation to high-materiality areas such as Closing the Gap coordination, working in partnership and influencing across governments. These areas will be a focus for development over the next 3 years, with consideration given to establishing new measurement methods and data sources. This may include qualitative and quantitative methods (such as surveys, interviews and case studies), alongside the exploration of efficiency metrics to support a more complete and balanced assessment of performance and impact.
Key activity 1
Performance Measure 1.1: Closing the Gap
Performance Measure 1.2: Economic Empowerment
Performance Measure 1.3: Food Security
Key activity 2
Performance Measure 2.1: Partnerships
Performance Measure 2.2: Housing
Performance Measure 2.3: NT Remote Aboriginal Investment
Key activity 3
Performance Measure 3.1: Remote Jobs and Economic Development
Performance Measure 3.2: Remote Australia Employment Service
Performance Measure 3.3: Indigenous Rangers Program
Performance Measure 3.4: Indigenous Advancement Strategy Service Requirements