This output supports the government’s commitment to protecting Aboriginal cultural rights, including supporting Traditional Owners and First Peoples organisations to deliver self-determined initiatives for their communities. This includes the protection and management of Aboriginal cultural heritage and strengthening Aboriginal community organisations.
| Performance measure | Unit | 2024–25 target | 2024–25 actual | Variance | Result |
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Average weekly hours of case management provided to members of the Stolen Generations The 2024–25 actual was higher than the target due to additional funding provided to Connecting Home in 2024–25, which enabled Connecting Home Limited to expand its case management services to meet increased demand from members of the Stolen Generations. | number | 85 | 109 | 28.2% | ✓ |
| Capacity-building activities provided for Traditional Owners to support the management and protection of Aboriginal cultural and intangible heritage | number | 16 | 16 | 0% | ✓ |
Number of family history investigations conducted by the Victorian Koorie Family History Service on behalf of members of the Stolen Generations The 2024–25 actual was higher than the target due to increased demand for family history investigations provided by the Koorie Family History Service. This demand was partly driven by increased referrals from other services and the implementation of the Stolen Generations Reparations Package. | number | 375 | 574 | 53.1% | ✓ |
Number of Recognition and Settlement Agreements that commence The 2024–25 actual was lower than the target because no Recognition and Settlement Agreements were reached in 2024–25. Negotiations with six Traditional Owner groups continue. | number | 2 | 0 | -100% | ■ |
| Removal of first mortgages on titles of property owned by Aboriginal Community Controlled Organisations | number | 3 | 3 | 0% | ✓ |
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Funding recipients report that the achievement of program objectives is supported by DPC’s role in the funding relationship The 2024–25 actual was higher than the target due to a greater response from funding recipients than expected on DPC’s positive role in the funding relationship. | per cent | 80 | 88 | 10% | ✓ |
The service provision of the Office of the Victorian Aboriginal Heritage Council enables the Victorian Aboriginal Heritage Council to undertake its statutory responsibilities The 2024–25 actual was higher than the target given the full workforce complement within DPC’s Office of the Victorian Aboriginal Heritage Council during the reporting period. | per cent | 80 | 89 | 9% | ✓ |
| Timeliness |
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| Average days to process applications, to register an Aboriginal Cultural Heritage Place (Cultural Heritage Management Plan related) on the Victorian Aboriginal Cultural Heritage Register, meets or reduces days taken | days | 60 | 57 | -5% | ◯ |
Proportion of native title negotiations progressed in accordance with the department’s annual work plan and timeframes monitored by the Federal Court The 2024–25 actual was lower than the target because two Recognition and Settlement Agreements expected under the Traditional Owner Settlement Act 2010 were not reached. However, all Federal Court timeframes were met. | per cent | 100 | 75 | -25% | ■ |
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Total output cost The 2024–25 actual was lower than the target primarily due to the deferral of project deliverables for the ‘Delivering safe and self-governing Aboriginal Trusts’ initiative to 2025-26. | $ million | 69.3 | 60.8 | -12.3% | ■ |
Results legend
✓ Performance target achieved or exceeded in a desirable way
◯ Performance target not achieved — within 5 per cent or $50 million (cost measures only) variance
■ Performance target not achieved — exceeds 5 per cent or $50 million (cost measures only) variance
Updated