National Native Title Tribunal - Goals, Performance Measures, Strategies & Priorities

Corporate Plan 2016 - 2020

National Native Title Tribunal Goals

The NNTT's goals are based on three strategies that we will use to focus our operations and priorities over the next four years. Our performance against these strategies will be reported in the Annual Performance Statement for the FCA.

The NNTT reviews our strategies and priorities each year to ensure that our plans remain relevant to our purpose and the operating environment.

The foundation for the strategies in our corporate plan is the President’s Review conducted in 2015. Adopted review recommendations are incorporated in the corporate plan and reflect the continuing work within the NNTT to improve its responsiveness and external focus whilst improving internal efficiency.

Much has been achieved over the past year to improve customer service, build organisational capability and improve access to information and services. In addition, the NNTT has actively participated in discussions about improvements to the native title system and has worked collaboratively with other agencies to identify ways the NNTT can improve its effectiveness within the native title sector.

In the past 12 months, the NNTT has continued to roll out technological innovations designed to improve service delivery and client access, as well as improve productivity. The NNTT has also undertaken extensive collaboration with the Federal Court and other users and conducted research to better understand and respond to their needs.

This plan continues to build on the NNTT’s track record of innovation and collaboration in order to position it to respond to the challenges ahead and ensure it has a skilled and agile workforce able to deliver the vision.

Our strategies over the next four years are to:

    1. Promote service excellence and innovation
    2. Reshape our culture and capabilities, and
    3. Promote services to improve client access.

 

Performance Measures

The NNTT strives to be an externally focussed organisation, responsive to client and stakeholder needs. We will measure our success by monitoring how well our services meet the needs of clients and stakeholders.

Our success will also be measured by how effectively we can grow the volume and diversity of assistance requests and claims mediation referrals that we receive each year. Increasing the volume of requests for assistance by clients and stakeholders by service type and FCA referrals for mediation will be used as our key performance indicators and reported on in our Annual Performance Statement.

 

1.  Strategic Objective - Promote service excellence and innovation

This strategy underpins our ongoing commitment to be more externally focussed and responsive to the needs of clients.

The NNTT will continue to identify ways to improve collaboration with clients and stakeholders and will continue to conduct market research to improve our understanding of their needs.

The NNTT has recognised the emergence of other peak bodies which are now engaging with the native title system as it moves towards a post-determination phase. In response, the NNTT has broadened the scope of its engagement strategy and is seeking to work with these bodies to improve the overall operation of the native title system.

Collaboration, continued development of tailored and culturally appropriate services and agility in delivery are at the heart of this strategic goal. These will be supported by an ongoing project to simplify our processes to improve accessibility and leverage new digital platforms and other technologies to improve efficiency.

Technology will be an important enabler to achieve the strategy, as will ensuring that the skills and capabilities of staff are aligned.

Our strategies over the next four years are to:

    1. Position the NNTT to be recognised as a capable and effective mediation and facilitation service provider
    2. Leverage technology to develop culturally appropriate services and information for clients
    3. Develop our internal capability and culture to focus on service excellence, and
    4. Standardise and simplify processes to improve our efficiency and responsiveness to our clients’ needs.

Priorities for the 2016–17 plan year

In the 2016–17 plan year, we will undertake the following projects and deliverables:

Objective or Project

Tactics

Target

Increase service delivery in relation to mediation and facilitation

  • Promote our mediation and facilitation services.
Ongoing

 

  • Develop the capability and capacity of staff and members.
Ongoing

 

  • Identify opportunities to assist parties through mediation and facilitation services.
Ongoing

Scope the road map for the development of online and digital products and services

  • Identify integrated and efficient online products and services.
January 2017

 

  • Collaborate with the FCA to develop a framework and methodology for IT project management.
January 2017

 

  • Continue collaborating with the FCA on the use of resources and budget.
January 2017

Increase understanding of stakeholders' needs and interests

  • Plan and conduct a program of market research to assess existing client needs and identify new client segments.
Ongoing

Implement standardised policies and procedures nationally

  • Develop and deliver a plan to improve and simplify organisational policies and procedures.
January 2017

 

  • Ensure that communication channels and staff are aligned to the goal of increasing accessibility.
June 2017

 

  • Introduce enhanced communication governance to improve consistency and quality assurance for information provided.
 

Reinforce a shared vision of service excellence

  • Develop and conduct training in customer service.
Ongoing

 

  • Develop and improve mediation and facilitation skills.
Ongoing

Efficient, fair and respectful servicing of requests for assistance

  • Continue to develop and refine the new nationally distributed business structure.
Ongoing

 

  • Promote and utilise matrix management tools.
Ongoing

Increase internal knowledge of effective service delivery

  • Review current mechanisms for capturing and reporting information about statutory assistance requests, including ancillary requests.
December 2016

 

2.  Strategic Objective - Reshape our culture and capabilities

Over the next four years, we will continue to build organisational capability, including cultural respect and safety. Our goal is a passionate, engaged and skilled team who are committed to our vision.

An internal communications unit has been established in the NNTT to ensure that staff are engaged with the strategy and that they understand our vision and value proposition.

A significant aspect of our culture change program will be the development and launch of a new Reconciliation Action Plan (RAP). The RAP will consolidate our commitment to developing cultural competence and building relationships with the communities that we serve.

Our strategies over the next four years are to:

    1. Build a passionate, dynamic and inquisitive workforce
    2. Align our skills and capabilities with the needs of the organisation
    3. Build cultural competency, and
    4. Communicate meaningfully with our staff to engage them with our value proposition and vision.

Priorities for the 2016–17 plan year

In the 2016–17 plan year, we will undertake the following projects and deliverables:

Objective or Project Tactics Target
Ongoing development of culturally safe and respectful workplaces and services
  • Develop a program for building competence and capacity for the organisation.
June 2017
 
  • Embed cultural knowledge in all training programs.
Ongoing
Deliver the advanced training program
  • Build staff capacity in relation to statutory functions through the advanced training program.
June 2017
Deliver the leadership and talent recognition program
  • Identify and develop future leaders.
Ongoing
 
  • Identify and promote subject matter experts within the organisation.
Ongoing
 
  • Implement the mentoring program.
Ongoing
Launch the Reconciliation Action Plan (RAP)
  • Work on the development and launch of the RAP.
June 2017
Indigenous recruitment program developed and launched
  • Develop a plan to increase Aboriginal and Torres Strait Islander staff numbers.
June 2017
Opportunities for career and professional development exchange promoted and pursued
  • Expose staff to both internal and external professional development opportunities, including secondments to other agencies.
Ongoing

 

3.  Strategic Objective - Promote services to improve client access

Proactive engagement with clients and stakeholders to improve access to services and develop services which meet their needs is critical to the achievement of our vision.

The NNTT is committed to ensuring that our employees are culturally competent and that our services are appropriate and respectful. We will consult widely with stakeholders and clients to improve our understanding of the issues and barriers faced by external clients when they interact with the NNTT and proactively seek out opportunities to build on our existing knowledge and capabilities in this area.

A significant aspect of our strategy is to build a broader educative role with a range of external stakeholders to increase their knowledge of native title law, policies and to raise their awareness of the social impact of native title. In the past year we have worked with banks, mining companies and local government to improve their awareness of native title issues. We have also collaborated with the Human Rights Commission and the President, members and senior staff have presented papers at conferences both in Australia and overseas.

Our strategies over the next four years are to:

    1. Establish the NNTT as the pre-eminent provider of native title information
    2. Engage with our clients to promote the vision of a shared country, shared future, and
    3. Simplify and improve our practices and procedures to make them more accessible for clients.

Priorities for the 2016–17 plan year

In the 2016–17 plan year, we will undertake the following projects and deliverables:

Objective or Project Tactics Target
Improve native title resources for clients
  • Update information on existing services.
Ongoing
 
  • Identify new opportunities to further develop or create new products and services, including through the use of social media.
Ongoing
 
  • Collaborate with clients to review products, services and information tailored specifically for Indigenous Australians.
Ongoing
Improve service delivery through increased understanding of the needs of key stakeholder groups
  • Develop and implement a stakeholder engagement plan.
December 2016
 
  • Conduct a stakeholder survey.
June 2017
 
  • Conduct forums for stakeholders.
Ongoing
 
  • Continue participating in the Indigenous Property Rights project convened by the Human Rights Commission.
Life of project
Improve capacity of Aboriginal and Torres Strait Islander groups to manage and enjoy their native title rights
  • Lead the Prescribed Bodies Corporate (PBC) Interagency Roundtable forum.
June 2017
 
  • Conduct research on current PBC support services.
December 2016
 
  • Provide information sessions and training on relevant native title issues.
Ongoing
 
  • Provide information on governance and coordinate support services.
Ongoing
 
  • Identify new stakeholders and potential partnerships in the native title space.
Ongoing
Increase access and transparency to the NNTT’s work
  • Collaborate with the Federal Court to assess and digitise significant native title records.
June 2017
 
  • Develop an internal geocoded research database and online portal.
June 2017
 
  • Contribute to the development of national guidelines for the management of native title information.
June 2017
Increase public knowledge of native title law and policy and its social impact
  • Identify funding sources to implement education and research programs.
Ongoing
 
  • Conduct outreach programs in various community forums.
Ongoing
 
  • Present at conferences and seminars and contribute to external publications.
Ongoing