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Title: Wreck Bay Aboriginal Community Council—Report for 2019-20
Source: Both Chambers

Date: 02-02-2021
Parliament No.: 46
Tabled in House of Reps: 02-02-2021
Tabled in Senate: 02-02-2021
Parliamentary Paper Year: 2021
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Wreck Bay Aboriginal Community Council—Report for 2019-20

Download PDF

Wreck Bay Aboriginal Community Council Annual Report 2019 - 2020

Wreck Bay Aboriginal Community Council Administration Building 5 Bunaan Close WRECK BAY JBT 2540

website:

www.wbacc.gov.au

phone:

(02) 4442 1029 email:

admin@wbacc.gov.au

Wreck Bay Aboriginal Community Council iii

Contents Our Vision and Purpose ......................................................................................................................... 1

Our Goals

..................................................................................................................................................2

Membership

.............................................................................................................................................5

Land Ownership and Management

.................................................................................................. 10

Functions

................................................................................................................................................ 12

Wreck Bay Village

.................................................................................................................................14

Wreck Bay Community

.........................................................................................................................15

WBACC Timeline....................................................................................................................................16

Board Members

.................................................................................................................................... 30

Details of the Accountable Authority

................................................................................................35

Executive Remuneration

..................................................................................................................... 36

Letter presenting the Annual Report

................................................................................................37

Chairperson’s Report

........................................................................................................................... 38

Governance

............................................................................................................................................ 39

Community Service

.......................................................................................................... 44

Land Management

................................................................................................................................50

Land Use P

lanning

................................................................................................................................. 51

The way ahead

....................................................................................................................................... 52

Chief Executive Officer’s Report.........................................................................................................53

Funding Grants and other income

.................................................................................................... 58

Contracts

................................................................................................................................................. 59

Compliance

.............................................................................................................................................60

The Future

...............................................................................................................................................60

Organisation Chart

............................................................................................................................... 62

WBA

CC Operations Report

................................................................................................................. 63

Governance Arrangements

................................................................................................................. 63

Environmental Impact Management

............................................................................................... 65

Work Health and Safety Management

.............................................................................................66

Operational Units

.................................................................................................................................. 67

Contract Services Team Report for 2019-20

.................................................................................. 67

Roads and Fire Trails Team—examples of work completed in 2019-20

.................................68

Cleaning T

eam—examples of work completed in 2019-20

.......................................................68

iv A nnual Report 2019-2020

Entry Station ........................................................................................................................................... 70

Gr ounds Maintenance Team—examples of work completed in 2019-20

.............................. 70

Weeds

.......................................................................................................................................................72

Gudjahgahmiamia Day Care Centre Report for 2018-19

.............................................................73

Cultural Heritage Unit

.......................................................................................................................... 76

Community Liaison and Engagement

.............................................................................................. 76

Small Grants Administration (Sporting)

...........................................................................................77

Administration Team Report for 2019-20

...................................................................................... 78

Remuneration for key management personnel

.............................................................................81

All Ongoing and Non-Ongoing Employees

.....................................................................................81

Performance Criteria

........................................................................................................................... 82

WBACC’s performance

........................................................................................................................96

How WBACC’s performance of its objectives has contributed to improved outcomes for Indigenous Australians

........................................................................................................................96

Performance Outcomes

....................................................................................................................100

Analysis of the Factors that Contributed to WBACC’s Performance Outcomes

..................100

Financial Statements

......................................................................................................................... 105

For the Year Ended 30 June 2020

................................................................................................... 105

Compliance

.......................................................................................................................................... 135

List of Requirements

— corpor

ate Commonwealth entities

.....................................................135

Wreck Bay Aboriginal Community Council 1

Our Vision and Purpose Wreck Bay Aboriginal Community Council seeks to be a respected, equal and valued part of a culturally diverse Australian society. By controlling and managing its own land and waters, the Community aims to become self-sufficient and able to freely determine its future and lifestyle. The Community desires to do this by protecting its interests and values while preserving for future generations its unique identity, heritage and culture.

Wreck Bay Aboriginal Community Council’s purpose is:

o manage and maintain Aboriginal Land:

â¢

rotect and conserve natural and cultural sites on Aboriginal Land â¢

Engage in land use planning

rovide services to Community members:

â¢

ake action for the benefit of the Community in relation to housing, social welfare, education, training or health needs of the Community members

Conduct business enterprises for the economic/

social benefit of the Community.

Wreck Bay flags fly proudly alongside Booderee National Park flags at the entry to the Booderee National Park, owned by WBACC and jointly managed with the Director of National Parks

2 A nnual Report 2019-2020

Our Goals To achieve this vision, Wreck Bay Aboriginal Community Council’s goals are:

â¢ Sole ownership of all lands and waters within Jervis Bay T

erritory;

â¢

Sole management of its fr

eehold land and waters, allowing for community

responsibility, empowerment and self determination â¢

Sole r

epresentation of the community’s united and democratically agreed interests at all levels of Government and in all external dealings, so as to protect community members’ rights; â¢

Envir

onmentally sustainable development to allow a productive economic base for the community by managing Booderee as an ongoing Park—the community seeks to protect the land and water while earning income, creating jobs and achieving financial security; â¢

Social and cultur

al development linked with appropriate cultural training and education, to improve community empowerment and management, security and wellbeing, while preserving community values; â¢

Impr

ovement in health, housing and living standards to levels at least comparable with other Australian communities; and â¢

ecognition and support from the wider Australian community and government to achieve these worthwhile and positive goals.

Wreck Bay Aboriginal Community Council 3

George Brown Jnr, with Wreck Bay signage at the entry to the 403 lands

The Wreck Bay Aboriginal Community Council (the Council) is a corporate commonwealth entity which was established by the Aboriginal Land Grant Jervis Bay Territory Act 1986 (Land Grant Act), which falls within the Ministerial responsibilities of the Minister for Indigenous Australians. The Council commenced operations in March 1987 and is currently in its thirty third year of operation.

4 A nnual Report 2019-2020

Wreck Bay Village

Wreck Bay Aboriginal Community Council 5

Membership At the time of this report there are 424 Registered Members of the Wreck Bay Aboriginal Community Council.

Janelle Ali

ewis Archibald

eesha Archibald

Aimee Ardler

Alinta Ar

dler

Amanda Ar

dler

Anthony Ardler

thol Ardler

Beverley Ar

dler

Billi-Jo Ardler

adley Ardler

Byr

on Ardler

Casey Ardler

Christopher Ar

dler

Clayton Ar

dler

Craig Ardler

Dillan James Ar

dler

Dylan Ar

dler

Elijah Ardler

Emma Ar

dler

Eric Ar

dler Jnr

Eric Ardler Snr

Erica Ar

dler

Ger

aldine Ardler

Ivern Ardler

Jamahl Ar

dler

Joanna Ar

dler

Joel Ardler

Josh Ar

dler

Kain Ar

dler

Karen Ardler

Karlie Joy Ar

dler

evin Ardler

Kimberley Ardler

Lane Ar

dler

eah Ardler

Leigh Ardler

Lisa Ar

dler

orraine Ardler

Miamba Ardler

aul Ardler Snr

aul Ardler Jnr

Raiya Ardler

Raymond Ar

dler

ebecca Ardler

Reuben Ardler Jnr

euben Ardler Snr

Richar

d Ardler

Rick John Ardler

Susan Ar

dler

anya Ardler

Tazma Arlder

errence Ardler

Ther

esa Ardler

Virginia Ardler

ayne Ardler

Caleb Ar

dler-Finch

Kyle Ardler-Lindsay

Joel Ar

dler-Mcleod

Hayley Barrington

Naomi Barrington

Cheryl Bassinder

Sandr

a Bloxsome

6 A nnual Report 2019-2020

Bianca Brennan L orna Briggs Melanie Briggs

obert Briggs

Annette Br

own

Ashleigh Br

own

Bailey Brown

Christine Br

own

ynthia Brown

Darren Brown

Daryll Br

own

vonne Brown

Gail Brown

Geor

ge Brown Snr

Geor

ge Brown Jnr

Graeme Brown

Har

old Brown

Jackson Br

own

Jacob Brown

Jannine Br

own

Jar

ed Brown

Jasmin Brown

Jer

emiah Brown

John M Br

own

John P Brown

Joseph T Br

own

Joseph Br

own

Justine Brown

Kayeleen Br

own

eiron Shayne Brown

Kenny Brown

evin Brown

Kristy Br

own

Kyle Brown

eon Brown

eslie Brown

Lynette Brown

Mar

garet Brown

Maxine Br

own

Megan Brown

Melissa Br

own

Melleak Br

own

Morgan Brown

atricia Brown

Michelle Br

own

Peter Brown

hillip Brown

Rhonda Brown

ussell David Brown

Sandie

-Lee Brown

Shayne Brown

Sheryn Br

own

Simon Br

own

Stanley Brown

teven J Brown Jnr

teven John Brown

Sue-Ann Brown

ylvia Kay Brown

eagan Brown

Teea Brown

errence Brown

Thomas Br

own Jnr

Thomas Brown Snr

racey Brown

era Brown

Vida Brown Snr

Vida Br

own Jnr

endy Brown

William Brown

eronica Brown-Roberts

Elizabeth Cambell

Gor

don Campbell

Eileen Carberry

Andr

ew Carter

Anthea Carter

David Carter

Izaiah Carter

Jean Carter

Marie Carter

Nicholas Carter

Sally Carter

Samantha Carter

Shaquille Carter

ony Carter

rae Carter

yrone Carter

William Carter Jnr

Zaine Carter

Anthony Charles

Wreck Bay Aboriginal Community Council 7

Phillip Charles R oslyn E Cruikshank Jerusha Curtis

Michelle Curtis

Nathanael Curtis

Tiana Curtis

uth Dane

Jemma Dann

Summer Dann

enneth Dann

enny Dann Snr

auline Delauney

Lochlan Dickson

Douglas Dix

amela Dixon

Richard Dixon

roy Green

Judy Haigh-

Chapman

Adam Hampton

Eileen Hampton

Michael Hampton

Erin Hampton

Neville Hampton Jnr

Neville Hampton Snr

Cerrina F

reeman-Mcdonald

andon Green

Cor

ey Green

Jason Green

yra Green

Larry Gr

een

Steven Green

Kay Ella

ene Rose Ellis

Annalise Foster

Shana Hampton

William Hampton

Nathanial Hampton

esley Foster

Mathew F

oster

Natalie Foster

Clive F

reeman Jnr

Julie F

reeman

Markeeta Freeman

ooke Higgins

Demi Hoskins

Elizabeth Hoskins

iona Hyland

erry Jansen

Margaret Johnson

Liam Ingr

Nicholas Kavanagh

Janice K

elly

Kristika K

umar-Williams

Anthony Little

Belinda Little

Naomi L

ocke

Angie L

onesborough

Nickole Lonesborough

hillip Lonesborough

anika Lonesborough

Phillip Longbottom

John Marks

obyn Marks

Brya Martin

Nathan Martin

Shar

aya Matson

James Mckenzie

Sar

ah Mckenzie

Angelina Mcleod

Arthur Mcleod

Bernar

d Mcleod

ett Mcleod

Caroline Mcleod

Dale Mcleod

Dane Mcleod

Dean James Mcleod

Donna Mcleod

Eileen Mcleod

Elaine Mcleod Jnr

Gavin Mcleod

ace Mcleod

Ian K Mcleod Snr

Ian Mcleod Jnr

Iris Mcleod

Isaac Mcleod

Jamie McL

eod

Jefr

ey Mcleod

Kanika Mcleod

Kaya Mcleod

Kaylene S

ylvia Mcleod

8 A nnual Report 2019-2020

Kylie Louise Mcleod L eslie Shayne Mcleod Mathew Mcleod

Max J Mcleod

Nar

elle Mcleod

Natasha Mcleod

aul Mcleod

Rachelle Mcleod

onald Mcleod

Ronald ( Jimmy) Mcleod

Shaneah Mcleod

racey Mcleod

Ty Mcleod

anessa Marie Mcleod

Brianna Mcleod-

Cosgrove

Nyah Mcleod-Cosgrove

Amethyst Mcleod-Downing

Elliot Mcleod-L

uck

Hamish Mcleod-Luck

Marlene Mcleod-L

uck

Jay Mcleod-P

eresan

Darian Mcleod-Sheridan

Colin (

Tom) Moore

ene Moore

Julie Moore

Thomas Moor

Ursula Moor

Leslie Morgan-Ardler

Belinda M

undy

Denise M

undy

Dylan Mundy

Err

ol Mundy

Glen M

undy

Jacqueline Mundy

James M

undy

Jesse M

undy

Joel Mundy

evin Mundy

Jon M

undy

Lucinda Mundy

uke Mundy

Mark M

undy

Michael John Mundy

Sandr

a Mundy

Chelsea M

undy-Campbell

Alysha Mundy-Williams

Jamaine M

undy-Williams

Kiya M

undy-Williams

Nicole Mundy-Williams

Noelene Nunn

yrone Nye-Williams

Tereki Parson-Whaddy

Caterina P

erry-Thomas

Shar

on Perry-Thomas

Alison Raath

Emma Raath-P

ickering

Imer

a Raath

Charles Raath-Ardler

Anthony R

oberts Jnr

yril Roberts

Jessika Roberts

Jor

dan Roberts

elsey Roberts

Reuben Roberts

Riva R

oberts

Tilly Scott

yril Scott-Thomas

eah Seymour

Victor Sharman

Matthew John Simms

Iesha Simpson

Jocoby Simpson

Kar

en Simpson

yson Simpson-Brown

Douglas S

tewart

Jennifer Stewart

Norman S

tewart

eter Stewart

Steven Stewart

alter Stewart

Dennis S

tewart-Green

Keiran Stewart-Assheton

Jar

od Stubbs

aidyn Sturgeon

Brittany Sturgeon

Darr

en Sturgeon

Elaine S

turgeon

Jade Sturgeon

Jarr

ed Sturgeon

Shane S

turgeon

Wreck Bay Aboriginal Community Council 9

Skye Sturgeon T errence Sturgeon Cindy T albot

Clifford Thomas

Denise Thomas

Matthew Thomas

eter Thomas

onald Thomas

Sar

ah Thomas

Sherese Thomas

Sonia Thomas

Dennis T

owers

Joseph Turner

Melinda T

urner

Shar

on Turner

David Vale

Lachlan V

ale

Amber W

aine

Daniel Waine

Ebony W

aine

Chenoa W

ellington

Eliza Wellington

redrick Wellington

Ivy W

ellington

Jeffrey Wellington

ylie Wellington

oretta Wellington

Melinda Wellington

Michelle W

ellington

aula Wellington

Samantha Wellington

Shannon W

ellington

Debr

a Went

Hannah Went

Donya Whaddy

ewana Whaddy

Lance Whaddy

Laur

a Whaddy

ynette Whaddy

Jinama Whaddy-Parso

Adrian Williams

Amanda Williams

Christopher Williams

Cor

ey Williams

Daniel Williams

Dion Williams

Douglas Williams Snr

Douglas J Williams Jnr

Ellanor

a Williams

Emma-Jane Williams

aith Williams

Fiona Williams

Ger

aldine Williams

Glen Williams

eg Williams

James Williams

Jeffr

ey Williams

Joshua Williams

oby Williams

Melanie Williams

Michael Williams

Mitchum Williams

enny Williams

Priscilla Williams

ebecca Williams

Robert Williams Jnr

obert Williams Snr

odney Williams

Shakeela Williams

Shane Williams

Shannon Williams

Shar

on Williams

Sheena Williams

Sonya Williams

tacey Williams

ammy Williams

ania Williams

Timika Williams

rudy Williams

yson Williams

Wendy Williams

Zachary Williams

Daniel Williams

-Locke

Killara Williams-Locke

ee Willis-Arlder

Bruce Y

uke

Coral Yuke

10 A nnual Report 2019-2020

Land Ownership and Management Establishment of Council under the Land Grant Act permitted granting of inalienable freehold title to 403 hectares of land in the Jervis Bay Territory ( JBT) to the Wreck Bay Aboriginal Community. The land has been solely managed by the Council since 1987.

In the early 1990s, Council pursued further grants of land in the JBT, including the then Jervis Bay National Park and Australian National Botanic Gardens ( Jervis Bay Annex) and, in 1995, amendments were made to the Land Grant Act and the Australian National Parks and Wildlife Conservation Act 1975 and in October 1995 Council was granted title to both parcels of land. The land grant included a marine component within Jervis Bay itself.

Wreck Bay Aboriginal Community Council 11

Prior to the land grant, Council agreed to lease the Park to the Director of National Parks (Director) by way of a Memorandum of Lease being negotiated and signed. The lease is currently undergoing a review and is of 99 years in duration.

In 1996, a Board of Management ( Joint Park Board) was established for Jervis Bay National Park and the Botanic Gardens with Wreck Bay Community representatives occupying five of the nine positions and in 1997 the name of the Park was changed to Booderee National Park to reflect Aboriginal ownership.

The current Joint Park Board comprises twelve members with Wreck Bay community representatives occupying seven positions. Wreck Bay community representatives are elected from the Wreck Bay Council Board of Directors.

In 2018, two further parcels of land, Blocks 151 and 152 in Jervis Bay, were granted to WBACC, In total, the area of land and water owned by the Council in the JBT is approximately 68 square kilometres; about 90% of the land.

The remaining land in the JBT is managed by the Department of Infrastructure, Transport, Regional Development and Communications; with the Department of Defence managing Defence land.

Australian National Botanic Gardens ( Jervis Bay Annex)

12 A nnual Report 2019-2020

Functions In accordance with the Aboriginal Land Grant ( Jervis Bay Territory) Act 1986, Council has various functions within the main categories of land holding and management, provision of community services for its members and business enterprises.

The responsible Minister for the 2019-2020 reporting period was the Minister for Indigenous Australians, the Hon Ken Wyatt MP.

Further to the Act, Council holds title to Aboriginal Land and exercises, for the benefit of the members of the community, the Council’s powers as owner of Aboriginal Land. Council can also make representations to the Minister in relation to land that Council considers should become Aboriginal Land. Following such a process, Blocks 151 and 152 were awarded in 2018-19 but they represented only about 20% of the land the subject of the claim. Council did resubmit the claim for some properties part of the original claim, however NIAA has encouraged Council to submit a new land claim covering all remaining vacant crown land in the JBT, including Jervis Bay Village Road, currently home to many Registered Members of WBACC and it is Council’s intention to make this new claim during the 2020-21 Financial Year.

Community service type functions include housing provision, repair and maintenance, upkeep of the community centre, establishment of a community garden, men’s and women’s groups, daycare, small business, education and sporting assistance, provision of training, arrangement of community events such as NAIDOC and community communication and consultation initiatives.

Further functions include protecting and conserving natural and cultural sites on Aboriginal land, engaging in land use planning relating to Aboriginal land and managing and maintaining Aboriginal land as well as conducting business enterprises for the economic or social benefit of the community.

Wreck Bay Aboriginal Community Council 13

One of BNP’s lovely walking tracks

14 A nnual Report 2019-2020

Wreck Bay Village Wreck Bay Village is situated within the boundaries of the 403 hectares of the 1986 land grant in the JBT. It is located on the South Coast of New South Wales; approximately two and a half hours’ drive south of Sydney and three hours’ drive north east of Canberra.

The JBT is a non-self-governing Commonwealth Territory, administered by the Department of Infrastructure, Transport, Regional Development and Communications.

Wreck Bay Village looking out over Summer Cloud Bay

The Wreck Bay village consists of 48 houses with a population fluctuating between 215 and 250 people. Facilities at Wreck Bay include an administration office, community centre, children’s day-care centre, bus shelter, fire shed, men’s shed and a health clinic. Other facilities include a memorial garden, children’s playground, a community garden, basketball court and two common areas which are mainly used as children’s play areas.

Wreck Bay Aboriginal Community Council 15

Wreck Bay Community The Wreck Bay Aboriginal Community Council is the recognized owner of the land on the Bherwerre Peninsula. WBACC is made up of registered members of the Wreck Bay Aboriginal Community Council and their children, the majority of whom live in the Wreck Bay Village, Jervis Bay Village and the towns and villages of the Shoalhaven.

One of the many beautiful places on the Peninsula

16 A nnual Report 2019-2020

WBACC Timeline

Lithograph from the early 1800s

Koori people have always used Bherwerre because of its rich diversity. It has always been a place of great significance to our people because of its unique location and its abundance of foods and medicines. It has provided us with an area where we can continue to pass on our traditional knowledge.

1800s

Early Eur

opeans are given estates on the South Coast of New South Wales which started the dispossession of land from the local Aboriginal people.

Wreck Bay Aboriginal Community Council 17

Early Land Tenure Map

1830-1840 L ocal Aboriginal people listed in the record for distribution of blankets and rations.

1880s

Aboriginal r

eserves established on the South Coast due to the dispossession of traditional lands.

1912

Naval College established at Jervis Bay

1915

Commonwealth acquir

es the Bherwerre Peninsula; which becomes a part of the Australian Capital Territory. Efforts were made at that stage to relocate the Aboriginal Community at Wreck Bay.

18 A nnual Report 2019-2020

WB School in the early 1960s

1924 F irst school built at Wreck Bay.

1925

Aboriginal P

rotection Board of New South Wales accepts the Commonwealth’s offer to administer the Wreck Bay ‘reserve’ under the provisions of the New South Wales Aboriginal Protection Act 1909.

First manager appointed.

1929-1949

ish Protection Ordinance 1929-1949 has a provision that excludes Aboriginal residents of the Territory from paying fishing license fees.

Aboriginal initiative to establish a fishing industry in the region.

Wreck Bay Aboriginal Community Council 19

Bherwerre Dunes

1930s F irst houses built on the reserve

Early photograph of Wreck Bay Village

1940 Aboriginal P rotection Act 1940 reflects shift from protectionism to assimilation policies in New South Wales. Aboriginal people issued with ‘dog tags’. Cultural expression continued to be outlawed to fit in with the assimilation policy of the day.

1952

The boundary of the W

reck Bay Reserve marked out by Bob Brown, Archie Moore and Reg McLeod.

20 A nnual Report 2019-2020

1954 W reck Bay Reserve is gazetted under the provisions of the Aborigines Welfare Ordinance (Australian Capital Territory). Provision of the Aborigines Protection Act of New South Wales no longer applies.

1965

Aborigines W

elfare Ordinance (Australian Capital Territory) is repealed, thus effecting the transfer of the ‘reserve’; from the Aborigines Welfare Board to the Commonwealth Department of Interior. At the same time, the reserve was abolished and declared an ‘open village’.

Assimilation policy of the day brought about attempts to house non-Aboriginals at Wreck Bay, which the Community opposed. Efforts were made to relocate the Community once again. Wreck Bay School was moved to Jervis Bay.

1965-1966

reck Bay Progress Association formed to counter the open village status and to secure land tenure; thus securing the community’s future.

Progress Association Meeting

Wreck Bay Aboriginal Community Council 21

Wreck Bay Village Shop

1971 P roclamation under the Public Park Ordinance (Australian Capital Territory) of the Jervis Bay Nature Reserve over the majority of the Territory; including the non-residential land of the reserve.

1973-1974

The W

reck Bay Housing Company and the Wreck Bay Women’s Committee formed. Land Rights issues were the main issues for discussion between the Community and the Government.

Community activism

22 A nnual Report 2019-2020

Thomas Brown Snr, Percy (Bing) Mumbler, Kevin Ardler Snr, Howard (Ned) Moore and Phillip McLeod

1979 Blockade of the Summer cloud Bay Road, which prevents the general public access to the Summercloud Bay day visitor area. This action was taken as a result of the land ownership issue.

1985

Announcement by the P

rime Minister of plans to transfer the Fleet Base

and Armaments depot to Jervis Bay. The Wreck Bay people opposed this decision because of the impact to the Cultural and Natural environment of the region. The land rights movement accelerates.

1986

The Aboriginal Land Gr

ant ( Jervis Bay Territory) Act 1986 enacted.

1987

The W

reck Bay Community secure land tenure of 403 hectares of land via the Aboriginal Land Grant ( Jervis Bay Territory) Act 1986 and the Wreck Bay Aboriginal Community Council is established.

1991

ublic announcement of the Jervis Bay National Park is made.

1992

The Jervis Bay National P

ark is declared replacing the Jervis Bay Nature

Reserve. The Wreck Bay Community is offered two positions on a Board of Management of the newly declared Park. The offer is rejected.

1993

Commonwealth announces that the armaments depot will be built in Victoria

. The Native Title Act 1993 is enacted.

Wreck Bay Aboriginal Community Council 23

Declaration of Aboriginal Land

1994 The Commonwealth Ministers for Aboriginal & T orres Strait Islander Affairs and the Environment announce intention of a land grant of the Jervis Bay National Park to the Wreck Bay Aboriginal Community.

Amendments to the Aboriginal Land Grant ( Jervis Bay Territory) Act 1986 and the Australian National Parks & Wildlife Service Act 1975

1995

Amendments passed in both houses of P

arliament and the Wreck Bay

Aboriginal Community Council is granted freehold title to Jervis Bay National Park. Park leased back to the Director of National Parks.

24 A nnual Report 2019-2020

1996 The Jervis Bay National P ark Board of Management is established which has a majority of Wreck Bay Community representatives on the Board. For the first time the Wreck Bay people have a real say on how traditional lands are managed.

1997

The W

reck Bay Aboriginal Community Council lodges a land claim for the remaining areas in the Jervis Bay Territory, which is not Aboriginal Land.

1998

o reflect Aboriginal ownership, the Jervis Bay National Park has its name changed to Booderee National Park.

Wreck Bay Aboriginal Community Council 25

1999 W reck Bay Enterprises Limited is established.

2000

Inter

departmental Committee is established to look at a number of issues in Jervis Bay Territory including the Wreck Bay land claim.

2002

WBA

CC re-negotiates lease of Booderee National Park with Director of National Parks.

WBACC commences financial support for trainees in Booderee National Park.

Management Plan for Booderee National Park finalised.

Uncle Tom Brown and Uncle Phillip McLeod sign with the Director of National Parks

2003 Mar ch: WBACC and Wreck Bay Enterprises Limited register Certified Agreement.

reck Bay Health Clinic commences operation in new building. Amendments to legislation (Aboriginal Land Grant Act) for quorum for community meeting. Park Board membership increased from 10 to 12 with the Wreck Bay Community providing 7 of the 12 board members. December: Bushfires cause major damage to Booderee National Park November: Changes to the Aboriginal Land Grant Act passed in Parliament.

26 A nnual Report 2019-2020

2004 Mar ch: Work on new subdivision in Wreck Bay Village commences.

March: WBACC signs contract with Government to become Centrelink Agent and Access point.

2005

ork commenced on seven new houses that are funded through the National Aboriginal Health Strategy program.

May: WBACC signs Shared Responsibility Agreement (Housing) with the Queanbeyan ICC

June: Five of the seven families move into the new houses.

2006

January: R

eview commenced on Wreck Bay Aboriginal Community Council Strategic Plan.

September: Four members of the Board resign.

2007

January: Minister seeks r

eview of the Aboriginal Land Grant ( JBT) Act

1986.

June: Review of the Aboriginal Land Grant ( JBT) Act 1986 completed and report provided to the Office of Indigenous Policy Co-ordination.

December: Change of Government, new Minister is appointed.

2008

ebruary: Board approves Rent/Lease document and tenants commence signing leases.

June: Funding is approved by the Government to build a new childcare centre in Wreck Bay Village.

2009

ork commenced on the new Gudjahgahmiamia childcare centre.

2010

New Gudjahgahmiamia early education building completed.

Wreck Bay Aboriginal Community Council 27

(L) Aunty Jean Carter at the Day Care Opening Ceremony

(R) Aunty Wendy Brown and Uncle Tom Brown at the Day Care Centre Opening

2012 W reck Bay Enterprises Limited ceases to operate as a separate legal entity.

2013

September: Change of Government

, new Minister is appointed.

2014

Boar

d commences reviews on Village Town Plan, Strategic Plan, Business/ Operations Plan. Council files Petitions (x2) with Parliament. Second Plan of Management for BNP is approved.

2015

Boar

d commences staff re-structure review; together with future SLAs discussions.

2016

Booder

ee National Park Second Plan of Management operating.

2016

Aboriginal Land Gr

ant ( JBT) By-Laws 2005 repealed. Aboriginal Land Grant ( JBT) By-Laws 2016 commence operating. Aboriginal Land Grant ( JBT) Regulations 2006 repealed. Aboriginal Land Grant ( JBT) Regulations 2016 commence operating. Commencement of ‘Modern’ Award for Council and Contract Services Staff.

2017

Village Community P

lan developed.

28 A nnual Report 2019-2020

2018 Defence PF AS Contamination testing proceeds on Park and Council land.

2018

Council appears in High Court of A

ustralia in legal proceedings related to

rental housing. Result is unfavourable to Council. Council develops Home Ownership Implementation Strategy in response.

Two further parcels of land, Blocks 151 and 152 in Jervis Bay, are granted.

2019

New Minister appointed

2020

Home Ownership Implementation S

trategy approved by Government and

first amount of funding of $3 million released.

Caring for Country Rangers Program approved and funded by Government.

WBACC business entity restructure exercise begins

Discussions begin for Legislative changes to the Land Grant ( Jervis Bay Territory) Act 1986

Wreck Bay Aboriginal Community Council 29

Page 1

A Cultural Heritage Action Framework for Bherwerre Peninsula Aboriginal Lands (403,151,152)

Preamble

Purpose To set out goals and ac ons for sustainable management of effec ve, needed cultural heritage outcomes for Aboriginal Lands (403, 151 and 152), with a view to eventually adop ng a broader, unified cultural heritage strategy for the Bherwerre Peninsula.

Wreck Bay Aboriginal Community Council (WBACC) are responsible for the protec on and conserva on of natural and cultural sites on Aboriginal Land under the Aboriginal Land Grant (Jervis Bay Territory) Act 1986. WBACC is made up of a close community of Registered Members who are recognised as the Tradi onal Owners of Bherwerre Peninsula Aboriginal Land. At this me “Aboriginal Land” includes the ini al grant of the 403 Ha parcel (DP 7092) as well as Jervis Bay Territory Blocks 151 and 152 (Part DP 9271), and Booderee Na onal Park.

This Cultural Heritage Framework has been developed to provide guidance to WBACC and other stakeholders for management of be er cultural heritage outcomes for the 403, 151 and 152, guided by the Aboriginal La nd Grant (Jervis Bay Territory) By-Laws 2016. The Framework is intended to work in parallel with a cultural heritage strategy for Booderee Na onal Park (BNP) which is being developed in accordance with the Park Management Plan and guided by the Environment Protec on and Biodiversity Conserva on Act 1999.

There are other lands on the Bherwerre Peninsula for which WBACC has no legislated responsibility. However, from a cultural heritage standpoint WBACC consider the Penins ula and surrounding waters as one landscape. One country with an ancient history. A history that does not recognise today’s boundaries. And a history that is increasingly threatened through land use and loss of knowledge. The inten on is that this Framework will represent an important step towards eventual adop on of a unified strategy for cultural heritage management of the en re Bherwerre Peninsula.

WRECK BAY ABORIGINAL COMMUNITY COUNCIL

Dra V4c June 2020

Recognition In developing this Cultural Heritage Framework WBACC acknowledge and pay respect to the Tradi onal Custodians - those who cared for, maintained and conserved Aboriginal culture from the me of crea on. Acknowledgement and respect is also extended to our Elders, past, present and emerging.

From Colonial se lement Aboriginal people have struggled to survive, forced off tradi onal lands, suffered through unspeakable massacres and imported diseases, segregated and clustered into missions and res erves. Despite this hardship the Wreck Bay community, through ongoing struggle, resilience and determina on of its people, has reclaimed tle to much of the Bherwerre Peninsula. Country that the Registered Members (the current Custodians) call home.

1 | P a g e

Four-year Cultural Heritage Strategy for Booderee National Park.

This strategy sets out a four-year implementation plan and linked budget, designed around five key aspects of cultural heritage management:

1) Consultation with Registered Members to inform implementation of the strategy 2) Education of BNP and WBACC staff, Registered Members and visitors. 3) Identification, recording and management of significant cultural places 4) Identification, recording and management of objects 5) Recording of oral history

Each of the five key aspects is itself a strategy, broken down into parts and budgeted.

There are deliverables for each year of the plan, set out in the stepped budget.

The Plan does not attempt to identify actual places, objects or histories, rather it sets a framework and a series of flowcharts for how to identify, record, map and manage cultural heritage in BNP for the benefit of current and future generations.

The implementation period will see the management of country and building of a database based on this framework.

Draft Cultural Heritage Strategies for the 403, 151, 152 and Booderee National Park developed and ready for consultation.

30 A nnual Report 2019-2020

Board Members

WBACC Board 2019-20

Wreck Bay Aboriginal Community Council 31

Chair, Annette Brown has been involved with both the Board and the administration of the Council for many years and has made a commitment to advance the Community in the areas of governance, land management and community services whilst protecting the unique arrangements within our community.

Deputy Chair, Leon Brown grew up on Wreck bay and works to improve opportunities for Wreck Bay youth. He was elected to the Board in December 2018.

32 A nnual Report 2019-2020

Julie Freeman has her own Cultural Interpretation Business, with responsibilities to both the Park and to the Community. Julie’s ability to interpret culturally appropriate stories and information to the public is widely recognised. She brings cultural sensitivity and appropriateness to the Board to consider with all negotiations and opportunities.

Beverley Ardler has a strong commitment to help our children through education and social and emotional development. She holds a degree in Social and Emotional Development and Wellbeing. She has a passion to help teach our children about their culture and feels that it is vital for the children to have a voice in our community.

Jeff McLeod is a board member who was raised and lived on Wreck Bay all his life. He has worked in Nowra for 10 years and now works for WBACC in the Roads Department. He is passionate about anything regarding Wreck Bay issues.

Wreck Bay Aboriginal Community Council 33

Clive Freeman has dedicated his life to the conservation of the world’s oldest surviving culture. As an Aboriginal scientist he has combined an understanding of the Arts and Culture with a deep conservation ethic to enrich caring for country in both natural and cultural heritage management.

Erica Ardler has lived at Wreck Bay for most of her life. She has three children and five grandsons. Her visions is to help council and community to progress by looking to future generations and what they can offer. She hopes that WBACC will one day be able to run Booderee National Park as sole manager. She also wants to see improved health and wellbeing in the community and for youth and elderly to be able to access services without having to leave the community.

Kaylene McLeod was elected to the Board for the first time in December 2018. She loves working to further the interests of her community. Kaylene works in Booderee National Park.

34 A nnual Report 2019-2020

Tom Brown Snr has lived in Wreck Bay all his life and is from a family of thirteen children. He is married and has four children and four grandchildren. Presently his favourite past times are watching his grandchildren grow and working on his artworks. In the past, Tom has been employed as a Community coordinator and as the WBACC Works Department Manager (1992-2002). He was Chairman of the Board in the early 2000s and has been a Board member since that time

Tom’s interest is for future progression via the establishment of a register of people endemic to country, with a blood line to country.

Members of the Board meet with Minister Wyatt and staff

Wreck Bay Aboriginal Community Council 35

Details of the Accountable Authority

Period as the accountable authority or member

Name Qualifications of the

Accountable Authority Experience of the Accountable Authority Position Title/

Position held Executive/Non-Executive

Date of Commencement Date of cessation

Number of meetings of the board of the company

Annette Brown Long involvement with WBACC and Government; Governance Training; Due Diligence Training

Board member since early 2000s; Joint Board member Chair Chair since 2017;

Board member for several terms prior

Leon Brown Governance Training; currently studying for university qualification; project Management Training

Experience working on youth and employment programs Deputy Chair

December 2018 17

Beverley Ardler Qualifications in childhood education; Governance Training; Due Diligence Training

Board member since 2017; Joint Board Chair Executive member

2017 25

Thomas Brown Long involvement with WBACC and Government; Governance Training, Due Diligence Training

Board member for many years; Joint Board member for many years

Executive Member

- 25

Jeff McLeod Trade qualifications; Governance Training; Due Diligence Training Board member since 2013; Joint Board member

Executive Member

2013 25

Clive Freeman Business owner; science and anthropology qualifications; Governance Training, Due Diligence Training

Board member since Jan 2015; Joint Board member, elected joint Board Chair 2019

Executive Member

2015 24

Julie Freeman Business owner; long history with WBACC and Government; Governance Training, Due Diligence Training

Board member since 1991; Joint Board member Executive Member

2015 23

Erica Ardler Governance Training. Experience working in the

community

Executive Member

December 2018 18

Kaylene McLeod BNP Training Officer; Governance Training Experience working for BNP Executive Member

December 2018 18

36 A nnual Report 2019-2020

Executive Remuneration Total remuneration bands Short-term benefits Short-term benefits Short-term benefits Post-employment

benefits

Other long-term benefits

Number of senior executives

Average base salary Average bonuses

Average other benefits and allowances

Average superannuation contributions

Average long service leave

Average other long-term benefits

$0-$220,000 9 $6794 $0 $0 $679 $0 $0

Wreck Bay Aboriginal Community Council 3 7

Letter presenting the Annual Report

38 A nnual Report 2019-2020

Chairperson’s Report Dear Members

On behalf of the Wreck Bay Aboriginal Community Council, I am pleased to present to you our annual report for the 2019-2020 financial year, a year characterised by many unexpected events requiring WBACC, like other organisations across the country, to act flexibly and creatively. After the trials of the bushfires and COVID-19, WBACC received some very welcome news at the end of the financial year in relation to our Home Ownership Implementation Strategy, Caring for Country Rangers’ Program and a new Cultural/Visitor’s Centre for Booderee National Park that all bode well for a really positive future for WBACC and its Registered Members.

Thanks to Council staff for their work to support the Executive Committee (the Board) and to implement Board decisions and also to registered members for the confidence they have shown by re-electing me as Chair at the December 2018 annual general meeting. Thanks also to my fellow eight directors for their service to the community and for the support that they have given to me in decision making on some very complex matters over the last twelve months.

Council is regulated by the Public Governance, Performance and Accountability Act, 2013 (PGPA Act). The Executive Committee under Section 28 of the Aboriginal Land Grant ( Jervis Bay Territory) Act, 1986 (Land Grant Act) is the accountable authority under the PGPA Act.

In this report I have briefly discussed each of the areas of Board responsibility and outlined the Board’s approach for the 2019-20 financial year.

Annette Brown, Chair, WBACC Executive Committee

Wreck Bay Aboriginal Community Council 39

Governance Governance responsibilities include:

â¢ gr

ant control and reporting â¢

financial r

eporting

â¢

policy development â¢

community engagement and liaison â¢

management of the by

-laws

â¢

Boar

d participation; and â¢

human r

esources.

Grant control and Financial reporting: Council partners the Commonwealth, the National Indigenous Australian’s Agency (NIAA), in a three-year Funding Agreement ending in the 2021-22 financial year. The ‘Indigenous Advancement Strategy’ (IAS) provides funding for Jobs, Land and Economy.

The program outcomes include:

â¢

employment for Indigenous A

ustralians

â¢

work r

eadiness through community and other activities and work experience â¢

the fostering of Indigenous business â¢

assistance to Indigenous A

ustralians to generate economic and social benefits

â¢

effective and sustainable management of land; and â¢

assistance to Indigenous A

ustralians to progress land and sea claims under

commonwealth native title and land rights legislation.

This program continues to give Council opportunities for its registered members. WBACC spends the grant monies on the programs discussed throughout this report.

Grant funding also comes from the Department of Infrastructure, Transport, Regional Development and Communications for land council and local government activities and from the Department of Education for WBACC’s day care centre, Gudjahgahmiamia (which means ‘children’s shelter’).

Council met its reporting and acquittal requirements for all grant funding. Meeting the acquittal requirements means demonstrating that the activities funded have been conducted. Council reports twice each year to the funding departments to demonstrate proper expenditure of money on required activities. The summer bushfires and COVID-19 did have an effect on the ability of WBACC to deliver some of its community based programs, however, with the assistance and understanding of NIAA, delivery was staggered over the funding cycle to ensure that a hiatus of several months did not prevent the programs being delivered across the year.

Policy Development: Community policy development and implementation remain priority projects for the Board. This year the Board updated and upgraded many of its community policies, including those for Bond Assistance, Funeral and Wake Assistance and Tertiary Education Assistance . WBACC also updated its social media policy and

40 A nnual Report 2019-2020

did a large amount of work to progress its work health and safety (WHS) policies and procedures.

Importantly, the Board and Council staff progressed the Home Ownership Implementation Strategy this year, designed to attract funding to improve housing in Wreck Bay Village on a large scale and to effect the Board’s decision to facilitate home ownership for its current housing tenants. In June 2020, Government approved the first amount of funding of the strategy ($3 million) and a tender has been released to secure a project planner to develop and cost the steps towards home ownership. Work to assess all existing housing, survey lots, register title and to develop 99 year leases, similar to the Crown Leases in the ACT will begin in earnest at the beginning of the 2020-21 Financial Year.

Community Engagement: The 2019-20 financial year saw the continuation of extra methods for community consultation and communication. Council modified its monthly newsletter, introduced a staff newsletter, continued and built on its closed Facebook group (adding a staff page, a day care page and a youth page) and new community programs aimed at youth, including a school holiday program and homework club, were introduced.

Wreck Bay Aboriginal Community Council 41

Various service organisations were invited to present regular information sessions to community. These included information and assistance to develop wills, provided by Shoalcoast Legal and information from Indigenous Business Australia on investment opportunities available to WBACC, Scientific information was presented by Council engaged scientists in relation to PFAS, as was legal information in relation to potential legal action over PFAS contamination. Town planning sessions were also conducted by representatives from Indigenous Community Volunteers (now re-branded Community First Development) and 2020-21 will see the further development of the new Town Plan. Council’s Community Liaison Office (CLO), along with its HR and training arms, conducted regular whole of community mailouts to provide information on job opportunities offered by Council and Parks Australia and organised, with Parks Australia, a careers expo at the local Vincentia High School. Unfortunately the event was unable to go ahead due to the impact of COVID-19 but the planning work will be vital for a time when restrictions ease. Our yearly NAIDOC event held in July 2019, was a great success.

Our men’s and women’s groups had the benefit of gym programs this year, our elder’s enjoyed a Christmas lunch and most recently, our community veggie garden became a reality, with a water tank installed and fencing and garden beds and soil delivered and installation underway.

Management of the By-Laws: WBACC undertook two very important pieces of work this year, developing draft Cultural Heritage Strategies for the 403, 151 and 152 and the Booderee National Park. The draft strategies are currently being consulted with Registered Members. The 403 strategy made very clear the need to monitor activities on the 403 and the importance of the by-laws under the Land Grant Act. WBACC’s current by-laws have limited enforcement options and require amendment. WBACC is currently negotiating with NIAA for legislative reform associated with necessary changes to the way WBACC manages its housing and it is expected that there will also be associated changes to the by-laws and other parts of the legislation. As the financial year ended, NIAA provided its suggestions for legislative change, including changes to allow enforcement of the by-laws and I am relieved to say that there is a program in place to achieve legislative reform, including the community consultation required, with a process and timeline established. Legislative Reform takes time—all going to plan, we should achieve it by the end of 2021. The successful grant application for WBACC’s Caring for Country Rangers, along with the draft Cultural Heritage Strategy, assists the case, as one of their many functions to be achieved under the funding arrangement is the enforcement of the by-laws on the 403.

42 A nnual Report 2019-2020

Elders enjoying the Christmas party

Wreck Bay Aboriginal Community Council 43

Board participation: In 2019-20 the Board maintained its rhythm of one meeting per month. The Board has made some difficult decisions this year, all within required time frames for the progression of WBACC business. The audit committee of Council also held meetings providing financial and other relevant information at Board meetings. 2019-20 also saw the establishment of economic development, community services, cultural heritage and governance sub-committees of the Board, made up of Board, community and staff representatives. The Committees brought several recommendations to Council, including revamping of the WBACC website (which is now ready for 2020-21); a presentation from Indigenous Business Australia on investment options (which occurred late in 2019); the development of a Cultural Heritage Strategy for the 403, culminating in a draft strategy ready for consultation at the end of the financial year); the development of a community well-being policy (a draft is currently with the governance and community services sub-committees for consultation) and the development of more youth programs—leading to discussions for the establishment of a youth council which will be further explored this financial year. In June 2020, the Board decided to extend the sub-committees for another year, and I expect to report more successes in next year’s annual report.

The Board continued its ongoing governance training program. This year the Board received training focusing on financial governance and implemented some further measures to ensure proper reporting of real or perceived conflicts of interest. This coming year will include governance training focusing on the Board’s WH&S responsibilities.

Human resources: WBACC has provided several training courses for community and staff this year, with the intent of improving skills for job readiness and job progression. These included courses in leadership, governance, project management, first aid, GIS training, cleaning operations, plant operator license training and WHS. Council also sponsored several staff in their higher education pursuits, as well as six community young people in their tertiary pursuits. Three year 11 students from Community, were signed up for school based apprenticeships and traineeship (SBAT) in Early Learning (Child Care), AFL mentoring and Civil Construction; thanks to the hard work of Council HR staff, collaborating with the Australian Training Company and Vincentia High School.

Current staff of WBACC continued with team building exercises. In the last quarter of the year, WBACC worked with a volunteer from CFD to begin a restructure of the organisation. The restructure is aimed at filling gaps in the current organisational structure and providing more flexibility for staff to enable skills to be built up in different areas. The exercise was somewhat hampered by COVID and delivery dates have been pushed back to the end of the 2021 financial year.

44 A nnual Report 2019-2020

Community Service The Board’s community service responsibility includes:

â¢

housing â¢

education (including early childhood education

)

â¢

health â¢

ecreational activities.

Housing: The 2019-20 year saw the continued preparation of the Home Ownership Implementation Strategy. As the year concludes, with NIAA funding, a tender has been released to engage a consultant to schedule and cost the whole activity. This report and submission for further funding will go to the minister in the second quarter of 2020-21.

Education: Gudjahgahmiamia Early Learning Centre is a purpose built centre which was built to provide Aboriginal families in the Wreck Bay Community and surrounding areas early Childhood care and education. The centre is funded with a Community Child Care Fund (CCF) grant from the Department of Education, parent fees and contributions from WBACC.

Gudjahgahmiamia is licenced by the Early Childhood Policy and Regulation Unit in Canberra to care for thirty children each day. They make regular visits and the centre is required to provide written evidence that the centre is consistently meeting the ACT Children’s Services Standards.

Enrolments for 2019-20 have been steady with the largest demand for care in the nursery room.

The Centre is currently providing care for children from twenty five families, the majority of whom have a family connection to the Wreck Bay community.

WBACC is investigating methods to expand its enrolments and is actively working on a marketing campaign with help from the Commonwealth government.

WBACC’s day care bus, bought with CCF funding in August 2018, continues to be a valuable service. Staff are able to transport three children under four years of age and seven children over four to and from the centre three days a week. Under the new CCS funding we are not able to claim subsidy for the time the children are on the bus so a nominal fee of $7 is charged. In 2019-2020, whilst the bus was well used, no children were using the bus as their sole method of transport. When the bus run stopped in March 2020 due to COVID-19 ,all children were still able to attend their usual days, with alternative transport organised by parents and carers.

Gudjahgahmiamia was closed from 24th March-25th May 2020 due to COVID-19. Whilst there were no cases, the centre is situated in Wreck Bay, a vulnerable Aboriginal community, and the decision was taken to close the centre as part of a closure of the village to all but residents.

Wreck Bay Aboriginal Community Council 45

Staff continued to stay in touch with families through emails and text messages, sending home activities ideas, useful Facebook pages and websites and updates on the when the centre would re-open.

Before the centre re-opened all staff and families were given information about additional practices that would be implemented to support the good health of children, staff and families. These included taking the children’s temperature before they entered the playroom, asking all families to wait in the foyers, additional cleaning throughout the day and limiting the number of staff working in small rooms.

It has been an ongoing challenge to recruit trained casual staff. To overcome this difficulty, WBACC has offered a number of short term contracts which better support the staffing needs of the centre while offering more stability for employees. Gudjahgahmiamia in partnership with Vincentia High School has created a SBAT position. The student is due to complete their Cert III in Children’s Studies at the end of 2020.

In August, 2019, the centre submitted its quality improvement plan to NSW/ACT Department of Education and Training. While this is a requirement of our funding agreement it also provides the staff an opportunity to reflect on best practice.

The Dental team visited the centre to check the children’s teeth in November 2019 but weren’t able to visit in May 2020 due to COVID-19. Having the dental team visit regularly has been a wonderful opportunity for the children to have a positive experience and we hope they can resume their visits in the near future to support the children’s good dental health in later life.

Noah’s Ark Early Intervention Service and its staff continue to develop respectful and supportive relationships with the children, families and staff of Gudjahgahmiamia and the Wreck Bay community. Having Noah’s Ark early childhood teachers come to the centre weekly to support the children and staff is a very valuable service. The teachers have been able to work with children and staff over time to develop skills and helpful strategies.

Gudjahgahmiamia was invited by Noah’s Ark to participate in the SWAY program (Sounds Words Aboriginal language and Yarning).This involved a Gudjahgahmiamia staff member being trained and then implementing the program weekly. The Speech Therapist also works with the 3-5 year old once a week. SWAY is an oral language and literacy program based on Aboriginal knowledge, culture and stories. It was developed by Educators, Aboriginal Education Officers and Speech Pathologists at the Royal Far West School in Manly, NSW.

The good relationship between WBACC and Jervis Bay Primary School continues. The school works with WBACC on the Junior Rangers Program and the Big Cuz, Little Cuz program to ensure children have as smooth as possible transition through the levels of development and education.

46 A nnual Report 2019-2020

Likewise, WBACC is working closely with Vincentia High School to identify school based apprenticeship opportunities as well as arrange for information sessions for students on educational and employment opportunities.

Dates to Remember

Father’s Day Breakfast 8.30am Tuesday 27th August please RSVP

October - re enrolment forms to go home. Due back 31st October

Thursday 17th October WBACC Team Building day - Gudjahgahmiamia closed, no fees charged for the day

November - spots for 2020 will be confirmed.

Please note that families will not be given a 2020 spot until their fees are up to date, that is owing less than $100.

November - dental check-up for all enrolled children

Children’s Christmas party

Friday 6th December at Matty’s Playtime 5.30pm to 7.30pm

WBACC will pay the entry fee for each child enrolled at Gudjahgahmiamia and a small present. Party food will be supplied for all children and families

Graduation for children going to School in 2020

1pm Tuesday 17th December

1.30pm Afternoon tea

Friday 20th December - last day for the year.

Centre will re -open Tuesday 21st January 2020

(L) Day Care flyer (R) Medical clinic flyer

Health: South Coast Illawarra Health Service, the Aboriginal Medical Service (AMS) and Waminda Women’s Health Service all provide health services to the community. Council is currently working with the services to increase the breadth of service delivery within Wreck Bay, to alleviate the stresses of travel, particularly for elders. 2019-20 saw the introduction of podiatry services delivered in Wreck Bay and discussions continue to occur in an attempt to establish a renal nurse and renal chairs in the community.

Healthy Recreational Activities: WBACC implemented several of the recommendations of the corporate and community plans this year. The community veggie garden has been built and a gym program has been established for men’s and women’s groups. Council organised its regular trip to the Huskisson Carnival for community children

Wreck Bay Aboriginal Community Council 47

Community garden underway

Men’s group flyer

48 A nnual Report 2019-2020

Families enjoyed the Husky Carnival tickets provided by WBACC

After lots of lobbying the NBN was installed in Wreck Bay and Jervis Bay.

Wreck Bay Aboriginal Community Council 49

A homework centre and holiday program were implemented

WBACC homework club and JB Primary school kids celebrate the new NBN node featuring their artwork

(L) Holiday program (R) Lunch after a busy day out

A community well being policy was developed and will be implemented throughout 2020-21. This policy assists community members to attend the local gym and to become involved in other activities that promote health and well-being.

50 A nnual Report 2019-2020

Land Management The Board’s responsibilities in land management include:

â¢ cultur

al heritage management â¢

land use planning â¢

weed

/feral animal control â¢

contr

acts for maintenance of the Booderee National Park.

Cultural heritage: As well as the Cultural heritage strategy for the 403, 2019-20 saw the first year of the Cultural Heritage contract with the Director of National Parks, requiring the establishment of a cultural heritage function. Under the agreement, WBACC developed a Cultural Heritage Strategy for Booderee National Park. It was due to be approved by the Joint Board of Management in March however COVID restrictions resulted in reduced agendas with the strategy now due for review in July. The WBACC Board has endorsed the strategy which bodes well for Joint Board approval. When this is achieved a four year contract to implement the strategy will be negotiated with Parks.

1 | P a g e

Four-year Cultural Heritage Strategy for Booderee National Park.

This strategy sets out a four-year implementation plan and linked budget, designed around five key aspects of cultural heritage management:

Each of the five key aspects is itself a strategy, broken down into parts and budgeted.

There are deliverables for each year of the plan, set out in the stepped budget.

The implementation period will see the management of country and building of a database based on this framework.

Page 1

A Cultural Heritage Action Framework for Bherwerre Peninsula Aboriginal Lands (403,151,152)

Preamble

WRECK BAY ABORIGINAL COMMUNITY COUNCIL

Dra V4c June 2020

Wreck Bay Aboriginal Community Council 5 1

Land Use Planning WBACC worked with Community First Development this year to develop a Town Plan. The plan is complicated by the jurisdictional issues within the JBT and the team is still working on the application of the ACT planning laws to Wreck Bay. Unfortunately COVID put a stop to community consultation for development of the plan and it is likely that the work will continue throughout 2020-21. Work on the plan will focus on the identification of various zones. This work will assist WBACC in its Land Grant claim.

The Department of Defence released two draft final reports this year regarding the PFAS contamination in the Jervis Bay Territory. Council’s Independent experts from the University of Newcastle had reviewed the Defence reports and provided scientific information back to Council which had allowed us to respond to Defence in an informed way. WBACC’s responses led to improvements in the final management and monitoring plans. WBACC continues to investigate its options in relation to compensation for PFAS contamination.

The South Coast People’s Native Title Claim continued this year. Council has become a party to the claim and has instructed lawyers accordingly to look after Council’s interests.

Weed/feral animal control: WBACC used funding provided by NIAA to continue its weed control program, with significant improvement in the control of bitou bush and Sea Spurge. It is unlikely that these weeds of national importance will be completely eradicated but the team has established a pattern of control which should prevent the weeds from spreading further. Work has been undertaken to assess all trees in the village for safety and there was a program of tree lopping and removal during 2019-20. Feral animals such as foxes in the BNP are largely controlled by park rangers. The Caring for Country Rangers Program will train Wreck Bay Rangers to assist in feral animal control in BNP and on Wreck Bay lands.

Contract Services: Roads and trails, cleaning services, infrastructure, ground maintenance and entry station services continue to be provided by Council to the Director of National Parks under Service Level Agreements with Parks Australia. Contracts are also held with the territory administration (DITRDC) for grounds maintenance, roads and infrastructure services. All contracts were reviewed this year and re-signed. Unfortunately COVID pushed out the Commonwealth budget process so that Parks Australia and DITRDC required short term extension of contracts until October 2020 and it is expected that at that time, the services under the Parks contracts will be finalised and budgeted properly to allow for four year agreements to be entered (under a five year Head Agreement already in place).

52 A nnual Report 2019-2020

The way ahead The Board looks forward to an exciting and eventful 2020-21, with the introduction of the home ownership implementation strategy and associated funding, the Caring for Country Rangers program and plans and money for a new Cultural Centre in BNP. The Board sub-committees offer a further great opportunity for community participation in the future development of WBACC. Architectural design work on the re-development of our community centre and hall will continue (after a COVID hiatus), as will finalisation of the Town Plan and work on another Land Claim for further parcels of land in the Jervis Bay Territory.

A view of Booderee National Park after rain

Wreck Bay Aboriginal Community Council 5 3

Chief Executive Officer’s Report 2019-20 has indeed been a busy and challenging year. The Jervis Bay Territory was lucky enough to escape the devastating December and January bushfires so close to our borders however it was a very stressful time for all residents, with fires only a few kilometers away and at one point threatening to jump from Sussex Inlet into the Booderee National Park. The National Park and Wreck Bay Fire Brigades excelled themselves at home and away. WBACC learned lessons about the need for a Wreck Bay Village Emergency Management and Evacuation Plan (the plan at the time was wrapped up in a outdated JBT Plan) and the need for targeted communication to village residents. Since the fires, WBACC has engaged consultants to develop a WBACC Emergency Management Plan and is currently consulting on the plan and organising an exercise later in the 2020 calendar year.

The closure of the National Park due to the bushfires had a significant impact on the Park’s, and therefore WBACC’s income. Workers who were not able to work due to the Park’s closure were redirected to activities within the village, many related to fire preparation. WBACC also took on traffic management work for the Park to maintain employment levels and ensure visitors did not enter the park in such dangerous times.

After a short period of recovery and increased tourist numbers back into the Park, March saw the closure of the Park again by order of the Director of National Parks, following the COVID-19 outbreak.

WBACC CEO, Anne-Marie Farrugia

54 A nnual Report 2019-2020

Wreck Bay Fire Brigade during the January 2020 bushfires

WBACC had enacted its COVID-19 Business Continuity Plan in mid march, which required staff who were able to work from home to work from home. This was a challenge for WBACC and its staff, practically and culturally. Our computer hardware at that point was outdated with one laptop only. Luckily we were able to secure laptops and have them configured in a short period of time so that the majority of administrative staff could perform their duties at home. The concept of working from home was alien to many staff and this did cause some teething problems, with some staff returning to the physical workplace with careful attention to social distancing. Most community services continued. Limited Centrelink services, delivery of mail, development of community newsletters, scholarship application processes, elders payments etc still happened, although at times it was a challenge to communicate this to community members. Some online training sessions and community mailouts helped, however overall working from home was a challenge for all of WBACC, despite higher levels of productivity for Senior Management and administrative staff working from home and involved in the production of documentation.

Our daycare staff used the closure of the centre to do some important online training. Day Care staff became our go to staff for organising food and essential item deliveries to community members to alleviate the need for the vulnerable community to visit the shops. So many charities provided goods for distribution to Wreck Bay and Jervis Bay however the Park closure meant that thy could not deliver, so this became a task for WBACC staff.

Staff assembling grocery deliveries during the COVID shutdown

Wreck Bay Aboriginal Community Council 55

Of course, many of WBACC’s staff were unable to work from home because of the nature of their work, which is maintaining the National Park. WBACC worked with Park’s management to ensure ongoing employment for staff and income for WBACC. We came up with projects to replace work lost (mainly cleaning work not required when tourists were not coming) and projects which were easier completed when the Park was shut but would improve the Park to attract tourists into the future.

Entry station before and after

It was great seeing WBACC and BNP staff working together on projects that included re-painting, cleaning and repairs for entry station booths; re-landscaping of gardens beds; installation of six new flag poles and banners at the entry station; new line markings, road signage and speed humps.

(L) The WBACC Grounds team and BNP staff working to beautify the entry precinct during the COVID shutdown (R) WBACC cleaning staff during the painting of the entry station booths

Work was also done to deal with damage to the Botanic Gardens rainforest which was caused by wind and mass bat relocations due to bushfires; new concreted mulch bins for the botanic gardens; extensive refurbishment of Bristol Point campground; paths, walking tracks, boardwalks and bridges repaired across the park.

56 A nnual Report 2019-2020

(L) WBACC cleaning staff worked with BNP staff on jobs to improve the Park whilst it was shut. (R) WBACC and BNP staff during Reconciliation Week

These good examples of Parks and WBACC staff working together were an excellent pre-empting of the announcements made at the end of the financial year in relation to the Caring for Country Rangers Program and the funding of a new Visitors/Cultural Centre. These projects require collaboration and cohesion amongst the two workforces. Our organisations are intending to hold workshops early in the new financial year to jointly plan for these programs.

WBACC continues to offer employment opportunities to registered members, with a new Cultural Heritage Officer , Grants Officer and HR/Daycare Trainee appointed and nine new positions (one supervisor and eight trainee rangers in the Caring for Country Rangers program) announced this year. School based apprenticeships continued for the second year of a two year program, with our civil construction and daycare school based apprentices to graduate later this calendar year. New SBAT opportunities are currently being arranged for the new financial year.

We were sorry to say goodbye to our long terms Community Engagement Officer, Aunty Wendy Brown, who retired this year after over 20 years of service to the Community.

(L) Annette and Wendy Brown at Wendy’s farewell (R) Rachelle McLeod and Wendy Brown

Wreck Bay Aboriginal Community Council 57

Community services provided to Wreck Bay Council registered members have continued to expand, with the establishment of a homework centre and school holiday program and the continued development of the community veggie garden. The financial year kicked off with another fantastic NAIDOC week and Christmas saw a Christmas lunch for elders.

NAIDOC week at Wreck Bay, July 2019

NAIDOC carnival before the action, July 2019

58 A nnual Report 2019-2020

Unfortunately the planned Christmas party for community kids had to be cancelled due to the bush fires. However the Wreck Bay Fire Brigade made a special effort on Christmas day, and Santa still made it to Wreck Bay despite the fires.

I approved two small business grants for a clothing design and manufacture business and a tree management business and six applications for higher education assistance during the 2019-20 year, with courses ranging from bachelor of arts to bachelor of psychology, and a postgraduate degree. Tertiary education of the community’s young people is an important component in the progress towards community and business development and the Board and I am hopeful that these students of today will be the leaders of tomorrow, that qualifications and skills will be brought back for the benefit of the community and that registered members who the Council helped to educate will be sitting in positions of influence in government and the private sector beyond the JBT.

Funding Grants and other income Council received quarterly instalments of the annual lease payment from the Director of National Parks and a 25% share of entry and camping fees from Booderee National Park (although camping was severely impacted by bush fires and COVID). The funding is used for provision of community services and other outcomes beneficial to registered members. The leasing arrangements between Council and the Director of National Parks will be re-negotiated in September 2020.

WBACC continues its strong relationship with NIAA and the Department of Education. The grant funds provided form the basis for many of the important programs WBACC runs and undoubtedly contribute to the wellbeing of WBACC registered members.

Wreck Bay Aboriginal Community Council 59

Discussions within the Council organisation this year have gravitated towards the development of new revenue streams to supplement, and ultimately supersede grant monies. Whilst it is recognised that this is a long term proposition, small steps have been taken towards examining potential business opportunities. This year WBACC successfully quoted for horticulture work for the Department of Defence and capital works for Parks Australia. WBACC also took on a contract for management of the ACT Sports Grants Program.

Council was lucky enough this year to receive special grants to assist with some office improvements (a new kitchen, flooring and air conditioning) and a community cleanup. These small grants made a huge difference to the wellbeing of staff and community.

WBACC’s new kitchen partly funded by a Building Better Communities Program

Whilst the Economic Development sub-committee, like all sub-committees, was unable to meet for several months due to COVID, work continued on the development of a proposal to establish some tourist ventures in the national park. These will be presented to the Board later in the calendar year.

Contracts The Contract Services division of Council currently contributes approximately 40% of total revenue. Contracts are held with Parks Australia, the Department of infrastructure, Transport, Regional Development and Cities and Centrelink and NIAA.

I reported in last year’s annual report that in April 2019, WBACC signed a five year head agreement with Parks Australia. The head agreement attaches five service level agreements (for entry station, grounds maintenance, infrastructure, cleaning and roads

60 A nnual Report 2019-2020

and trail upkeep) which have an initial one year term. At the end of that term, longer term four year SLAs were planned to be signed. Unfortunately, COVID prevented the finalisation of the four year agreements, related to the delivery of the federal budget being moved to October. The SLAs were instead extended on the same terms (with the application of CPI) and will be renegotiated and executed in October. Importantly, the 2019-20 agreement included a WHS Capacity Building Payment. WBACC used that money to deal with asbestos issues in some of our leased buildings, conduct a chemical cleanup of our sheds, cover an old mechanics pit and make improvements against other Corrective Actions identified in a COMCARE audit.

Contracts with DITRDC, for road infrastructure, line marking, grounds maintenance and building maintenance and repair work on DITRDC owned houses in Jervis Bay Village have run quite smoothly. An extension to the main agreement was signed in June 2020. The agreement was intended to be fully re-negotiated, with the addition of some new grounds maintenance work currently let to Shoalhaven City Council by this time, however the delay of the federal budget also affected this contract. The new agreement will be presented for execution in October.

Compliance As a commonwealth corporate entity, WBACC is required to adhere to the Public Governance, Performance and Accountability Act 2013 (‘PGPA’ Act). The Executive Committee is defined as the ‘accountable authority’ and is responsible for the preparation and content of the annual report.

WBACC is bound by the Commonwealth Fraud Control Guidelines. During this reporting period, I have no knowledge of evidence relating to fraud within the organisation. In addition, I am of the honest and reasonable belief that appropriate and necessary measures operate to ensure fraud is minimised.

I undertake to adhere to the strict legal obligation placed upon me in the event of fraud. Suspected fraud matters will be reported to the appropriate authorities for possible prosecution.

The Future The immediate future will be dominated by WBACC’s home ownership implementation strategy. This is a five year plan of extensive work on village infrastructure and housing, in tandem with survey work to define lots and register title, legal work to develop leases and community skills development in the benefits and responsibilities of home ownership.

Effective Communication with Registered Members continues to be a challenge for WBACC. Various methods of communication are employed, including hard copy, on-line, emails and face to face—both group and individual meetings, however WBACC recognises that there is still a way to go. In this coming year, Council intends to hold more community meetings on various issues to improve two way communication with the community.

Longer term, sole management of Booderee National Park is the ultimate aim of the Wreck Bay community and this organisation. It is a long term goal, and formulating the

Wreck Bay Aboriginal Community Council 6 1

strategy to reach it poses many complexities. In the coming year, the WBACC Board will build on work done this year to strengthen relationships will be working with Parks Australia and a consultant in order to design a road map to sole management. This will form the basis for our corporate planning in the coming years.

Governor’s Head

On the business front, WBACC will be introducing the Sharepoint data management system as soon as the NBN is switched on (hopefully mid September 2020) as well as an automated time management system.

View over Summer Cloud Beach from Wreck Bay

I look forward to the challenges and opportunities ahead. I am thankful to the Board, staff and registered members for continuing to support me in the role of CEO and for the privilege of working in this beautiful place.

62 A nnual Report 2019-2020

Organisation Chart

WBACC Board

CEO

Deputy CEO

Contract Services Manager/Entry Station Team Leader

Team Leader Administration/ Accounts

Admin O*cer Accounts

Daycare Director Diploma x3 Cert III x 5 SBAT

Community Engagemen

Admin/Community Engagement

Senior Weeds O*cer

Weeds Crew x2

Infrastructure Team Leader Infrastructure Crew x2

Cleaning Team Leader Cleaning Crew x2

Road and Trails Team Leader Road and Trails Crew x2

Grounds Team Leader Grounds Crew x1

Entry Station

Crew x2

Cultural Heritage O*cer

Admin O*cer- Sports Grant Scheme

HR Manager Cleaning O*cer

Wreck Bay Aboriginal Community Council 63

WBACC Operations Report Governance Arrangements During this financial year there have been no changes to Council’s enabling legislation or any other legislation directly relevant to its operation.

There were no adverse reports about Council by the Auditor-General, Commonwealth Ombudsman, a Parliamentary Committee or the Office of the Australian Information Commissioner.

No indemnities were given to Council’s officers against a liability, legal or otherwise, including premiums paid or agreed to be paid for insurance against an officer’s liability for legal costs.

There was one Annual General Meeting (AGM) of Council this financial year, a non-election year.

As required by the PGPA Act; the Council has an Audit Committee consisting of:

â¢

ony Federici: Senior Accountant (retired), Booth & Co, Nowra; â¢

Neville Hampton: Community R

epresentative;

â¢

om Brown Snr: Executive Board Member (Chair); â¢

Clive F

reeman; Executive Board Member â¢

Rhonda Br

own: Community Representative.

Audit Committee (PGPA Rule Section 17BE)

Member name Qualifications, knowledge, skills or experience (include formal and informal as relevant)

Number of meetings attended/total number of meetings

Total annual remuneration

Tony Federici Qualified Accountant and Auditor, has worked assisting WBACC for over 20 years 4 $0

Tom Brown Retired WBACC Works Department Manager and Community Coordinator 4 $2228

Neville Hampton Jnr Qualified Accountant, formerly CFO of WBACC 4 $2228

Rhonda Brown Retired public servant (training officer) 4 $2228

Clive Freeman Ex Commonwealth and State public servant, Bachelor of Science, 4 $2228

64 A nnual Report 2019-2020

The Audit Committee met regularly; according to its Charter which can be found at https://www.wbacc.gov.au/corporate-documents/ The Audit Committee’s role involves reporting to the Board against government funding and other sources and ensuring that Council’s investments are targeted and appropriate.

The Audit Committee, along with the full WBACC Board, undertook financial governance training this year, and also spent some time on a review of current WBACC Administrative Policies. The Audit Committee also made recommendations to improve transparency relating to potential conflicts of interest within the Board.

The Work Health and Safety Committee held its regular meetings, with a hiatus during COVID. This year, the Committee focused on the development of electronic incident and injury reporting forms, which are now in place. The committee also further developed the WHS quarterly reporting template for presentation to the Board.

Further to section 17BE(h) of the PGPA, WBACC did not have any non-compliances recorded.

There were no directions issued by the responsible Minister, or other Minister, under the enabling legislation of the Council or other legislation during the reporting period. There were no general policy orders that applied to WBACC during the reporting period under s. 22 of the PGPA Act.

The Privacy Commissioner did not issue a report on Council pursuant to Section 30 of the Privacy Act 1988 (Cth), with no personal privacy complaints being made against Council during the reporting period.

Council complied with the requirements further to the Public Governance, Performance and Accountability Act, 2013 (PGPA Act) in preparing its Annual Report.

This Annual Report was approved by the Directors at a meeting of the Board Directors on 26th October 2020; and referred to in a letter signed by the Chairperson of the Board of Directors and dated 26th October 2020; to the Minister for Indigenous Australians, Senator the Hon Ken Wyatt.

Team meeting at the Botanic Gardens

Wreck Bay Aboriginal Community Council 65

Environmental Impact Management Under Section 516A of the Environmental Protection and Biodiversity Conservation Act 1999 (Cth) (‘EPBC Act’) Australian Government organisations are required to detail their environmental performance and contributions to Ecologically Sustainable Development (ESD).

WBACC has an Environmental Management Policy which sets out WBACC’s approach to: â¢

ener

gy and water conservation and waste water disposal â¢

minimisation and elimination of harmful substances â¢

the corr

ect and safe disposal of all substances â¢

the minimisation of waste gener

ation through reduction, reuse and recycling

â¢

the Minimisation of pollution—noise, visual, electr

omagnetic radiation, odour

â¢

addr

essing environmental concerns in all planning and landscaping decisions â¢

encour

agement of procedures that adhere to the principles of the Environmental Management Policy â¢

egular audits of its Environmental Management System.

In the 2019-20 year Council continued its on-line communication methods, reducing the number of hard copy mailouts to members, and made efforts to reduce paper use in the WBACC offices.

All chemicals used on site and within the BNP as part of our cleaning operations are properly stored and were disposed of properly. They were also reviewed for their environmental impact, with some replacements made.

An Asbestos Management Plan is implemented, and all asbestos (which occurs in the buildings owned by DITRDC, leased to Parks and sub-leased to WBACC) is contained.

Noise pollution on the Depot site has had its impact reduced by conducting noisy operations in a different location within the Depot, away from offices and houses.

Bioluminescence at Scottish Rocks, within the Booderee National Park

66 A nnual Report 2019-2020

Work Health and Safety Management In accordance with the Work Health and Safety Act 2011, WBACC is required to report on the Workplace Health and Safety management arrangements of Council.

WBACC has a WH&S Management System and WH&S policies. WBACC continues to monitor its WH&S performance against the results of the COMCARE audit undertaken in the 2019-19 year and in June 2020 finalised the Corrective actions out of that report.

The COMCARE audit had been conducted as part of an Agreement with Parks Australia, which paid WBACC a WHS Capacity Building Payment to assist with our WH&S compliance. WBACC received the last of those payments in June 2020, which covered the costs incurred by WBACC to meet all corrective actions.

WBACC has a Health and Safety Committee responsible for development and implementation of strategies to protect employees against risks to their health and safety. The Committee meets regularly to perform this function. Membership of that committee has been stable this year.

In 2019-20 there were no accidents or dangerous incidents that required notification to COMCARE, however WBACC did notify COMCARE of two incidents that were likely to result in COMCARE claims.

Council staff are up to date with all required training relating to WH&S, the operation of plant etc, manual handling, sun protection, what to do in the case of snakes etc. All council staff and some registered members undertook their yearly first aid training, including in the use of defibrillators.

Day Care staff at First Aid Training

Wreck Bay Aboriginal Community Council 67

Operational Units WBACC operates:

â¢ a contr

act services team which provides services to Parks Australia and DITRDC â¢

a day car

e centre which is licensed for 30 children â¢

an administr

ation section which is responsible for community services, human resources, financial management, cultural heritage and procurement and contracting functions.

Overall, WBACC had a good year as evidenced in the Financial Reports. WBACC attracted a large amount of government funding in the final week of the year for housing and Rangers programs. Whilst extremely welcome, the injection of funds meant that the percentage of own source income sourced from the rendering of services under contract, dropped from over 50% to approximately 40%.

Total comprehensive income also increased on the previous year, as did cash on hand despite Council using reserve monies to repair and maintain housing.

Contract Services Team Report for 2019-20 The Contract Services Team operates out of the WBACC Depot in Jervis Bay Village. This year there was a contract with DITRDC for works in the Jervis Bay Village and Wreck Bay Village, grant funding from NIAA for weed control and five Service Level Agreements (‘SLAs’) with BNP for:

â¢

oads and Fire Trails â¢

Cleaning â¢

Entry S

tation

â¢

ounds maintenance; and â¢

Infr

astructure

WBACC also regularly undertakes contract work over and above that within the DITRDC and Parks Australia Statements of Work. This work is arranged under individual work orders and is often funded out of Government’s capital expenditure budget.

This year the Contract Services Team attracted 1.24 million in payments for services rendered.

Will Hampton, Contract Services Manager

68 A nnual Report 2019-2020

Roads and Fire Trails Team—examples of work completed in 2019-20 As well as completing all required work under the Service Level Agreements (grading, pothole repairs, slashing of vegetation to maintain tracks and fire trails), the team also completed re-establishment of gravel and sealed road verges and cleaning of roadside drains.

During the year the busiest jobs have been the blowouts and pothole repairs on Ellmoos and Stoney creek roads, APZ clearings and stormwater repairs at visitor carparks.

The team also undertook a work schedule for the 403, consisting of maintenance work on several roads and fire trails, Boorala and Cemetery road

(L) Michael Pascoe, Roads and Trails Team Member (R) Jarred Sturgeon, Roads and Trails team Member

Cleaning Team—examples of work completed in 2019-20 The Team completed all required work under the Service Level Agreements-cleaning of all amenities, where the team works to a time schedule for each toilet and shower block in the campgrounds, barbeques, rubbish removal within BNP, cleaning of Parks and DITRDC buildings, daily maintenance checks and reporting of any incidents. Cleaning and entry station staff are often the face of WBACC for visitors because they are in the BNP so often and deal directly with visitors. Staff have developed useful customer service skills as a result of this. The staff undertook ‘verbal judo’ training to assist them to develop skills in dealing with difficult customers.

The cleaning team was the team most affected by the Booderee National Park closures as a result of bushfires and COVID-19. In order to retain income and jobs, WBACC and Parks negotiated for the team to work on other activities instead. The team were involved in camping and picnic area improvements, re-planting, mulching and installing of new flagpoles in the garden beds at the Entry Station and Visitor Centre precinct.

Wreck Bay Aboriginal Community Council 69

(L) Elijah Ardler, Cleaning Team Leader (R) Josh Williams, Cleaning Team member

(L) Kyle Brown, Cleaning Services Team member (R) Ronald McLeod, Cleaning Services Team member

George St. Maite, Cleaning Services Team member

70 A nnual Report 2019-2020

Entry Station As well as completing all required work under the Service Level Agreements (manning the Entry Station, issuing tickets, undertaking traffic control measures) the Team also conducted traffic control activities during the bushfires and COVID-19 and worked with Parks Australia to manage communication with tourists who turned up despite the closures and to record numbers of people each day. There was also work related to the Prime Minister’s announcement of free park entry. The team undertook a course in customer aggression training and learnt to operate the new boom gates and camera system.

Sarah Cook, Entry Station Team member

Grounds Maintenance Team—examples of work completed in 2019-20 As well as completing all required work under the Service Level Agreements (maintenance of gardens throughout the Park, mowing, trimming, weeding, maintaining garden beds etc) the Team also has a daily schedule of work on the 403. Part of this work is the twice a year clean-up of Wreck Bay Village in June and December. This year, the team had a Communities Environment grant to assist with the end of year cleanup. As well as doing work within the village, this cleanup extended to the beaches of Wreck Bay, with community members also chipping in to collect marine debris.

During the next review of the SLA agreement in October 2020 the grounds maintenance team hopes to pick up work for various sites within BNP not currently included. For the first time, this year saw the team successfully quote for work for the Department of Defence, with some re-vegetation work at HMAS Creswell, which will be underway early in the new financial year

During the COVID lockdown, the team worked collaboratively with BNP staff on a makeover of the Visitor’ Centre and entry station garden beds.

Wreck Bay Aboriginal Community Council 71

WBACC and Park’s staff working together Our teams help keep the environment suitable for flora and fauna such as this Jacky Dragon

The good work of the grounds team was recognised by Parks Australia this year for its quality and timeliness.

Shayne Brown, Grounds Team Leader

Examples of work—Infrastructure team, 2019-20 As well as completing all required work under the Service Level Agreements (repairing and maintaining structures within BNP), the team conducted maintenance on BNP fireshed, campground roofing repairs, display boards at caves beach and Botanic Gardens. Toilet seat replacement in campground toilet blocks.

The Team also completed several new kitchens and painting jobs on houses in Jervis Bay Village, contracted to DITRDC.

Importantly, the infrastructure team also organised and carried out much of the work on housing in Wreck Bay Village, installing new kitchens and bathrooms (on thirteen houses); windows, verandahs and awnings, roof repairs and conducting emergency repairs.

72 A nnual Report 2019-2020

Jeff McLeod and Max McLeod, Infrastructure Team members

Weeds The weed monitoring and eradication strategy is an ongoing program performed on the 403 hectares of land owned by the Wreck Bay Aboriginal Community Council.

Hand removal of sea spurge and bitou bush seedlings is currently ongoing, splatter guns are being used on satellite infestations of bitou bush in areas that are inaccessible for vehicle access, and a high pressure spray unit is also used to eradicate larger areas of infestations.

The team has also been monitoring the effects of overspray from round up on non-targeted species (natives, orchids and succulents) and monitoring vegetation that is highly sensitive to overspray at Summercloud beach, Mary beach, the headlands and cliffs at Shelley’s point and cemetery point.

A shared agreement between Parks Australia and the Wreck Bay Aboriginal Community Council has allowed both parties to work together on eradicating both species. Work completed on sea spurge at Shelley’s point, caves beach, Marys beach, Summercloud beach, Pommies beach and cemetery point has reduced the population of sea spurge significantly.

Whilst is important to eradicate and reduce the population of bitou bush and sea spurge, it is also very important to research and monitor both species in their current environment. Collecting data and recording through GPS mapping and data entries has been a high priority for the Weeds crew and will continue as a major function for the purpose of Wreck Bay Aboriginal Community Council’s obligation to Natural Area Management and Land Management practices.

Wreck Bay Aboriginal Community Council 73

(L) Dan Williams, Weeds Team member (R) Kevin Mundy, Weeds Team member

Gudjahgahmiamia Day Care Centre Report for 2018-19

A socially distanced daycare team

The day care centre is located in Wreck Bay Village.

The day care centre is not a financially profitable exercise for WBACC, but its important role in providing community services to members justifies WBACC’s decision to continue to operate it.

This year, Gudjahgahmiamia’s operations were affected by the local bushfires in December 2019 and COVID-19 from March 2020. Both of these events impacted on attendance and income for the centre. The centre application for the 50% COVID-19 Child Care Relief Package was successful. This enable the Gudjahgahmiamia team to work from home completing a variety of on-line learning opportunities, professional reading and to send regular emails to families with updates and activities ideas. While

74 A nnual Report 2019-2020

all but one family returned to care in May 2020 when the centre re-opened, some families reduced or increased their days to reflect changes in their child care needs.

The centre met all licensing requirements and acquittals for the financial year.

(L) Sarah Ketelhohn, Day Care Centre Director (R) Aunty Leslie Morgan

One aspect of the day care centre’s operations, is the ongoing collaboration with a local service called Noah’s Ark which supports children who require early intervention services.

This year the day care team worked with the Noah’s Ark team and a Speech Therapist to incorporate the SWAY (Sounds, Words, Aboriginal Language and Yarning) program in our centre.

â¢

One staff member completed the thr

ee-day training program and then shared the

resources and ideas with the team. â¢

amilies of children aged three to five were provided with information about the SWAY and were invited to sign permission notes so their child could participate in the SWAY program. â¢

The day car

e staff member presented and explored the activities with small groups each week. â¢

These sessions ar

e documented in the daily journal for all families to read and share with their child. â¢

The Speech Ther

apist presents a targeted program to small groups of children one day a week. This session supports the children who have not had a formal speech assessment but are showing some delay in their speech or language development. â¢

Handouts ar

e sent home for children to share activities with their family and continue the learning at home. â¢

The staff member participates in SW

AY networking sessions. This supports the staff

member to implement the program and is also an opportunity to share experiences, knowledge and ask questions of their peers.

Wreck Bay Aboriginal Community Council 75

Moving forward â¢ W orking with a local business to create a Facebook page to promote the centre, recruit staff and promote the services the Gudjahgahmiamia provides, including the SWAY program.

â¢

Additional day car

e staff to participate in the three-day SWAY training. â¢

Day Car

e staff and Noah’s Ark staff continue to build on their solid relationship which will be valuable for future collaborations. â¢

All parties feel they can r

espectfully share information.

â¢

or the child, often their first access to a small group speech therapy session. â¢

amilies have access to high quality early childhood services in a culturally safe space. â¢

Aboriginal staff in early childhood services ar

e trained and qualified.

â¢

amilies feel safe to access services because of the reputation of the Centre. â¢

taff learning good strategies for working with children. â¢

arents and staff developing good relationships. â¢

arents and families are getting good information about their child’s developmental needs. â¢

arents are involved in the process, and family members are encouraged to practice at home.

Immediate outcomes â¢ Childr en are getting correct diagnoses. â¢

amilies are able to access funding to support their child if they are diagnosed with developmental issues. â¢

Child is accessing specialists who can pr

ovide support.

â¢

arents are making more effective decisions to support their child. â¢

taff learning good strategies for working with children. â¢

taff capacity to conduct accurate developmental diagnosis is increased. â¢

taff confidence is increased. â¢

arents and staff developing good relationships. â¢

arents and families are getting good information about their child’s developmental needs.

Day Care Centre with updated resources

76 A nnual Report 2019-2020

(L) Marnie Waaka, Day Care Team member (R) Akala Maybury, Day Care Team member

Tabitha Moore, Day Care team member

Cultural Heritage Unit This year saw the establishment of the Cultural Heritage Unit consisting of a single staff member to develop a BNP Cultural Heritage Strategy and Implementation Plan, under contract to BNP. This contract has been 25 years in the making and marked an important milestone for WBACC. The approval of the draft plan by the BNP Joint Board of Management at the end of the financial year means that WBACC is now in a position to negotiate a four year Cultural Heritage Contract with BNP. The protocols developed in the Implementation Plan are already being tested and the work of the unit has extended to some fee for service work for NBN Co, which required Cultural Heritage Inductions for its staff. Next year, the team hopes to provide further induction training to the Defence Department and the Territory Administration, as well as to perform the services and develop the Projects under contract.

Community Liaison and Engagement This year saw the long term incumbent of the CLO position retire and the employment of another Registered Member to take on the role. The position focused on the reinstitution of regular meeting with Parks’ management to discuss community questions and concerns with management and operations of the BNP and as a conduit

Wreck Bay Aboriginal Community Council 77

from BNP management to community with information about what is happening in the Park. The position took on management of the staff and community newsletters and included a BNP section in each newsletter, to improve the information flow between the Park and WBACC membership. As COVID lifts, the position will be organising community information sessions where Park staff will regularly address WBACC members on such issues as species monitoring, reintroduction of species, seed propagation in the botanic gardens etc. The position also went about establishing holiday and homework programs for community school children, which were very well attended.

(L) Clive Freeman, WBACC’s Cultural Heritage Officer (R) Fiona Dann, WBACC’s Community Liaison and Engagement Officer

Small Grants Administration (Sporting) WBACC took on administration of the small grants program from the ACT Government this year, under contract to NIAA. The scheme provides small grant assistance to Indigenous sporting teams in the ACT, including the JBT. This contract is an important step towards WBACC’s self sufficiency, given that our administration skills have been recognised as good enough to award us a contract to manage a government scheme. The work of the program was heavily impacted by COVID, given that no-one could join sporting teams for half the year, however the staff member employed under the contract was able to utilise her skills to investigate grant opportunities for WBACC, which resulted in several grant applications still under consideration.

Sharon Brown, WBACC’s Grants Officer

78 A nnual Report 2019-2020

Administration Team Report for 2019-20 The administrative team is the backbone of WBACC. It’s work ensures the funds for the day care and contract services teams to operate, and facilitates all land management and community services obligations. The functions of the team are wide and varied, encompassing:

â¢

Support to the Boar

d of Management—arrangement of Board meetings, Board papers and minutes; policy development. â¢

Contr

act and Procurement Management—tendering and contracting, contract performance management, negotiation with government and contractors. â¢

inancial Management—funding applications and acquittals, invoicing, accounts payable, payroll, budgeting, administration of community policies and payments (eg. higher education, sporting and small business grants). â¢

Human R

esources—management of all employment contracts, performance, WH&S, training and education outcomes.

(L) Rachel McLeod, Accounts Manager (R) Naomi Brown, Accounts Team member

Wreck Bay Aboriginal Community Council 79

(L) Kevin (KJ) Ardler, Accounts Team member (L) George Brown, WBACC’s Human Resources Manager

(L) Sherrie Tripp, HR and Day Care Admin trainee (R) Loretta Wellington, Administration Team member

Community Liaison/Engagement—organisation of community events, meetings, consultations; delivery of community programs (eg. Big Cuz, Little Cuz, Second bite, community garden). â¢

Cultur

al Heritage Management—development of strategy, policies consultations, communication. â¢

Gener

al Administration—reception, data entry, file management, archiving, dissemination of community information. â¢

JBT networking

—Council maintains its obligation to various committees established to effectively plan and advocate for residents of Jervis Bay Territory. (eg. Jervis Bay Emergency Management Committee).

This year the administration team attracted $5.57 million in government grant funding through grant applications, renewals and negotiations. It acquitted all funds accurately and on time. The team also negotiated and managed the contracts performed by the contract services and other teams, to the value of $2.28 million. It managed day care fees, rent payments and income from investments.

80 A nnual Report 2019-2020

The team also managed outgoings. It arranged insurances, legals, banking, payroll and supplier contracts and payments.

Significant work of the team this year included: â¢

submission of gr

ant applications for WBACC’s Home ownership implementation strategy and Caring for Country Rangers â¢

finalisation of a Cultur

al Heritage Implementation strategy for Booderee National Park â¢

management of SLAs, including a WHS capacity building payment; â¢

arr

angements of leadership training and team building for staff; â¢

ogression of WHS policies including WHS Incident and Injury online forms and WHS Management System â¢

negotiation of the payment of old debt by P

arks Australia;

â¢

development of a checklist system for contr

act services staff to assist with better

preparation of tax invoices; â¢

development of a home ownership implementation str

ategy, the associated steps

and the Ministerial submission.

WBACC Team Building Day Oct 2019

Wreck Bay Aboriginal Community Council 81

Remuneration for key management personnel

Short-term benefits

Post-employment benefits Other long-term benefits Termination

benefits

Total

remuneration

Name Position title Base salary Bonuses Other benefits

and allowances Superannuation contributions Long service

leave

Other long-term benefits

Reuben Ardler Deputy $100,859 $10,534 $2,591 $113,984

Anne-Marie Farrugia CEO $167,610 $16,071 $3,800 $187,481

All Ongoing and Non-Ongoing Employees All Ongoing Employees Current Report Period (2019-20) Male Female TotalFull Time Part Time Total Full Time Part Time Total15 9 24 9 10 19 43 All Non-Ongoing Employees Current Report Period (2019-20) Male Female Total Full Time Part Time Total Full Time Part Time Total

16 16 19 19 35

All Ongoing Employees Previous Report Period (2018-19) Male Female Total Full Time Part Time Total Full Time Part Time Total

14 9 23 8 9 17 40

All Non-Ongoing Employees Previous Report Period (2018-19) Male Female Total Full Time Part Time Total Full Time Part Time Total

0 16 16 0 9 9 25

82 A nnual Report 2019-2020

Performance Criteria Performance has been reported against each of the Performance Criteria set out in the 2019-23 Corporate Plan. The Annual Performance Statements are provided further to Section 39(1)(a) of the PGPA Act for the 2019-20 financial year and accurately present Council’s performance in accordance with Section 39(2) of the PGPA Act. The annual performance statements are based on properly maintained records, accurately reflect the performance of the entity, and comply with Subsection 39(2) of the PGPA Act.

Wreck Bay Aboriginal Community Council 83

Objective Delivery Strategy Resourcing Performance Monitoring and Measurement

Result Next Steps

To manage and maintain Aboriginal Land by protecting and conserving natural and cultural sites on Aboriginal Land

Appointment of Cultural Heritage Officer within WBACC, to collate all existing information and formulate a Cultural Heritage Strategy and Implementation Plan;

Cultural Heritage Officer will be employed under a contractual arrangement with Parks Australia;

Collation work and Cultural Heritage Strategy and Implementation Plan is complete and delivered to the Board (by end June 2020) with implementation ongoing in years thereafter.

The contract with Parks Australia was signed and the Cultural heritage Officer was appointed. The Cultural Heritage Strategy and Implementation Plan were developed and approved by the Joint Board of Management in June 2020. COVID pushed out the federal budget until October 2020 which meant that we were unable to sign the four year contract for July, however a contract was signed until the end of October, for beginning implementation and testing of the protocols in the Plan.

The new four year contract to be signed in October 2020.

BNP is using the Strategy and Implementation Plan to ensure Tourism and Works activities within BNP are protecting Natural and Cultural Heritage.

BNP is using the protocols in the Strategy and engaging the Cultural Heritage Officer for all activities in the Park which could impact Cultural Heritage. This year, the CH officer has advised on works at Caves Beach, the Botanic Gardens, the Cove and for NBN installation in the Park.

BNP and WBACC to continue to work using the protocols for work in the park, particularly on CAPEX projects during 2020-21

Cultural Heritage Sub-Committee, with community representation, of WBACC Board to meet quarterly and make recommendations for Cultural Heritage activities to the Board;

Cultural Heritage Sub-Committee is being funded out of DTIRDC funding $20k per year;

Number of Cultural Heritage proposals presented to and accepted by the Board by Cultural Heritage Sub-Committee.

The Cultural Heritage Sub-Committee made one major recommendation for the development of a Cultural Heritage Management Plan for the 403 lands, which was accepted by the Board. The Sub-Committee then worked with Community First Development, whose representative acted as a scribe, to develop the plan. COVID restrictions resulted in the Sub-Committee being unable to meet for a time and members of the WBACC Board progressed the document which was then presented back to the whole Sub-committee for review and comment. The Draft Cultural Heritage Action Plan for the 403 and newly granted lands 151 and 152 was accepted by the Board in June 2020 and is currently with the WBACC community for consultation.

The consultation on the draft CH strategy and action plan for the 403 will continue into the new financial year. The consultation will be important to identify cultural zones. Once this occurs, the new Caring for Country Rangers will have a role in progressing work under the strategy.

84 A nnual Report 2019-2020

Objective Delivery Strategy Resourcing Performance Monitoring and Measurement

Result Next Steps

WBACC will manage its operations in a way that will have minimal/no adverse environmental impacts and protect the environment.

Environmental compliance is largely unfunded, except when related to WHS compliance (eg. asbestos management) which is funded out of the profits of the enterprise.'

Environmental Biodiversity Management Team to be funded using grant funding (currently at bid stage) from NIAA under the IAS.

Dedicated wash area for cars used.

Asbestos Management plans in place and provided to contractors working in the village and on the depot.

BNP Environmental protocols are being followed for all SLA and contract work in the Park.

Cultural and Natural Heritage strategies are in place and in use in BNP and on the 403.

Work teams are washing their cars in the dedicated wash bay.

Asbestos Management Plans are in place and have been provided to the plumbers, electricians etc working on the housing program. Two WBACC staff undertook training in removing asbestos.

Protocols were introduced towards the end of the financial year and training for WBACC staff in the requirements has started. The first CAPEX project being negotiated since the introduction of the protocols has had them applied.

The Caring for Country Rangers team, approved by the Minister at the end of June, is the result of this funding submission.

Council continued its community cleanups this year and extended the cleanup to a clean of the surrounding beaches, using grant monies from the Communities Environment Program.

PFAS contamination from the Department of Defence's historical use of Fire Fighting Foam is an environmental issue for the JBT. The WBACC Board is considering options at the end of the financial year and will make an announcement about next steps in the first or second quarter of the new financial year.

As more projects with the capacity to impact the environment are quoted, the cultural and environmental protocols will be followed.

The Team will be established and begin work on managing country in the 2020-21 financial year.

WBACC will work with the community to encourage re-use and recycling and use of Shoalhaven City Council tip vouchers as an alternative to community cleanups organised by Council, which are expensive and have the disadvantage of hard rubbish being left on road verges.

Wreck Bay Aboriginal Community Council 85