Chairperson’s statement 6 ceo’s report 9



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Our results


Measure and target

2015–16 Results

2016-17 Results

Target achieved?

Levels of research quality, innovation, engagement and impact

28 staff publications, 10% increase

13 publications

46 publications

Exceeded

100% of contracts completed



100%

Achieved

24 staff presentations

15 presentations

57 presentations

Exceeded

$2,063,654 revenue from research activities — income to investment ratio of 4.13

$2,800,000

$1,873,040

Not achieved

Externally funded research projects — 10% increase

9 projects

11 projects

Exceeded

Number and value of research partnerships and applied research projects — 2% increase.

17 projects

9 new projects (26 total)

Exceeded

Number and value of research impact assessments/
evaluations

New measure

2 assessments



The FHU is funded through the PM&Cs Indigenous Advancement Strategy and has met its contracted targets, providing research support for complex family tracing for Link-Up services and assisting over 400 individuals who contacted the unit directly. This is the first full year of service since the FHU was reopened to qualifying members of the public, so comparative data is not yet available, but the FHU reviews its practice regularly to ensure excellence in customer service. The average time for a customer request, from receipt to closure, was sixteen days.

The National Native Title Conference continues to grow, with 884 delegates for 2017, up from 800 delegates in 2016.

Five contracted research projects were due to be completed during 2016–17, and were done so on time. The delivery date for some projects was renegotiated during the year as circumstances changed.

Analysis


AIATSIS continued to emphasise engagement and impact as the key measures of the success of our research effort. Our partnerships were diverse and intensive, with Indigenous peoples and policy makers engaged in setting research priorities, designing projects, reviewing progress, authoring outputs and communicating results. AIATSIS continues to lead by example in the design and implementation of standards for excellence in Aboriginal and Torres Strait Islander research.

Our project teams and partners maintained an active publication and presentation record, which reinforces the quality and accessibility of the research. AIATSIS contributed to finding solutions to community priorities and had a direct influence and impact on policy and program design across Indigenous affairs and cultural portfolios and provided avenues for Indigenous organisations to also input to policy and practice.

Tools have now been developed to assess the quality, innovation, engagement and impact of research activity, and testing and evaluation is now under way. Significant steps were also taken towards fulfilling AIATSIS’ new role of advising on state of Indigenous culture and heritage.

Almost all contracted research was delivered on time, and the ratio of income to investment was maintained. Revenue continued to be strong, although delays in securing the contract to extend the Core cultural learning activities impacted on us reaching our target. In June, AIATSIS and PM&C signed a contract for a further $1.1 million to support the Commonwealth public service engagement with Core and roll out the course to State and Territory governments. This new funding will be reflected in 2017-18 reporting.








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