Key activity 1

Performance Measure 1.1: Closing the Gap

NIAA actions under the National Agreement are delivered, ensuring accountability across all parties, leading to improved life outcomes for Aboriginal and Torres Strait Islander peoples.

Rationale

This measure assesses the NIAA’s leadership and coordination role in progressing the Commonwealth’s responsibilities under the National Agreement. The measure will assess the NIAA’s ability to deliver its actions successfully, coordinate the National Agreement in line with Commonwealth requirements and influence across governments to ensure all parties are accountable. This measure supports the aim of driving systemic change leading to improved life outcomes for Aboriginal and Torres Strait Islander peoples.

The measure represents the NIAA’s contribution to the timely, transparent, and accountable implementation of the National Agreement, through delivery of actions, strategic coordination, and shared accountability mechanisms. Success under this measure is defined by the extent to which the NIAA’s stewardship of the National Agreement across the Commonwealth is promoting systemic change, improving life outcomes for Aboriginal and Torres Strait Islander peoples.

Performance under this measure will be assessed through specific key outputs — including delivery of the NIAA’s Priority Reform and socio-economic target actions, timely finalisation of the Commonwealth Closing the Gap Annual Report (CtG Annual Report) and Closing the Gap Implementation Plan (CtG Implementation Plan), and integration of agreed review actions.

In 2025–26 and 2026–27, the NIAA will examine evolving this performance measurement, including developing qualitative and quantitative measures to strengthen the evaluation of the NIAA’s leadership and coordination role under the National Agreement.

Planned performance results and targets

Methodology

a) NIAA Priority Reform and Socio-Economic target actions are achieved.

Assessed by calculating the proportion of the NIAA Priority Reform and Socio-Economic target actions scheduled for the reporting year that are reported as achieved or on track in the CtG Implementation Plan update. This calculation provides a direct indication of the extent to which the NIAA is meeting the planned performance result. Assessment will use qualitative and quantitative analysis of progress as outlined in the CtG Implementation Plan. By focusing on the NIAA’s actions, this methodology directly demonstrates the NIAA’s leadership in delivering on commitments to drive structural reforms, consistent with the measure’s intent. This links to the planned performance result by quantifying the output that signals progress towards priorities in the National Agreement. Reporting is on a calendar year basis, with financial year reporting drawing on the outputs from the previous calendar year.

b) The CtG Annual Report and CtG Implementation Plan is finalised and delivered by the NIAA within agreed timeframes.

Assessed by confirming that the CtG Annual Report and CtG Implementation Plan are completed in accordance with Cabinet endorsement processes and delivered within the agreed government timeframes. This confirmation process directly demonstrates whether the NIAA has achieved the planned performance result by meeting the required timeframe for these key accountability documents. Verification will be based on approved government documents. This method demonstrates the NIAA’s performance in coordinating cross-government inputs, aligning policy priorities, and managing complex approval processes to meet a key accountability requirement of the National Agreement. It provides clear evidence of on-time delivery as the key output used to assess success. Delivery is expected annually in accordance with government agreed timeframes, aligning with the reporting cycle under the National Agreement. Reporting is on a calendar year basis, with financial year reporting drawing on the outputs from the previous calendar year.

c) All agreed actions from all independent reviews of Closing the Gap are embedded in the Commonwealth’s accountability mechanisms, as coordinated by the NIAA.

Assessed by verifying that the NIAA response to all independent reviews have been finalised, published, and fully integrated into the CtG Annual Report and CtG Implementation Plan. For each reporting cycle, the NIAA will identify new agreed actions in response to the reviews and confirm their alignment with the recommendations. The status of each action will be assessed as achieved or on track, and the proportion meeting these criteria will be calculated. This methodology demonstrates the NIAA’s performance in embedding review recommendations into the Commonwealth’s accountability architecture, consistent with the measure’s intent to ensure the NIAA’s actions drive systemic change and accountability. It also connects directly to the planned performance result by measuring the proportion of review actions that have been operationalised through formal accountability mechanisms. Reporting is on a calendar year basis, with financial year reporting drawing on the outputs from the previous calendar year.

Data sources

Quantitative data for planned performance result a) is collected through the CtG Annual Report and CtG Implementation Plan and the NIAA Traffic Light Report prepared for the NIAA Executive Board.

For planned performance result b) verification will be based on the approved government documents, including the decision date.

Quantitative date for planned performance result c) is collected through the status of related actions in the CtG Annual Report and CtG Implementation Plan.

Basis of the measure

Quantitative measure of outputs for all planned performance results.

Link to 2025–26 Portfolio Budget Statement

PBS Program 1.7 – Program Support.

Performance Measure 1.2: Economic Empowerment

Increased participation of Indigenous businesses in Commonwealth Government procurement supports the economic empowerment of Aboriginal and Torres Strait Islander peoples.

Rationale

This measure assesses the NIAA’s contribution to the increased economic empowerment of Aboriginal and Torres Strait Islander peoples through measuring increased participation of Indigenous businesses in Commonwealth government procurement. The measure promotes economic participation of Indigenous businesses and drives sustainable business growth.

The growth of the Indigenous business sector plays a critical role in supporting increased economic participation of Aboriginal and Torres Strait Islander peoples. This is achieved through increased job opportunities, skills development and education opportunities, and increased economic independence and self-determination.

Initially, the measure will assess the impact of the Indigenous Procurement Policy (IPP), a key enabler of economic empowerment. The IPP has been selected for its data maturity, strong alignment with the NIAA’s purpose, and direct connection to economic participation outcomes. It stimulates Aboriginal and Torres Strait Islander entrepreneurship by increasing demand for Indigenous businesses and drives economic participation through Commonwealth Government procurement. Complementary initiatives under the IBSS support business start-up, growth and capacity-building. Programs and policies like the IPP and IBSS, support meeting the needs and aspirations of Aboriginal and Torres Strait Islander peoples through increased economic participation.

This measure will evolve over time to consider additional dimensions of performance. The NIAA will investigate opportunities to broaden reporting beyond the initial targets, which focus on satisfaction with the NIAA’s stewardship of the IPP and achievement of portfolio procurement targets. While these current targets primarily measure compliance and volume, future work will explore incorporating additional elements of the IBSS and broader whole-of-government coordination.

Planned performance results and targets

Methodology

a) Satisfaction with the NIAA’s stewardship and support for the Indigenous Procurement Policy across Commonwealth portfolios.

Assessed annually through a survey of Commonwealth portfolio procurement teams to measure the quality of the NIAA’s enabling role. The survey measures satisfaction with the quality and usefulness of the NIAA’s stewardship of the IPP. This includes policy advice, training, system support, and guidance linking directly to the planned performance result by showing how these functions support increased Indigenous business participation in procurement. A satisfaction result of 60% or higher is considered achieved and demonstrates that the NIAA’s stewardship is valued and effective in enabling policy outcomes.

b) Achievement of Commonwealth portfolio procurement targets for the value and volume of contracts awarded to Indigenous businesses under the Indigenous Procurement Policy.

Assessed annually using data from the Indigenous Procurement Policy Reporting Solution (IPPRS) to measure the effectiveness of the NIAA’s role in enabling Commonwealth portfolio achievement of procurement targets. The Commonwealth and each portfolio are evaluated on whether they achieve both annual volume and value procurement targets for contracts awarded to Indigenous businesses. This directly links to the planned performance result by assessing whether the NIAA’s support is translating into a measurable procurement outcome.

This includes:

» Providing clear policy guidance, training, and system support to portfolios

» Coordinating portfolio engagement and facilitating timely resolution of issues

» Undertaking assurance activities, including annual verification of reported results and certification processes.

In addition, the NIAA will analyse procurement patterns to identify trends in supplier engagement and business diversity. While these contextual insights will not form part of the quantitative target in 2025–26, they will be presented, in a qualitative form to provide a clearer picture of how procurement outcomes support the growth and resilience of the Indigenous business sector.

The target is considered met when 100% of Commonwealth and portfolio targets have been met, demonstrating that the NIAA’s enabling role has been effective in supporting policy compliance and increasing economic opportunities for Indigenous businesses.

Due to the timing of data availability and validation, results for the reporting year will be based on the most complete verified data available. This will be verified using the previous financial year's data with an error rate provided. The 2025–26 Annual Performance Statement will report using final verified results from the 2024–25 financial year. Verified results will be made available on the NIAA website for transparency. A variance margin of up to ±5-10% will be applied to accommodate late-reporting data. Where subsequent assurance processes result in validated final figures differing from reported results, adjustments will be incorporated and transparently reported in the following year’s Annual Performance Statements.

Data sources

Quantitative data is collected through the annual IPP satisfaction survey administered by the NIAA for planned performance result a).

Quantitative data is collected through the IPPRS and annual assurance processes managed by the NIAA for planned performance result b).

Basis of the measure

Quantitative measure of output quality for planned performance result a) and a quantitative measure of effectiveness for planned performance result b).

Link to 2025–26 Portfolio Budget Statement

PBS Program 1.1 – Jobs, Land and the Economy.

Performance Measure 1.3: Food Security

Implementation of the National Strategy for Food Security in Remote First Nations Communities, supported by Commonwealth foundational initiatives, enabling improved health and food security in remote First Nations communities.

Rationale

This measure assesses the NIAA’s performance in leading and coordinating national actions and influencing cross-jurisdictional policy and program implementation under the National Strategy for Food Security in Remote First Nations Communities (the Strategy). It directly reflects the NIAA’s role in delivering the governance, planning, and delivery mechanisms that underpin the Strategy’s implementation. By measuring these contributions, the measure tracks progress towards the Strategy’s objective: that remote Aboriginal and Torres Strait Islander communities have reliable access to affordable, nutritious food and experience sustained improvements in health and food security outcomes.

Food insecurity continues to disproportionately affect Aboriginal and Torres Strait Islander peoples living in remote communities. In response, the Strategy was launched in March 2025 in partnership with Aboriginal and Torres Strait Islander Community Controlled Health Organisations, state and territory governments, and remote stakeholders. The Strategy provides a coordinated approach to improving food access, affordability, nutrition, and local governance through a 10 year reform agenda aligned to the social determinants of health.

This measure will initially assess whether national-level outputs are delivered that underpin the implementation of the Strategy. These outputs are critical to enabling systemic reform, and demonstrate how the NIAA’s cross-government influence drives coordinated delivery of policies, programs and services to meet the needs and aspirations of Aboriginal and Torres Strait Islander peoples.

As implementation matures, this measure will evolve to incorporate output and outcome indicators, enabling a more comprehensive assessment of the Strategy’s impact on food affordability, access, and nutrition in remote communities. The NIAA will mature performance measurement by assessing outputs and effectiveness as data becomes available through the Strategy’s monitoring and evaluation framework.

Planned performance results and targets

Methodology

a) Foundational national-level outputs for the National Strategy for Food Security in Remote First Nations Communities are implemented by the NIAA.

Assessed annually against the completion of all foundational outputs, as specified in the Strategy implementation plan. This assessment provides a direct link to the planned performance result, including assessing the NIAA’s role in delivering improved health and food security outcomes. Outputs are tracked for completeness and timeliness using the NIAA program records.

Each output has predefined success criteria agreed through the Strategy implementation plan, covering quality, timeliness, and alignment with strategic objectives. These definitions ensure that achievement is measured consistently and without bias.

The assessment demonstrates the NIAA’s leadership, coordination and influencing role working with Australian Government, state, territory, and community partners to deliver the agreed outputs. This includes ensuring that the design, sequencing, and governance of outputs are aligned with national policy priorities and the needs and aspirations of Aboriginal and Torres Strait Islander peoples.

Data Sources

Quantitative data for planned performance result a) is collected through the Northern Territory Strategy and Policy SharePoint records hosted by the NIAA.

Basis of the Measure

This measure includes a quantitative measure of outputs for planned performance result a).

Link to 2025–26 Portfolio Budget Statement

This performance measure is linked to PBS 1.5 Remote Australia Strategies.