The Indigenous Land Corporation
The ILC assists Indigenous Australians to acquire land and manage Indigenous-held land sustainably, to provide cultural, social, economic or
environmental benefits for themselves and future generations.
The ILC came into existence on 1 June 1995 with the commencement of the Land Fund and Indigenous Land Corporation (ATSIC Amendment) Act 1995, which repealed Part 10 of the Native Title Act 1993 and amended the Aboriginal and Torres Strait Islander Commission Act 1989 by inserting a new Part 4A. The ILC is established as a Commonwealth Authority (s. 191A ATSIC Act) with land acquisition and land management functions (s. 191C ATSIC Act).
The ILC, along with the Indigenous Land Fund, was established in recognition of the fact that most Indigenous people will not benefit from the High Court's Mabo (No. 2) decision and the Native Title Act 1993 as they were dispossessed of their land and cannot therefore demonstrate the continuous association necessary to prove native title.
The ILC Board consists of seven members, of whom the Chairperson and at least four other members must be Aboriginal persons or Torres Strait Islanders.
Our purpose
The purpose of the Indigenous Land Corporation is to redress the dispossession of Aboriginal peoples and Torres Strait Islanders by assisting them to acquire, own and manage their land in a way that enhances their social, cultural, economic and environmental well-being.
What we do
1. LAND ACQUISITION
Objective
To assist Indigenous peoples acquire land in order to provide them with social, cultural, economic and environmental benefits.
Strategies
2. LAND MANAGEMENT
Objective
To assist Indigenous peoples to manage their land in order to derive social, cultural, economic and environmental benefits from it by building capacity for self-reliance and supporting enterprises that deliver sustainable outcomes.
Strategies
3. POLICY & STRATEGY DEVELOPMENT
Objective
To establish and maintain relevant ILC policies and strategies based on sound research and consultation.
Strategies
4. PROPER & EFFICIENT PERFORMANCE
Objective
To create and/or maintain an environment where appropriate governance instruments, principles and standards are established, practiced and achieved.
Strategies
How we deliver
NILS and RILS
The ILC is required to prepare, and review from time to time, a National Indigenous Land Strategy (NILS) and Regional Indigenous Land Strategies (RILS), in order to undertake its land acquisition and land management functions on a planned and strategic basis. The NILS 2001-2006 and underpinning RILS should be read in conjunction with this Corporate Plan, which is also supported by the ILC's Service Charter and Risk Management Plan.
Our program structure
Land Acquisition
We administer four programs to assist Indigenous peoples to acquire land and to be able to enjoy the four categories of benefits that section 191B of the ATSIC Act provides for the ILC to deliver. These are:
We will support activities under the following strategic initiatives:
The ILC is accountable to the Parliament through the Minister for Immigration and Multicultural and Indigenous Affairs and is required to produce an annual report detailing its operations and performance. Each Division and Section is required to produce an annual operational plan. Organisational performance is continually assessed through a Performance Evaluation Mechanism.
Our People
Our people respect and observe the cultural diversity and traditions of the Indigenous peoples of Australia. Our people are committed to providing professional services to all our stakeholders, working collaboratively, negotiating strategic partnerships and developing and sharing their expertise. We value this dedication and the important contribution each employee makes to achieving our purpose. We recruit people who demonstrate strong capabilities and potential and encourage employees to develop their skills.
Our Values
We adopt the following values in our relationships with our stakeholders and in working with each other.
Commitment
We strive for a consistent corporate approach to the implementation of the NILS.
Integrity
We strive to be ethical, honest and loyal in our behaviour.
Professionalism
We strive to serve our stakeholders in a practical, diligent, thorough and objective fashion. We take suggestions and complaints seriously and learn from them.
Openness
We strive to be accessible and responsive to our staff and our stakeholders. We provide accurate, consistent, timely and clear information and give reasons for our decisions.
Fairness
We aim to treat all our staff and stakeholders equitably, justly and courteously.
Respect
We respect the diversity of ideas, backgrounds and cultures of our staff and stakeholders.
Excellence in Service
We aim to focus on meeting our stakeholders’ needs.
Cost-effectiveness
We are committed to providing the best possible value for money through continuous improvement in efficiency and productivity.
More information and how to contact us
Our website at www.ilc.gov.au contains information about our Board, our services, our program guidelines, our publications and links to other relevant agencies.
The ILC came into existence on 1 June 1995 with the commencement of the Land Fund and Indigenous Land Corporation (ATSIC Amendment) Act 1995, which repealed Part 10 of the Native Title Act 1993 and amended the Aboriginal and Torres Strait Islander Commission Act 1989 by inserting a new Part 4A. The ILC is established as a Commonwealth Authority (s. 191A ATSIC Act) with land acquisition and land management functions (s. 191C ATSIC Act).
The ILC, along with the Indigenous Land Fund, was established in recognition of the fact that most Indigenous people will not benefit from the High Court's Mabo (No. 2) decision and the Native Title Act 1993 as they were dispossessed of their land and cannot therefore demonstrate the continuous association necessary to prove native title.
The ILC Board consists of seven members, of whom the Chairperson and at least four other members must be Aboriginal persons or Torres Strait Islanders.
Our purpose
The purpose of the Indigenous Land Corporation is to redress the dispossession of Aboriginal peoples and Torres Strait Islanders by assisting them to acquire, own and manage their land in a way that enhances their social, cultural, economic and environmental well-being.
What we do
1. LAND ACQUISITION
Objective
To assist Indigenous peoples acquire land in order to provide them with social, cultural, economic and environmental benefits.
Strategies
- Develop, implement and periodically revise regional profiles that identify and prioritise Indigenous land needs within regions, through consultation with Indigenous peoples and other relevant parties.
- Through consultation and research, ensure the benefits of land ownership outlined in applications are clearly identified, achievable, sustainable and measurable.
- Acquire and transfer land through a clearly defined and transparent process.
- In each acquisition, identify and access, to the maximum extent possible, other mechanisms and sources that may assist in the acquisition of significant land for Indigenous peoples.
2. LAND MANAGEMENT
Objective
To assist Indigenous peoples to manage their land in order to derive social, cultural, economic and environmental benefits from it by building capacity for self-reliance and supporting enterprises that deliver sustainable outcomes.
Strategies
- Facilitate and support land management planning in order to identify the land management issues associated with Indigenous-held land and the land use aspirations of its owners.
- Through consultation and research, ensure the benefits of land management assistance are clearly defined, achievable, sustainable and measurable.
- Assist and/or co-ordinate the development, implementation and evaluation of agreed solutions to land management issues on Indigenous-held land through consultation, negotiation and agreements with the landowners and other relevant organisations and agencies.
- Assist Indigenous landowners develop and maintain viable and sustainable enterprises on their land, both at the individual level and through involvement in regional development processes.
- Maximise the ability of Indigenous peoples to manage and derive benefits from their land by developing, implementing and evaluating a comprehensive capacity building strategy.
- Provide assistance in the management of Indigenous-held land through a clearly defined and transparent process.
3. POLICY & STRATEGY DEVELOPMENT
Objective
To establish and maintain relevant ILC policies and strategies based on sound research and consultation.
Strategies
- Undertake consultation with relevant stakeholders to ensure that ILC policies and services are consistent with its legislation and reflect, to the best extent possible, the expectations and requirements of its stakeholders.
- Undertake consultation and research with Indigenous peoples and other stakeholders, including ATSIC, in the review and revision of the National and Regional Indigenous Land Strategies.
- Through a comprehensive evaluation system, monitor the ILC's activities and achievements against the National and Regional Indigenous Land Strategies and strategic plans, including satisfaction with ILC services.
4. PROPER & EFFICIENT PERFORMANCE
Objective
To create and/or maintain an environment where appropriate governance instruments, principles and standards are established, practiced and achieved.
Strategies
- Ensure that the ILC performs its functions in an effective, efficient and nationally consistent manner by implementing and periodically revising policies and procedures covering all aspects of the ILC's operations, and by maintaining an internal audit function.
- Manage external relationships by applying and periodically revising the ILC Service Charter and Complaints Handling System.
- Effectively manage physical and financial resources.
- Implementing and periodically revising an investment strategy covering all aspects of the ILC's prudent and efficient management of its funds.
- By providing a safe, rewarding and satisfying workplace where individual, team and organisational performance is recognised and professional aspirations are supported through a comprehensive human resource strategy.
- Maintaining effective communication with and support to the ILC Board.
How we deliver
NILS and RILS
The ILC is required to prepare, and review from time to time, a National Indigenous Land Strategy (NILS) and Regional Indigenous Land Strategies (RILS), in order to undertake its land acquisition and land management functions on a planned and strategic basis. The NILS 2001-2006 and underpinning RILS should be read in conjunction with this Corporate Plan, which is also supported by the ILC's Service Charter and Risk Management Plan.
Our program structure
Land Acquisition
We administer four programs to assist Indigenous peoples to acquire land and to be able to enjoy the four categories of benefits that section 191B of the ATSIC Act provides for the ILC to deliver. These are:
- The Cultural Acquisition Program (CAP)
- The Social Acquisition Program (SAP)
- The Environmental Acquisition Program (EAP)
- The Economic Acquisition Program (ECAP)
We will support activities under the following strategic initiatives:
- Group Based Planning to assist groups to identify and define achievable goals for the use of their land
- Enterprise Development to assist groups to develop viable and sustainable enterprises on their land
- Regional Development to contribute to regional development processes to ensure that benefits accrue to local Indigenous landholders
- Co-ordination to provide groups with information on co-ordination and available funding and support programs in their region
- Research to ensure that groups benefit from land management and enterprise opportunities and that the ILC continually improves in policy development and service delivery
The ILC is accountable to the Parliament through the Minister for Immigration and Multicultural and Indigenous Affairs and is required to produce an annual report detailing its operations and performance. Each Division and Section is required to produce an annual operational plan. Organisational performance is continually assessed through a Performance Evaluation Mechanism.
Our People
Our people respect and observe the cultural diversity and traditions of the Indigenous peoples of Australia. Our people are committed to providing professional services to all our stakeholders, working collaboratively, negotiating strategic partnerships and developing and sharing their expertise. We value this dedication and the important contribution each employee makes to achieving our purpose. We recruit people who demonstrate strong capabilities and potential and encourage employees to develop their skills.
Our Values
We adopt the following values in our relationships with our stakeholders and in working with each other.
Commitment
We strive for a consistent corporate approach to the implementation of the NILS.
Integrity
We strive to be ethical, honest and loyal in our behaviour.
Professionalism
We strive to serve our stakeholders in a practical, diligent, thorough and objective fashion. We take suggestions and complaints seriously and learn from them.
Openness
We strive to be accessible and responsive to our staff and our stakeholders. We provide accurate, consistent, timely and clear information and give reasons for our decisions.
Fairness
We aim to treat all our staff and stakeholders equitably, justly and courteously.
Respect
We respect the diversity of ideas, backgrounds and cultures of our staff and stakeholders.
Excellence in Service
We aim to focus on meeting our stakeholders’ needs.
Cost-effectiveness
We are committed to providing the best possible value for money through continuous improvement in efficiency and productivity.
More information and how to contact us
Our website at www.ilc.gov.au contains information about our Board, our services, our program guidelines, our publications and links to other relevant agencies.
