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Wreck Bay Aboriginal Community Council—Report for 2016-17


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Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Cover image: Mary’s Bay looking towards Summercloud Bay

© Commonwealth of Australia 2017

ISSN 1832-5181

The contents of this Annual Report and Statement of Accounts are protected by the provisions of the Copyright Act 1968. The document is produced solely for the purposes of reporting to its members as required by law and the report or any part of this report must not be reproduced or published without the express written permission of the Wreck Bay Aboriginal Community Council.

Address:

W

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

Publisher:

W

reck Bay Aboriginal Community Council

Designer:

L

G2 designers

iii Wreck Bay Aboriginal Community Council Annual Report 2016-2017

iv Wreck Bay Aboriginal Community Council Annual Report 2016-2017

v Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Contents Statements vi

W

reck Bay Aboriginal Community Council

1

Our

Vision

1

Our G

oals

1

O

verview

2

W

reck Bay Aboriginal Community Council

3

M

embership

3

Land O

wnership/Management

9

F

unctions

10

W

reck Bay Village

11

W

reck Bay Community

11

T

imeline

12

W

reck Bay Aboriginal Community Council

13

B

oard Members

18

W

reck Bay Aboriginal Community Council

19

B

oard Meetings 1st

July 2016 to 1st February 2017

24

B

oard Meetings 2nd February 2017 to 30 June 2017 24

WBA

CC Report

26

Chair

person’s Report

27

T

he year in retrospect

27

G

overnance

28

C

ommunity Service

29

Land M

anagement

32

T

he Way Ahead

33

Chief Ex

ecutive Officer’s Report

34

F

unding Grants and other income

36

C

ontracts

37

F

urther Operational Activities with the Community

37

C

ompliance

38

T

he Future

39

Or

ganisational Chart

40

P

rogram Outcome Statement

41

WBA

CC Operations Report 2016-2017

41

A

dministration

53

G

overnance

54

C

ommonwealth Disability Strategy

56

Land M

atters

56

En

vironmental Impact Management

57

O

ccupational Health and Safety

58

C

ommunity Programs

59

C

ommunity Liaison Office (CLO) Function

60

T

raining

60

C

entrelink Agency

60

J

ervis Bay Territory Networking

61

G

eneral Meetings of the WBACC

61

A

udit Committee

61

W

reck Bay Contract Services

62

Operational A

ctivities 2016-2017 Financial Year

62

O

verview of Operational Activities 2016-2017

65

WBA

CC

70

C

ompliance Index

95

Statements

1 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Our Vision Wreck Bay Aboriginal Community 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.

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

h S

ole Ownership of all lands and waters within Jervis Bay Territory;

h S

ole management of its freehold land and waters; allowing for Community responsibility, empowerment and self determination

h S

ole representation of all Community’s united and democratically agreed interests at all levels of Government and in all external dealings so as to protect Community members’ rights;

h En

vironmentally 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;

h S

ocial and cultural development linked with appropriate cultural training and education, to improve Community empowerment and management, security and wellbeing, while preserving Community values;

h I

mprove health, housing and living standards to levels at least comparable with good practice in other Australian communities; and

h R

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

Wreck Bay Aboriginal Community Council

Overview

3 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

The Wreck Bay Aboriginal Community Council (the Council) is an incorporated statutory body which was established by the Aboriginal Land Grant (Jervis Bay Territory) Act 1986 (Land Grant Act), which is Australian Government legislation and falls within the Ministerial responsibilities of the Minister for Indigenous Affairs. The Council commenced operations in March 1987 and is currently in its thirtieth year of operation.

Membership At time of this report there are 391 Registered Members of the Wreck Bay Aboriginal Community Council.

JANELLE ALI TEESHA ARCHIBALD AIMEE ARDLER

ALINTA ARDLER AMANDA ARDLER ANTHONY ARDLER

ATHOL ARDLER BEVERLEY ARDLER BRADLEY ARDLER

CASEY ARDLER CHRISTOPHER ARDLER CRAIG ARDLER

DILLAN JAMES ARDLER ELIJAH ARDLER EMMA ARDLER

ERIC ARDLER JNR ERIC ARDLER SNR ERICA ARDLER

GERALDINE ARDLER IVERN ARDLER JAMAHL ARDLER

JOANNA ARDLER JOEL ARDLER JOSH ARDLER

KAIN ARDLER KAREN ARDLER KARLIE JOY ARDLER

KEVIN ARDLER KIMBERLEY ARDLER LANE ARDLER

LEAH ARDLER LEIGH ARDLER LISA ARDLER

LORRAINE ARDLER MIAMBA ARDLER PAUL ARDLER SNR

Wreck Bay Aboriginal Community Council

4 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

PAUL ARDLER JNR REBECCA ARDLER REUBEN ARDLER JNR

REUBEN ARDLER SNR RICHARD ARDLER RICK JOHN ARDLER

SUSAN ARDLER TANYA ARDLER TERRENCE ARDLER

THERESA ARDLER VIRGINIA ARDLER WAYNE ARDLER

CALEB ARDLER-FINCH KYLE ARDLER-LINDSAY JOEL ARDLER-MCLEOD

KEIRAN ASSHETON-STEWART HAYLEY BARRINGTON HELEN BARRINGTON

NAOMI BARRINGTON CHERYL BASSINDER SANDRA BLOXSOME

BIANCA BRENNAN LORNA BRIGGS MELANIE BRIGGS

ROBERT BRIGGS ANNETTE BROWN ASHLEIGH BROWN

BAILEY BROWN CHRISTINE BROWN CYNTHIA BROWN

DAEN BROWN DARREN BROWN DARYLL BROWN

EVONNE BROWN GAIL BROWN GARY BROWN

GEORGE BROWN SNR GEORGE BROWN JNR GRAEME BROWN

HAROLD BROWN JACKSON BROWN JACOB BROWN

JANNINE BROWN JASMIN BROWN JEREMIAH BROWN

JOHN M BROWN JOHN P BROWN JOSEPH T BROWN

JOSEPH BROWN JUSTINE BROWN KEIRON SHAYNE BROWN

KENNY BROWN KEVIN BROWN KRISTY BROWN

KYLE BROWN LEON BROWN LESLIE BROWN

LYNETTE BROWN MARGARET BROWN MAXINE BROWN

MEGAN BROWN MELISSA BROWN MELLEAK BROWN

MORGAN BROWN PATRICIA BROWN PHILLIP BROWN

RHONDA BROWN RUSSELL DAVID BROWN SANDIE-LEE BROWN

SHAYNE BROWN SHERYN BROWN SIMON BROWN

5 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

STANLEY BROWN STEVEN J BROWNJNR STEVEN JOHN BROWN

SUE-ANN BROWN SYLVIA KAY BROWN TEAGAN BROWN

TERRENCE BROWN THOMAS BROWN JNR THOMAS BROWN SNR

TRACEY BROWN VERA BROWN VIDA BROWN SNR

VIDA BROWN JNR WENDY BROWN WILLIAM BROWN

VERONICA BROWN-ROBERTS ELIZABETH CAMBELL GORDON CAMPBELL

EILEEN CARBERRY ANDREW CARTER ANTHEA CARTER

DAVID CARTER JEAN CARTER MARIE CARTER

NICHOLAS CARTER PEGGY CARTER SALLY CARTER

SAMANTHA CARTER TONY CARTER TRAE CARTER

TYRONE CARTER WILLIAM CARTER JNR ZAINE CARTER

ANTHONY CHARLES PHILLIP CHARLES ROSLYN E CRUIKSHANK

RUTH DANE JEMMA DANN KENNETH DANN

KENNY DANN SNR PAULINE DELAUNEY LOCHLAN DICKSON

DOUGLAS DIXON PAMELA DIXON RICHARD DIXON

KAY ELLA IRENE ROSE ELLIS ANNALISE FOSTER

JUDY FOSTER LESLEY FOSTER MATHEW FOSTER

NATALIE FOSTER CLIVE FREEMAN JNR JULIE FREEMAN

MARKEETA FREEMAN CERRINA FREEMAN-MCDONALD BRANDON GREEN

COREY GREEN JASON GREEN KYRA GREEN

STEVEN GREEN TROY GREEN JUDY HAIGH-CHAPMAN

ADAM HAMPTON EILEEN HAMPTON ERIN HAMPTON

NEVILLE HAMPTON JNR NEVILLE HAMPTON SNR SHANA HAMPTON

WILLIAM HAMPTON BROOKE HIGGINS ELIZABETH HOSKINS

6 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

FIONA HYLAND KERRY JANSEN MARGARET JOHNSON

NICHOLAS KAVANAGH JANICE KELLY KRISTIKA KUMAR-WILLIAMS

ANTHONY LITTLE BELINDA LITTLE NAOMI LOCKE

ANGIE L LONESBOROUGH NICKOLE LONESBOROUGH PHILLIP LONESBOROUGH

PHILLIP LONGBOTTOM JOHN MARKS ROBYN MARKS

BRYA MARTIN NATHAN MARTIN JAMES MCKENZIE

SARAH MCKENZIE ANGELINA MCLEOD ARTHUR MCLEOD

BERNARD MCLEOD BRETT MCLEOD CAROLINE MCLEOD

DALE MCLEOD DANE MCLEOD DARREN MCLEOD

DEAN JAMES MCLEOD DONNA MCLEOD EILEEN MCLEOD

ELAINE MCLEOD JNR ELAINE MCLEOD SNR GAVIN MCLEOD

GRACE MCLEOD IAN K MCLEOD SNR IAN MCLEOD JNR

IRIS MCLEOD ISAAC MCLEOD JEFREY MCLEOD

KANIKA MCLEOD KAYA MCLEOD KAYLENE SYLVIA MCLEOD

KYLIE LOUISE MCLEOD LESLIE SHAYNE MCLEOD MARK MCLEOD

MATHEW MCLEOD MAX J MCLEOD NARELLE MCLEOD

NATASHA MCLEOD PAUL MCLEOD RACHELLE MCLEOD

RODERICK MCLEOD RONALD MCLEOD RONALD (JIMMY) MCLEOD

SHANEAH MCLEOD TRACEY MCLEOD TY MCLEOD

VANESSA MARIE MCLEOD BRIANNA MCLEOD-COSGROVE AMETHYST MCLEOD-DOWNING

ELLIOTT MCLEOD-LUCK HAMISH MCLEOD-LUCK MARLENE MCLEOD-LUCK

JAY MCLEOD-PERESAN DARIAN MCLEOD-SHERIDAN COLIN (TOM) MOORE

IRENE MOORE JULIE MOORE PETER MOORE

THOMAS MOORE URSULA MOORE LESLIE MORGAN-ARDLER

7 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

BELINDA MUNDY DENISE MUNDY DYLAN MUNDY

ERROL MUNDY GLEN MUNDY JACQUELINE MUNDY

JAMES MUNDY JESSE MUNDY JOEL MUNDY

KEVIN MUNDY LUCINDA MUNDY LUKE MUNDY

MARK MUNDY MICHAEL JOHN MUNDY MONA MUNDY

SANDRA MUNDY CHELSEA MUNDY-CAMPBELL ALYSHA MUNDY-WILLIAMS

JAMAINE MUNDY-WILLIAMS KIYA MUNDY-WILLIAMS NICOLE MUNDY-WILLIAMS

NOELENE NUNN TYRONE NYE-WILLIAMS CATERINA PERRY-THOMAS

SHARON PERRY-THOMAS ALISON RAATH EMMA RAATH-PICKERING

IMERA RAATH CHARLES RAATH-ARDLER ANTHONY ROBERTS JNR

CYRIL ROBERTS JESSIKA ROBERTS JORDAN ROBERTS

KELSEY ROBERTS REUBEN ROBERTS RIVA ROBERTS

TILLY SCOTT VICTOR SHARMAN MATTHEW JOHN SIMMS

IESHA SIMPSON JOCOBY SIMPSON KAREN SIMPSON

DOUGLAS STEWART JENNIFER STEWART MAY STEWART

NORMAN STEWART PETER STEWART STEVEN STEWART

WALTER STEWART DENNIS STEWART-GREEN JAROD STUBBS

DARREN STURGEON ELAINE STURGEON JADE STURGEON

JARRED STURGEON SHANE STURGEON SKYE STURGEON

TERRENCE STURGEON CINDY TALBOT CLIFFORD THOMAS

DENISE THOMAS MATTHEW THOMAS PETER THOMAS

RONALD THOMAS SARAH THOMAS SHERESE THOMAS

SONIA THOMAS DENNIS TOWERS JACQUELINE TRINDALL

JOSEPH TURNER MELINDA TURNER SHARON TURNER

8 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

DAVID VALE LACHLAN VALE AMBER WAINE

DANIEL WAINE EBONY WAINE CHENOA WELLINGTON

ELIZA WELLINGTON FREDRICK WELLINGTON IVY WELLINGTON

JEFFREY WELLINGTON KYLIE WELLINGTON LORETTA WELLINGTON

MELINDA WELLINGTON MICHELLE WELLINGTON PAULA WELLINGTON

SAMANTHA WELLINGTON SHANNON WELLINGTON DEBRA WENT

HANNAH WENT DONYA WHADDY KEWANA WHADDY

LANCE WHADDY LAURA WHADDY LYNETTE WHADDY

ADRIAN WILLIAMS AMANDA WILLIAMS CHRISTOPHER WILLIAMS

COREY WILLIAMS DANIEL WILLIAMS DOUGLAS WILLIAMS SNR

DOUGLAS JAMES WILLIAMS JNR EMMA-JANE WILLIAMS FAITH WILLIAMS

FIONA WILLIAMS GERALDINE WILLIAMS GLEN WILLIAMS

GREG WILLIAMS JAMES WILLIAMS JEFFREY WILLIAMS

JOSHUA WILLIAMS MELANIE WILLIAMS MICHAEL WILLIAMS

MITCHUM WILLIAMS PENNY WILLIAMS PRISCILLA WILLIAMS

REBECCA WILLIAMS REBECCA WILLIAMS ROBERT WILLIAMS JNR

ROBERT WILLIAMS SNR SHAKEELA WILLIAMS SHANE WILLIAMS

SHANNON WILLIAMS SHARON WILLIAMS SHEENA WILLIAMS

SONYA WILLIAMS STACEY WILLIAMS TAMMY WILLIAMS

TANIA WILLIAMS TIMIKA WILLIAMS TRUDY WILLIAMS

TYSON WILLIAMS WENDY WILLIAMS DANIEL WILLIAMS-LOCKE

KILLARA WILLIAMS-LOCKE LEE WILLIS-ARLDER BRUCE YUKE

CORAL YUKE

9 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Land Ownership/Management Establishment of Council under the Land Grant Act permitted the granting of inalienable freehold title to 403 hectares of land in the Jervis Bay Territory (JBT) to the Wreck Bay Aboriginal Community, in the name of the Council. 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, with the subsequent effect being that in October 1995 the Council was granted title to both. The land grant included a marine component within Jervis Bay itself.

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

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

The current Joint Park Board comprises of twelve members with Wreck Bay Community representatives occupying seven positions. Wreck Bay Community representatives continue to be elected from the Wreck Bay Board of Directors.

In total, the area of land and water owned by 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 and Regional Development, with the Department of Defence managing Defence Land.

10 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Functions Pursuant to 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 2016-2017 reporting period is the Minister for Indigenous Affairs, Senator the Hon Nigel Scullion MP.

Council, further to the Act, holds title to Aboriginal Land and exercise, for the benefit of the members of the Community, the Council’s powers as owner of Aboriginal Land and of any other land owned by the Council. The Council can also make representations to the Minister in relation to land that the Council considers should become Aboriginal Land, with one such representation currently in train with the Minister’s Office.

Community service type functions include, in consultation with the Minister, consideration of and, where practicable, take action for the benefit of the Community regarding housing, social welfare, education, training or health needs of the members of the Community.

Further functions include protecting and conserving natural and cultural sites on Aboriginal land, engaging in land use planning in relation to Aboriginal land and managing and maintaining Aboriginal land as well as conducting business enterprises for the economic or social benefit of the Community and any such functions conferred on Council by a provision of the Act, and any functions relating to the Community conferred on it by the regulations.

11 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

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 2½ 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 and Regional Development (DIRD).

The village consists of 49 houses with a population fluctuating between 215 and 250 people. Facilities at Wreck Bay include an Administration Office, Community Hall, Children’s Day-Care Centre, bus shelter, fire shed and a Health Clinic. Other facilities include a Memorial Garden, children’s playground, tennis court and two common areas which are mainly used as children’s play areas.

Wreck Bay Community The Wreck Bay Community is the recognised owner of the land on the Bherwerre Peninsula and can be defined as being those who are the registered members of the Wreck Bay Aboriginal Community Council and their families; the majority of whom live in the Wreck Bay Village, Jervis Bay Village and the towns and villages in the Shoalhaven. Other members also live intrastate and interstate.

Timeline

13 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Always since time, 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

Ear

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

1830-1840

L

ocal Aboriginal people listed in the record for distribution of blankets and rations.

1880s

Abor

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

1912

Na

val College established at Jervis Bay.

1915

C

ommonwealth acquires 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.

1924

F

irst school built at Wreck Bay.

1925

Abor

iginal Protection 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

F

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.

1930s

F

irst houses built on the reserve

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.

Wreck Bay Aboriginal Community Council

14 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

1952 T he boundary of the Wreck Bay Reserve marked out by Bob Brown, Archie Moore and Reg McLeod.

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’.

A

ssimilation 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

W

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

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

T

he Wreck 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.

1979

Block

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

1985

Announcement b

y the Prime 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

T

he Aboriginal Land Grant (Jervis Bay Territory) Act 1986 enacted.

1987

T

he Wreck 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

P

ublic announcement of the Jervis Bay National Park is made.

1992

T

he Jervis Bay National Park is declared replacing the Jervis Bay Nature Reserve. The Wreck Bay Community is offered 2 positions on a Board of Management of the newly declared Park. The offer is rejected.

15 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

1993 C ommonwealth announces that the armaments depot will be built in Victoria. The Native Title Act 1993 is enacted.

1994

T

he Commonwealth Ministers for Aboriginal & Torres 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 amended to facilitate land grant.

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.

1996

T

he Jervis Bay National Park 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

T

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

1998

T

o reflect Aboriginal ownership, the Jervis Bay National Park is changed to Booderee National Park.

1999

W

reck Bay Enterprises Limited is established.

2000

I

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

2002

WBA

CC re-negotiate Lease of Booderee National Park with Director of National Parks.

WBA

CC commences financial support for trainees in Booderee National Park.

M

anagement Plan for Booderee National Park finalised.

2003

M

arch: WBACC and Wreck Bay Enterprises Limited register Certified Agreement. Wreck Bay Health Clinic commences operation in new building.

Amendments t

o legislation (Aboriginal Land Grant Act) for quorum for community meeting.

P

ark Board membership increased from 10 to 12 with the Wreck Bay Community providing 7 of the 12 Board Members.

D

ecember: Bushfires cause major damage to Booderee National Park.

No

vember: Changes to the Aboriginal Land Grant passed in Parliament.

16 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

2004 M arch: Work on new subdivision in Wreck Bay Village commences.

M

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

2005

W

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

M

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

June: F

ive of the seven families move in new houses.

2006

J

anuary Review commenced on Wreck Bay Aboriginal Community Council Strategic Plan.

S

eptember: Four members of the Board resign.

2007

J

anuary: Minister seeks review of the Aboriginal Land Grant (JBT ) Act 1986.

June: R

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

D

ecember: Change of Government, new Minister is appointed.

2008

F

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

June: F

unding is approved by the Government to build a new Childcare Centre in Wreck Bay Village.

2009

W

ork commenced on the new Gudjahgahmiamia Childcare Centre.

2010

Ne

w Gudjahgahmiamia early education (Day-Care) building completed.

2012

W

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

2013

S

eptember: Change of Government, new Minister is appointed.

2014

B

oard 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

B

oard commences staff re-structure review, together with future SLAs discussions.

2016

B

ooderee National Park Second Plan of Management operating and Council Staff ‘Modern’ Awards approved for commencement.

2016

Aboriginal L

and Grant (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.

17 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

18 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Board Members

19 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Annette Brown Chairperson of WBACC: 2017 to date

Chair WBACC Nov 1998-Nov 2002, Jan 2015 to present

Board Member WBACC Nov 1998-Nov 2002

Board Member WBACCC Nov 2006-Oct 2008, Oct 2010 to Dec 2014

Annette 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.

Craig Ardler Deputy Chairperson of WBACC: Jan 2015 to Jan 2017.

Non-Executive Director

Chair, Booderee National Park Board of Management

Elected WBACC Executive on numerous occasions since 1989

Previous ATSIC Regional Councillor

Previous member South Coast Aboriginal Medical Service Board.

Craig has a wealth of experience with management and policy development with several organisations. He is currently the Chief Executive Officer of the South Coast Medical Service Aboriginal Corporation in Nowra. He is passionate about the future of Wreck Bay and promotes sustainable development whilst protecting cultural values.

Wreck Bay Aboriginal Community Council

20 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Julie Freeman Executive board member since October 1991

Julie is employed at Booderee National Park as an Interpretations officer. This is a role with responsibilities to both the Park and to the Community. Julie’s ability to interpret culturally appropriate stories and Park information to the public is widely recognised. She brings the cultural sensitivity and appropriateness to the Board to consider with all negotiations and opportunities.

Tony Carter Board Member from January 2012 to January 2017

Tony has worked with Booderee National Park in the Natural Resource Management Team for the last 17 years. Tony is a life time resident of Wreck Bay and is passionate about environmental issues and the betterment in lifestyle of the younger generations at Wreck Bay. When the Community is able to, he looks forward to it achieving sole management.

Beverley Ardler Board Member from January 2013 to January 2017 Secretary: January 2017 to date

Bev has been employed with the ACT Department of Education since 2000, and 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.

21 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

George Brown Jnr Board member from January 2013 to January 2017

George works with Indigenous Business Australia; having completed a Bachelor of Commerce with majors in Management and Marketing at the University of New South Wales in 2013. He is passionate about Indigenous economic development, in particular, the Indigenous-owned business sector. He hopes together we can move forward in achieving our goal of self-determination, whilst maintain our core values.

Jeffrey McLeod Board member from January 2013 to date Secretary: January 2015 to January 2017

Jeff 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.

Clive Freeman Board member from October 2010 to January 2013 and from January 2015 to date

Born in Yuin country, Clive 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.

22 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Justine Brown-McLeod Board member from January 2015 to January 2017

My name is Justine Brown Mcleod, a traditional owner of the Wreck Bay Aboriginal community. Currently I am on the executive of the WBACC and also an alternate on the Joint Board of management. I’m actively involved in, and believe strongly in Culture and environmental interpretations of education in song, dance and lore. I also strongly believe in empowerment for women, community and children and am a passionate woman talking and discussing issues affecting communities and my people.

Tom Brown Snr Board member from February 2017 to date Director: 2017 to date

Neville Jack Hampton Board member from February 2017 to date Director: 2017 to date

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Darryn Sturgeon Board member from February 2017 to date Director: 2017 to date

Paul Mcleod Board member from February 2017 to date Deputy Chairperson: 2017 to date

WBACC Audit Committee

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Board Meetings 1st July 2016 to 1st February 2017

Name Position Held

Meetings Held

Meetings Attended

Percentage Attended

Annette Brown Chairperson 13 13 100%

Craig Ardler D/ Chairperson 13 0 0%

Julie Freeman Director 13 12 92%

Tony Carter Director 13 10 77%

Beverley Ardler Director 13 13 100%

George Brown Jnr Director 13 12 92%

Justine Brown Director 13 12 92%

Clive Freeman Director 13 11 85%

Jeff McLeod Secretary 13 13 100%

Board Meetings 2nd February 2017 to 30 June 2017

Name Position Held

Meetings Held

Meetings Attended

Percentage Attended

Annette Brown Chairperson 10 10 100%

Paul McLeod D/ Chairperson 10 10 100%

Beverley Ardler Secretary 10 10 100%

Jeff McLeod Director 10 10 100%

Clive Freeman Director 10 10 100%

Tom Brown Director 10 10 100%

Darryn Sturgeon Director 10 10 100%

Julie Freeman Director 10 10 100%

Neville Hampton Director 10 10 100%

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View from Cemetery Point

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WBACC Report Chairperson’s Report 27

Chief Executive Officer’s Report 34

Organisational Chart 40

Council Operations Report 41

Wreck Bay Contract Services 62

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Chairperson’s Report

Dear Members With pleasure, I present to you our report for the 2016-2017 Financial year.

The year in retrospect The Board completed its last term in office in February, 2017. A new Board was elected at that time and I welcome Paul McLeod, Darryn Sturgeon, Tom Brown and Neville (Jack) Hampton onto the current Board which will operate until December next year. I thank my previous fellow Directors, namely, Justine Brown, Tony Carter, George Brown Jnr and Craig Ardler for their support and assistance in a most challenging but productive previous term in office and look forward to myself and the current Directors pursuing and fulfilling the carried over matters from the last Board and also the new ones that will face us in this term in office.

Appreciation is directed to Council staff for their continued support and also registered members for the confidence they had in, again, voting me in as their Chair for this current term. For the benefit of all, I am keen for the Board to continue achieving results, positive in nature moving forward.

Council is regulated by the Public Governance, Performance and Accountability Act, 2013 (PGPA Act); with the Executive Committee or Directors being the accountable authority for the PGPA Act with the accountable authority responsible for preparation and contents of the annual report of operations. ‘Directors’ are the members of the executive committee pursuant to Section 28 of the Aboriginal Land Grant (Jervis Bay Territory) Act, 1986 (Land  Grant Act).

Reflecting last year’s Annual Report’s approach, it is appropriate to reference this report against a portfolio based structure. As Wreck Bay Enterprises Limited no longer exists as a separate legal entity—although still referred to as Council’s ‘Contract Services’ division— having amalgamated under the umbrella of Council several years ago, Wreck Bay Enterprises Limited is no longer referred to in the financial statement provided in this report.

Annette Brown Chairperson

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Governance As in previous years, the governance portfolio responsibilities include grant control and reporting, policy development, financial reporting, annual reports, community liaison, by-laws, Wreck Bay and Booderee Board participation; together with human resources.

Our ‘new’ by-laws came into effect as of and from 1 April 2016, and they are, in nearly all respects, the same as the previous by-laws.

The Board continues its negotiations with the Commonwealth regarding proposed amendments to the Land Grant Act which currently the Board sees as restrictive in some instances. Both parties seek to reform the Act to better cater for current and future aspirations of registered members. Before the changes are agreed to though, the Board will provide the proposed amendments to the Registered Members for their views.

Up until about six years ago, the Board met monthly and has continually and rapidly increased the number of such meetings every year thereafter with the Board meeting on twenty-three (23) separate occasions this financial year, dealing with items regarding new legislation and policies which affect WBACC, together with matters that may affect members and delivery of services in the organisation. Further, as in the past, the Audit Committee held meetings providing financial and other relevant information at Board meetings. These necessary meetings again reflect the Board’s ever increasing workload, due in part to legislative, policy and accountability requirements and demands.

The Directors, once more, attended further necessary meetings regarding strategic and long term outcomes/developments, with the WBACC staff continually providing strong administrative support. One Booderee Joint Management Board meeting was held this financial year.

Policy, by-law development, implementation and enforcement remain priority projects for the community, with Council continually developing, expanding and adhering to requirements for good governance consistent with the Land Grant Act. The current three year funding arrangement with the Commonwealth which concludes on 30 June 2018; has funding earmarked for further policy development, Corporate Plans, Community Plans, Village Town Plan updates etc.; which necessitates supervision of Council’s policies, procedures and Occupational Work Health Safety areas; with such requirements continuing to be the priority for effective and efficient discharge of Council’s legal and other responsibilities to its community and registered members alike.

Noting the above, Council’s policies and procedures Manual, and Occupational Work Health and Safety policies and procedures continue as living documents, being continually reviewed; noting the ever increasing volume of legislative and policy requirements, together with new legislation et cetera, requiring Council’s frequent compliance with. To that end, Council appointed its Human Resources Manager this year to take carriage of this ever increasing area.

Council is a partner with the Commonwealth in a three-year Funding Agreement ending in the 2017-2018 financial year and known as ‘Indigenous Advancement Strategy’ (IAS), which consists of five programs; namely: Jobs, Land and Economy; Children and Schooling, Safety

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and Wellbeing, Culture and Capability and Remote Australia Strategies. This continues to give Council opportunities for its registered and community members relating to those five programs.

Further, the Board and Council staff continue to forge a strong satisfying working relationship with Indigenous Community Volunteers (ICV), whose representatives continue to be of great assistance with vital and necessary requirements for good governance, in particular. An outstanding current project relates to development of a Community Plan which it is envisaged will be completed this calender year and be the forerunner to a refreshed Village Town Plan. The Community Plan will incorporate such subjects as Culture & Environment, Communications & Transport, Housing & Services, Community & Governance, Recreation & Sport, Health, Education & Training, the Cemetery, Economy & Employment and Safety & Security; together with other relevant subjects.

Financial and statutory reporting improves with Council generally adhering to its statutory requirements; together with necessary compliance requirements consistently being executed in the correct fashion. Council and the Day Care staff entered into separate agreements with the Board regarding the implementation of “Modern” Awards. Such Awards took effect as of and from 1 July 2016; being the ‘Australian Government Industry Award, 2016’ and the ‘Children’s Services Award, 2010’. Both awards are subject to the Fair Work Act, 2009 and, necessarily, the Fair Work Commission. Both these awards make it very clear as to workers’ rights and obligations and the responsibilities of both employers and employees.

Community Service Responsibility for housing, education, health, early childhood and recreational activities lies with the Community Services portfolio. It remains a high priority portfolio for future community development.

Housing remains a serious concern for the Board, registered members and community members. The continuing deteriorating state of some houses in the Village continues to place demands on Council’s resources; particularly with effecting repairs and maintenance. This, coupled with the lack of funding for housing from the Department of Infrastructure and Regional Development (DIRD) which previously had been used to effect, in particular, emergency repairs, continues impacting upon Council’s resources. The Board continues being very concerned about the limited Council income being received from rentals and the overall expenses that Council has to find to maintain the residences.

The Board therefore looked at various options relating to income generation from the houses and reviewed policies, including approving new policies and other initiatives for better maintenance, management and collection of revenue relating to the houses at Wreck Bay. This has provided some success in that the Board authorised $400,000.00 spending on repairs and maintenance on houses in the Village; matched with a further $400,000.00 from the Commonwealth to assist with this initiative. This program continues until December, 2018 at this stage.

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Due to the inspection of Village housing in November, 2014; a realisation that drastic measures may need to be taken to arrest the deterioration of housing stock in the community was considered by the Board. Subsequently, a draft Housing Management Plan (HMP) was developed with the Board considering its contents. The draft plan will be subject to consultation with registered members before the Board considers approving it or not.

Clarity needs to be found regarding the legal status of houses, tenants, the Council and the Commonwealth regarding housing in the Village, and whether the status quo is still relevant or needs revamping based on, in some circumstances, judicial determinations. It is expected that there will be a Court judgment handed down late this year which will hopefully give some directions, guidance and opinions on this very challenging area for the Board members so that they and the Registered members are, thereafter, in a much clearer position and have a more thorough understanding regarding the legal status of housing in the Village, for now and future generations.

Gudjahgahmiamia early childhood centre continues as a dominate partner in preparing our children to thrive and develop as toddlers and, thereafter, develop into future leaders of the community. Gudgahgahmiamia Multifunctional Aboriginal Children’s Services continues to cater for up to 29 children and continues being funded via a grant from the Department of Education with contributions from WBACC, parents’ fees and fundraising activities. Additionally, enrolments for 2016/17 have been steady with the largest demand for care still in the nursery room. Various families who do not have reliable transport are very grateful for the pick-up and drop-off bus service.

In July, the children and staff create a wonderful waterfall that was used in the performance at the Wreck Bay Flag Raising Ceremony for NAIDOC Week. The children, families and staff then joined in the fun of the carnival at the Ceremony.

Council financially supported a visit of farm animals from Shoalhaven Zoo to celebrate National Aboriginal and Torres Strait Islander Children’s Day in August. The children had a great day and the Centre received very positive feedback from the families that attended.

The Centre successfully renewed its Licence (Children and Young People Act 2008) in November, 2016 for a further three (3) years. As part of the renewal process, the Centre had regular visits from the Early Childhood Policy and Regulation Unit in Canberra and provided them with written evidence that the Centre is consistently meeting the ACT Children’s Services standards.

Noah’s Ark Early Intervention Service and its staff have developed a respectful and supportive relationship with the children, families and staff of Gudjahgahmiamia and the Wreck Bay Community over many years. Having a Noah’s Ark Early Childhood Teacher come to the Centre weekly to support the children and staff is a very valuable service. The teacher has been working with the children and staff over time to develop skills and helpful strategies.

The Christmas disco and ‘hot dog’ night was very popular with most of the families attending and bringing Uncles, Aunties and Grandparents to watch the ‘big kids’ graduation ceremony. Favourite dances were also performed.

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In November 2016, the Centre was approved to receive Inclusion Development Fund Subsidies for an additional Educator. Whilst this funding is allocated to support children who have been diagnosed with autism, having an additional staff member in the room benefits all the children and staff.

The Dental team attended upon the Centre twice and commented on how the condition of the children’s teeth had improved over the years and how well the families are helping children look after their teeth. Further, staff attended a number of training sessions including healthy eating, fire extinguisher awareness, autism and first aid. Whilst some of the training is a requirement under the Licence; attending such training supports the ongoing professional development of all staff.

Council has continued its support for the Centre by providing money for new resources, with many of the resources selected being chosen to support our children’s sensory needs and interest in science.

The Centre had continued its relationship with Wollongong University. By participating in the JumpStart program the Centre has been able to see a positive increase in the time children are physically active and learning gross motor skills.

Jervis Bay Primary School has high national ratings; with Council applauding the areas that educators perform to try and ensure the children have a smooth transition through the levels of development and education. Additionally, many Wreck Bay youth remain in High School; and, thereafter, enrolling in Tertiary or TAFE education.

South Coast Illawarra Health Service continues to provide health services to the community; together with various non-government service providers (NGOs), with the community continuing to explore, develop and participate in health and wellness programs and strategies to assist with improved health outcomes for our people. The draft community plan explores these areas as well.

Regarding recreational facilities, the Board continues looking at options for additional recreational facilities from discussions with the Commonwealth. Although our people are traditional fishing people there are other recreational and engagement options being explored by Council, with feedback being provided to the Board via the draft Community Plan.

The Second Plan of Management was approved in December 2014, establishing a framework for how our Park lands will be managed in the foreseeable future. It was approved by the Minister for the Environment and is now operating. There are currently numerous reviews relating to the Plan with the object of Sole Management of the Park most important as far as the Board is concerned. Additionally, there is to be a review of the 99-year lease between the Council and Parks Australia with that review expected to commence in about November 2017; with the intention thereafter for the review areas to be put to the registered members for their views.

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Land Management Cultural heritage, land planning, horticultural services, ground maintenance, cleaning services and weed/feral animal control lies with the Land Management portfolio.

Our culture continues to be intrinsically bound to the land management of our lands as Cultural heritage is embedded in all who we are and what we do plus our connections to the land and sea. Through its connections including everyday life, cultural interpretations, community planning, involvement with Booderee National Park and development of its home lands and also the junior ranger program; the community continues to exemplify, express and exhibit its clear connections to the land and sea.

Roads and trails, cleaning services, horticultural services, infrastructure and ground maintenance continue to be provided on a ‘fee for service’ basis with the Director of Parks Australia, Council and Territory administration (DIRD). The various services provided to the Park and community is established in accordance with service level agreements (‘SLAs’); whereas the work contracted with DIRD is of an ad hoc nature being both seasonal and opportunistic. These ‘SLAs’ will expire in October, 2017, with an additional option for a further five years, subject to approval and negotiation, to expire in October, 2022; with there being continued discussions for two further agreements as well, which, if agreed to, will commence, at this stage, in July, 2018. A component of such negotiations is the ‘flow on’ effect that the ‘Modern’ Awards and increased Council wages have had. The said Modern Awards necessarily increased Council’s wages relating to penalty rates, overtime etc. and this has to be adjusted in any further SLAs negotiations with the Director of Parks Australia. If there is not sufficient allowance made for such Award increases; then it may be that some SLAs will be modified or reduced in hours worked by Council staff.

Council continues weed and site protection; with the main weed threat Bitou Bush continuing to be difficult to eradicate. In combating this weed of national importance, ground control methods continue in attempting to control this problem which competes with native flora. This is very demanding and difficult work but results continue to show that even though this weed may never be eradicated, it can be managed.

Due to a very limited number of blocks in the community available for housing; together with the obvious increasing demand for housing blocks, the Board continues complex discussions and meetings with Commonwealth representatives on possible options to try and alleviate this almost impossible situation. In addition, work is continuing, with the assistance of ICV on the draft Community Plan as a first step towards the development of an updated Village Town Plan; which will be subject to acceptance by registered members.

Alarmingly, it appears that the Department of Defence may have contaminated some Park land and possibly also land within the ‘403’. The Board of Council is working very closely with the relevant parties to ensure transparency, fairness, correct procedures with the testing regime to be proposed etc. In that light, the Board has secured the services of some very eminent Professors and Scientists to assist the Board during this very technical and scientific process. The Board is acutely aware of the sensitivity of this matter for our Country and People.

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Further, the Board, through concerted efforts with the Minister for Indigenous Affairs, expects a decision on the land claim lodged some over 20 years ago. There has been a succession of meetings wherein it was indicated by the Minister for Indigenous Affairs that a decision will be forthcoming before the end of 2017. This may have an effect on many areas within Council’s responsibilities; including the Village Town Plan, the Land Grant Act, Housing, Council Administration, by-laws et cetera, depending on the Minister’s ultimate decision.

The Way Ahead The Community continues embracing positive changes for our children and future generations; with careful examination and critical assessments by Board Directors being made for strategic implementation in what is again expected as positive initiatives for this forthcoming year. Registered Members will, in some instances, have to approve these possible initiatives before they are thereafter acted upon.

Council continues supporting members and their families, with programs in sport, rental bonds and tertiary educational grants etc. that are resourced from community funding and continue to be reviewed by the Board. It is expected that these grants will continue, subject to available funding.

There are many very complex issues before the Board presently. They relate to the Land Claim, proposed Land Act amendments and Regulations, Defence contamination, the Service Contract and associated SLAs with Parks Australia, a proposed Office of Joint Management concept, again with Parks Australia; review of the current lease with Parks Australia, housing issues awaiting a judicial/Court determination, delivery of services within the Territory, Council’s policies review including work, health and safety, and other significant matters. I hope to be in a position though to provide clarity on most, if not all, of these issues within the next twelve months.

Like last year, the Board members and I are very appreciative of our Council staff for their continued hard work and assistance, together with the support provided from several service providers and Booderee National Park. By working together, we continue to build programs necessary to establish strong platforms and foundations in the community for the future.

Annette Brown

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The sixth year of my term as Chief Executive Officer of Council is completed. I am now in my seventh year, departing this current financial year. I again thank the Executive Board Directors and Council staff for their loyal support in assisting me with the variety of duties associated with my position.

The last financial year revealed many matters which hopefully will be resolved within this next twelve-month period; and which are of substantial significance to Council and Registered members alike. This, to some extent, has been assisted by the stable affect that established partnerships with both Government and Non- Government organisations have with Council and the fluid communications between Council and such stakeholders. Many good opportunities for Registered Members and Community advancement exist, being arranged by this Board currently with some very solid groundwork having been laid by the previous Board and, when significant strategic options are approved by the Board, those dealings will be presented to the Registered Members for their views, as a necessary requirement under the ‘Land Grant’ Act; prior to formalisation of such dealings with Government; in most circumstances.

I appreciate the assistance provided to me by the most recent Board Directors, with their tenure in office expiring in February this year and a new Board being elected thereafter for a period of two years. I acknowledge the work that George Brown Jnr, Tony Carter, Justine Brown and Craig Ardler contributed to the Board during their respective terms in office and I look forward to working closely with the re-elected Directors and the newly elected Directors; namely Paul McLeod, Darryn Sturgeon, Tom Brown and Neville (Jack) Hampton.

There are various very complex matters that will most likely be resolved or determined this financial year; requiring the substantial skill, time and judgment of all Board Directors; cognizant of the ramifications of their decisions and fully aware of the ‘flow on’ effect that some decisions may have for the Community. Their position is one of substantial responsibility not only for the day to day matters for the community but also for future generations. I am confident that all Directors will execute their duties to the highest degree; with compassion and understanding and, above all, with the best interests of the Community at heart. As in previous years; I continue to have a very rewarding relationship with the Chairperson, Annette Brown, and rely upon her and the Directors’ combined knowledge and advices for the proper execution of my duties and responsibilities.

Chief Executive Officer’s Report

Mal Hansen CEO WBACC

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Matters to be canvassed this financial year as a ‘carry over’ from last year include and which will culminate in decisions being made and directions being identified thereafter; the following: determination of the Land Claim which is of some 20 years in age, recommended amendments to the Land Grant Act, Service Delivery within the Territory, renewal of the Service Contract with Parks Australia and the current SLAs that flow from that agreement, review of the Lease for the Park with Parks Australia, Court determination of housing aspects regarding the Community and other associated housing issues, very concerning alleged Defence Contamination and its possible impact upon the Community, the ‘403’ and the Park; Community Plan which will then evolve into the Village Town Plan update; together with a myriad of other issues which may well impact upon the Community of Wreck Bay and also registered members in general.

These are all ‘big ticket’ items which need the skill, patience and dedication of the Board; being ably assisted by experts in some of the issues. At this stage, such experts have been secured for Council and the Board and Board Directors will await such advices being provided by those persons in formulating their own respective views on some of these vital issues. In essence, it will be a very challenging and dynamic year for the Council as it travels towards the end of the journey of the Community’s vision of Sole Management, self-sufficiency, self-determination and self-reliance.

As well as the above referred to major issues, there continue being other urgent matters requiring action regarding the Board, Council and Community members; including long term desires regarding Booderee National Park and Parks Australia’s involvement in this quest towards sole management, the continually re-defining relationships with Council’s various other stakeholders based on government policies; and, most important of all, the future destiny of Council, registered members and the Community of Wreck Bay itself.

Forward thinking opportunities continue being examined and evaluated by the Council and Board in the context of ‘IAS’, ‘Closing the Gap’, ‘Building Blocks’ and ‘COAG’ and opportunities available to Council through these and associated processes. The Government established innovation of “IAS” centres in on Indigenous Advancement Strategy; namely, Incorporating Jobs, Land and Economy; Children and Schooling; Safety and Wellbeing; Culture and Capability and Remote Australia Strategies. The Board is very familiar with these principles and, in turn, its responsibilities in consulting with Registered Members regarding those and other strategies or future proposals.

Members’ views relayed to me are always dealt with in a timely and effective manner. Concerns are forwarded to me from members in a variety of areas, including community housing, possible economic development avenues and future job prospects, which I attend upon to the best of my ability and with vigour, including, where necessary, referring such matters to the Board of Directors for their respective views. The top priority I place on Cultural heritage and education are always on my mind as they are fundamental for current and future generations. My ‘door’ is always open to registered members and other community members; together with my staff.

I continue striving to be an advocate for the benefit of the Community and Registered members in this current financial year of my tenure, hoping that in that time this will result in continuing positive changes and directions for Council and the Community alike.

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As with previous reports that I have been involved with and for the sake of consistency, I will now concentrate on providing information relating to the following sub headings: Funding Grants and other income, contracts and further operational activities with the Community; together with compliance.

Funding Grants and other income Similar to last year, grants received this financial year came from the Department of Prime Minister and Cabinet (PM&C); for administration and management of Wreck Bay Aboriginal Community Council (WBACC) under the “IAS” funding scheme; together with the Department of Education in assisting the operating of Wreck Bay Gudjahgahmiamia early education day-care centre under the Multi Aboriginal Community Service (MACS) scheme. In addition, Council continued receiving funding from the Department of Infrastructure and Regional Development (DIRD); for land council outcomes; together with other Local Government functions, further to DIRD arranging contracts to provide various services as part of its local government responsibility. Council continues receiving modest income from operating a Centrelink agency at Council’s office located at Wreck Bay.

With respect to PM&C, the current three-year funding arrangement (IAS funding) concludes in June 2018, and is paramount to Council because it gives Council that time frame to plan forward regarding projects needed to be undertaken, together with reviews, strategies employed et cetera. It is anticipated that a further three-year grant will be approved early next year.

Council continues constructive partnerships with numerous Commonwealth Departments and other funding organisations, both government and non-governmental (NGOs); in order to secure outcomes in line with ‘Closing the Gap’ initiatives; hence, ensuring future initiatives are subsequently realised for both current and, very importantly, future Wreck Bay generations.

Council continues receiving annual lease payments from the Director of National Parks; together with the sharing of entry and camping fees from Booderee National Park (‘BNP’); that funding being used to assist with short falls in grant funding; and also permitting the provision of a range of services, programs and outcomes that would otherwise be unfunded. The current leasing arrangements between Council and Parks will commence being reviewed by the Board in November this year and, subject to agreement in principle, will be placed before the registered members for their consideration, after thorough consultation, for their decision.

Booderee National Park continues to receive positive reports in it being a unique and very desirable destination/location; with the continued ‘flow on’ effect of increasing income from gate takings and camping fees alike; which reflects the Park’s visitation and profile increased awareness. This increasing positive trend further encourages development, support and future prospects of registered members and community members regarding the status of the Park; being at all times cognisant that, in the end, Council’s objective is to solely manage and be responsible for the Park.

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Contracts The ‘Contract Services’ division of Council continually provides services for fees with the Director of National Parks at BNP, through Service Level Agreements (SLAs), in addition to the Territory, Community and other service organisations in various ways; based on requirements. The fundamentally important reason for this division is the provision of community member job opportunities with the giving of further opportunities for training and professional development, whilst carefully examining the costs components to be in line with Council’s budget, particularly in light of the Board approved ‘Modern’ awards and automatic wage increases as a result.

There is a five-year Service Contract with BNP (from which the SLAs flow), with such contract expiring in October 2017, with an option to renew the said contract for another five-year contract period after that time; however, exercise of the option will depend on certain facets being satisfactory and include, primarily, the need for Council to be able to comply with legislative and policy adherence/formats; relevantly and most importantly relating to work, health and safety and other areas. If the option is exercised and approved the Service Contract will expire in October 2022; thus providing security of tenure and revenue for a substantial period of time in the foreseeable future; hence enhancing opportunities for development of long term planning, community plans, corporate plans et cetera.; again, in consultation with registered members.

The five service Level Agreements currently exist as a consequence of the five-year Service Contract with negotiations continuing for possibly two further SLAs operating as of and from 1 July 2018 (again, subject to financial viability, Council capacity and other matters) which means there could be seven such SLAs operating as of then. Those two possible new SLAs relate to, firstly, the Camping, Park Use and associated services; including possibly the Visitors Centre operation and, secondly, the Botanic Gardens. The current SLAs, regarding performance, are reviewed quarterly, with a continually major emphasis on Work, Health and Safety practices and procedures.

The Second Plan of Management for BNP has been operating for over two years; after formal approval by the Minister for the Environment. The Plan guides and directs Park operations and policies; acknowledging and spotlighting the enormous cultural significance of the land and waters to Wreck Bay people. Additionally, it refers one to specific activities and opportunities essential for the long term goals and aspirations of current and future generations of Wreck Bay members, with the ambition of Sole Management of the Park by Registered Members of Council ultimately becoming a reality as soon as possible.

Further Operational Activities with the Community Council aspires to assisting community development and improving service provision within the Wreck Bay community.

Of grave concern continues to be Community housing, with continuous lack of resources needed for repairs and maintenance work; together with an increasing list of other housing concerns reflecting the current state of community housing. PM&C continues negotiating with the Board on an appropriate way forward on this sensitive item; with numerous options being examined. In that vein, Council, by using its own resources and after securing a grant

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from PM&C continues its Restoration and Maintenance program for community housing under the Advancement of Rights to Land and Sea Commonwealth programme (ARLS). The project will remain until December, 2018; and must include making houses safer by targeting water damaged areas, replacing gutters and fascia, window replacements, kitchen upgrades and also bathroom upgrades. The Board is currently exploring the possibility of a further program after the current one expires in December, 2018.

Whilst there are tourism opportunities for community members to establish individual tourism products and/or, as an alternative, community owned enterprises, Council also provides business support with funding available and directed at supporting members in establishing viable businesses, with Council’s financial assistance packages directed towards business requirements like insurance, registration or professional support etc. As with all financial assistance provided by Council though, this is reviewed every twelve months with new policies being developed and existing ones amended or revoked; depending on Council’s then financial status and circumstances.

With the main priority being given to Community and Registered Members’ children regarding education, Council continues its emphasis on the paramountcy of the scholarship scheme Council operates which provides tertiary scholarships for members for completion of full time University qualifications. As more students complete Year 12, there is an increasing expectancy that children attending full time University studies will consequently increase. Therefore, it is expected that more applicants will apply for University scholarships and, therefore, the number of such scholarships will most likely increase in the future as well; based on Council’s capacity to fund scholarship increases.

Compliance As a Commonwealth Entity, Council has numerous obligatory statutory and/or other compliance requirements it has to adhere to; including the Public Governance, Performance and Accountability Act 2013 (PGPA Act). Further to this Act, the Executive Committee (or Board Directors) are referred to or defined as the ‘accountable authority’ and are, hence, responsible for the preparation and content of the annual report of Council’s operations. ‘Directors’ are defined as the members of the executive committee in the Aboriginal Land Grant (Jervis Bay Territory) Act, 1986.

Referring to the Commonwealth Fraud Control Guidelines, I state that during this reporting period, I have no knowledge of any evidence being found relating to any fraud within the organisation. In addition, I am of the honest and reasonable belief that appropriate and necessary measures continue operating to ensure fraud is minimised; although even though I am always vigilant but I am also realistic in that there is always room for improvement including that of our processes and accountability aspects, which are constantly reviewed ensuring that fraud should not occur. This responsibility is always monitored and evaluated.

I will always adhere to the strict legal obligation placed upon me in the event of fraud; pursuant to Guideline 1.6 issued by the Australian Institute of Criminology and also regarding the Police, in that suspected fraud matters are required to be reported to the appropriate authorities for possible future prosecution.

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The Future Evolving challenges and current issues will be at the forefront again over the next twelve months. Council staff must remain focused on priorities given by the Board through myself and Senior Management. We must persist regarding reducing council costs but, similarly, continue with the production of quality work efficiently and cost effectiveness. Numerous items the Board is currently engaged with, will, by necessity, require Council staff to implement for, consequently, the greater benefit of the Community and Council. I am most thankful and indebted to my staff, together with the Board Directors; without which my role would be very taxing to perform in a truly professional and, yet, compassionate and passionate manner; with positive results flowing therefrom.

With respect to the Board, I am acutely aware of the various significant ‘big ticket’ items being presently addressed. These, similar to last year, include the Land Claim, Legislative reform, by-law enforcement, Housing, Petitions, future SLAs, options to renew the current SLAs, economic viability and opportunities; together with Joint Board and sub-committee responsibilities. Of note, is that the staff re-structure has occurred and also the ‘Modern’ Awards are operating. The Board has, as usual, a full suite of matters to assess and deal with and, similar to last year, there has been an increase in the number of Board sitting days/ meetings held this year compared to times gone by. This demand will only continually increase into the future but has to so that the Board can continue to stay abreast of the ‘big ticket’ issues that continually affect Council and the Community now, so that the Community can be better equipped and placed in the future. I really appreciate the characteristics that the Chairperson and Directors have exhibited in their dedication towards the execution of their ever increasing duties and responsibilities.

Additionally, I appreciate the strengthened relationships with various funding departments; together with support networks. It is imperative for Council’s continuing development; providing substantial input into the future of registered members and families. Council is ‘owned’ by registered members and is accountable to them with employees and Board Directors being the vehicle for which members normally can express their views. Both staff and the Directors are sensitive to the members’ desires and converse with them as much as possible. This is very important when ‘big ticket’ matters are canvassed by the Board; representing the Council or, in reality, as the representatives of the Registered Members; with respect to Government. The Board Directors are very much aware of the requirement for thorough communication and in-depth consultation with registered members as part of their duties as Directors.

I am so appreciative to the Board and Members for permitting my role as the CEO to continue. When I retire from my position within the next twelve months I would have hoped that there are many current matters that have been resolved by that time with a far clearer picture emerging regarding the Council and Community’s future. I sincerely wish that the aspirations of the Council are fulfilled and that I have, to some small degree, been a contributing factor to those wishes being so fulfilled.

In my retirement, I will undoubtedly look back with many very fond memories of the people that I have associated with over this substantial period of time in office as your CEO. I wish everyone all the very best for the future. Like all of you, I am aware that this is such a unique place.

40 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Organisational Chart

BOARD CEO

HR Manager

Accountant

Deputy CEO

Office Manager

Community Liaison Officer

SERVICES GROUP

h W

orks Supervisor

h W

orks Services Officers x 13

h Entr

y Station Officers x 2

DAY CARE

h Dir

ector Child Care

h Ear

ly Childhood Workers x 5

h C

ook

h Dr

iver

Casuals Pool

Depending on need

Admin Officer

Trainee Receptionist

Admin Officer

41 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Program Outcome Statement WBACC receives no receive annual appropriations but receives a three (3) yearly grant under the program ‘Advancement of Rights to Land and Sea’ (ARLS) instead. The grant is administered with the Department of Prime Minister and Cabinet (PM&C); with the current grant for three years expiring on 30 June 2018.

The outcomes and objectives of the program for the 2016-2017 year were to:

Recognise rights of Indigenous people to their lands and waters; and

Provision of effective governance and delivery of services by Indigenous organisations in accordance with the Aboriginal Land Grant (Jervis Bay Territory) Act 1986 via:

h P

rovision of effective administration support to the WBACC Board; effecting efficient and effective operating of the WBACC office and Community facilities; in addition to providing secretariat support to the WBACC Board;

h Ensur

e delivery of community services with reference to agreed standards;

h C

ontribute to develop and implement staff training strategies; and

h M

anage Service Level Agreements (SLAs) with Wreck Bay Contract Services (Council’s contracts division); ensuring land management activities are conducted and completed further to the terms of the respective individual agreements.

The Council Corporate Plan for 2016 - 2020 was a guiding instrument for Council’s operations this financial year and, in accordance with the Public Governance and Performance Act, 2013 (PGPA Act), Council, in its capacity as a Commonwealth entity, pursuant to Section 39 of the Act; is required to prepare Annual Performance Statements and include those statements in its Annual Report.

Council’s Annual Report reports through the Annual Performance Statements section, on the results actually achieved against the targets, goals and measures Council established at the beginning of a reporting year, in this instance July, 2016 to June, 2017 inclusive; in its Corporate Plan.

The Statements combine relevant non-financial performance information into one place (the Annual Report) much as the financial statements consolidate financial performance information in the one place; again, the Annual Report. The aim is to improve the readability of this information and provide a clear line of sight between planned performance for the reporting period (the financial year), as outlined in the Corporate Plan of Council, and actual performance over the reporting period.

WBACC Operations Report 2016-2017

42 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

For that purpose, the Annual Performance Statements to be provided below, are provided further to Section 39(1)(a) of the PGPG Act for the 2016-2017 financial year and accurately presents Council’s performance in accordance with Section 39(2) of the PGPA Act.

Council’s purposes are separated into various sub-headings. Against each sub-heading will be the Results which will include the Name and description of the Performance Criterion, the Source and the Results against the Performance Criterion.

We, Annette Brown, Chairperson of Wreck Bay Aboriginal Community Council and Malcolm Hansen, Chief Executive Officer, as the Accountable Authority; present the following Annual Performance Statements of Wreck Bay Aboriginal Community Council, as required under paragraph 39(1)(a) of the Public Governance, Performance and Accountability Act, 2013 (PGPA Act). In our opinion, these 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.

With respect to the purposes of Council, under the Aboriginal Land Grant (Jervis Bay Territory) Act 1986, at section 6, Council has a number of main functions:

h T

o hold title to Aboriginal Land;

h M

ake representations to the Minister in relation to land that the Council consider should become Aboriginal Land and in relation to other matters relevant to the Act;

h T

o manage and maintain Aboriginal Land; including to protect and conserve natural and cultural sites on Aboriginal Land and Engage in land use planning;

h P

rovide services to Community members; including, in consultation with the Minister, taking action for the benefit of the Community in relation to housing, social welfare, education, training or health needs of the Community members; and

h C

onduct business enterprises for the economic/social benefit of the Community.

Provide more housing and improve living standards Performance criterion (1) Number of new blocks for development; (2) Number of new houses built; (3) Reduction of number of new applicants; (4) Number of houses repaired; (5) Improvement of living conditions; and (6) Reduction in the number of reported repairs required.

Criterion source Wreck Bay Aboriginal Community Council Corporate Plan 2016-2020; at page 11.

Results against the Performance criterion

1.

T

here were no new blocks for development identified; due to lack of resources to assess the viability of adding new areas for housing development with the Village. Previous reports indicate that there is little land within the Village which is suitable for such development because of possible subsidence and also cultural heritage concerns. The requirement for an updated Village Town Plan is reliant, to some extent, upon identification of suitable blocks, if appropriate, to be incorporated into the Plan. In that respect, a draft Community Plan is currently being developed which should, hopefully, identify possible new blocks.

43 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

This Community Plan (as the first step to an updated Village Town) should be formally operating in late 2017-early 2018. Also, a comprehensive Housing Management Plan; including a maintenance plan for the housing stock, is currently being examined and assessed by Council via the Council Executive Committee (Board) and it is anticipated that it will be completed during 2017 - 2018. It is, like the Community Plan, currently in draft form.

Additionally, there is some uncertainty regarding the legal status of current leases operating, which should be clarified by a court determination in late 2017.

2.

T

here were no houses built during 2016-2017. This was due to Council’s lack of financial resources to service such work, lack of available identified land for such housing within the Village and the continued concerns over the legality of leases currently in existence.

3.

T

here was neither an increase nor reduction in the number of new or existing applicants.

4.

T

here were eleven houses repaired.

5.

T

he repairs and other maintenance to the eleven houses repaired has improved living conditions for the respective occupants as repairs focused primarily on the bathrooms (wet areas), kitchens, flooring and gutters of those houses.

6.

T

here have therefore been a reduced number of reported repairs required with this expecting to continue over the next 12-18 months of the repairs and maintenance program.

Analysis of performance

The main reason why no houses were constructed and more houses not repaired was due to financial constraints upon Council and Council’s limited capacity to employ additional staff; again due to financial constraints. The contributing factor of legal uncertainty regarding leases contributed as well although this aspect should be resolved in late 2017.

Continue to maintain Good Governance Principles Performance criterion (1) External Audit findings; and (2) Audit Committee meetings.

Criterion source Wreck Bay Aboriginal Community Council Corporate Plan 2016-2020, at page 10.

Results against the Performance criterion

1.

T

he Australian National Audit Office closing report confirmed that the financial statements of Council complied with Australian Accounting Standards and the Public Governance, Performance and Accountability (Financial Reporting) Rule 2015; and also presented fairly the financial position of the Council as at 30 June 2017 and its financial performance and cash flows for the year then ended.

2.

T

here were four meetings held by the Audit Committee for Council; namely on 19/9/2016 (Tony Federici, Annette Brown, Tom Brown and Clive Freeman attending), 2/05/2017 (Neville ‘Jack’ Hampton, Tom Brown, Neville Hampton, Craig Ardler and Tony Federici attending), 18/05/2017 (Neville ‘Jack’ Hampton, Paul McLeod,

44 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Tom Brown, Neville Hampton, Rhonda Brown and Tony Federici attending); and 20/06/2017 wherein Neville ‘Jack’ Hampton, Tom Brown, Tony Federici, Rhonda Brown and Paul McLeod attended.

Analysis of performance

Financial reporting and statutory reporting continue improving with Council meeting its statutory requirements on time; together with necessary compliance requirements continually executed appropriately by Council.

Maintaining good Governance Principles continues and as new Executive Boards are elected the process of implementing Good Governance Principles continues being exercised. Additionally, the Board continues monitoring current policies adopted by Council; developing new ones when required and replacing older ones if no longer relevant.

Obtain Sole Ownership of Land and Waters of Jervis Bay Performance criterion: (1) Additional SLAs (Service Level Agreements); (2) Joint Management of the Park; (3) Council staff re-structure; (4) Updating and instituting new Council Policies and Procedures; and (5) Legislative reforms to the Land Grant Act; together with the Land Claim lodged in 1997.

Criterion Source Wreck Bay Aboriginal Community Council Corporate Plan 2016-2020, at page 8.

Results against the Performance criterion

1.

C

ouncil continues negotiating two SLAs with Parks Australia for Booderee National Park. They relate to the Camping Grounds and Visitors Centre and also to the Botanic Gardens. If successful, it is anticipated the first SLA for the Camping Grounds and Visitors Centre will commence as of and from 1 July, 2018. Current SLAs (x5) are being re-negotiated pertaining to fees for services; as a consequence of increase in Council Staff wages and entitlements dues to the ‘Modern’ Award coming into operation as of and from 1 July 2017; which increased penalty rates, overtime, leave loading and similar provisions. A ‘log of claims’ pursuant to the Service Contract was lodged with Parks Australia in December 2016; awaiting determination as to the increase rates proposed by Council. Further, the Service Contract between Council and Parks Australia is due for review for a possible option to renew the Contract for an additional five (5) years. That review should be completed in August-September, 2017. If renewed, the current SLAs would also continue in some form for that time frame of five (5) years as well.

2.

J

oint Management of Booderee National Park continued with one meeting held during the 2016-2017 financial year. This meeting was held with reference to the second Plan of Management approved by the Minister for Environment in 2015. Additionally, the current lease between Council and the Director of Parks Australia is being reviewed with an anticipated conclusion date for negotiations in early to mid-2018. The proposal of an Office of Joint Management has been canvassed by the

45 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Board with a view to Council, at some stage, possibly being responsible for Cultural Heritage matters, Training, Community Liaison Office functions; with such areas being more clearly defined and a Unit or Cell being established and coming under Council’s umbrella.

3.

T

he Council re-structure was completed last financial year; coming into effect as of 1 July 2016. The previous Enterprise Agreements were revoked and are now null and void with new ‘Modern’ Awards coming into force to replace such agreements, again, as of and from 1 July 2016, for Council staff. This development has increased Council wages and the reason for the ‘log of claims’ in (1) above.

4.

C

ouncil continued updating and implementing new and existing policies and procedures. This is a regular agenda item for Board meetings of the Council. New policies were added and other current policies and procedures were refined or amended.

5.

T

he Executive Committee continues negotiating the Land Claim and also reform of the Land Grant Act with representatives from Prime Minister & Cabinet (PM&C). It is expected that a decision on the land claim will be made by the Minister for Indigenous Affairs by December, 2017, with a finalisation of the reform to the Act by June 2018, for submission and thereafter to Parliament for determination of the proposed reforms, amendments etc.

Analysis of Performance

The Board’s submissions regarding the Land Claim are with the Minister for Indigenous Affairs for determination. It is expected a determination will be made in late 2017. Depending on the determination of land under the Claim, it is expected that the proposed reforms to the Land Claim Act will then be re-examined to see if there are any further requirements to look at in order to facilitate amendments to that Act; depending on the results of the Land Claim. It is expected, in any event, that the proposed amendments to the Land Claim Act will then be finalised no later than 30 June, 2018; subject to the views of the Registered Members beforehand on this aspect and also the Land Claim itself.

Undertake Skills Analysis and Training Performance Criterion: (1) Number of staff who successfully completed specialised training; and (2) Review of Key Performance Indicators (KPIs) for key staff.

Performance Source Wreck Bay Aboriginal Community Council Corporate Plan 2016-2020, at page 13.

Results against Performance Criterion

1.

S

chool based apprenticeships with Council continued this year; together with diplomas in Children’s services. Limited training support was provided through the Booderee National Park training strategy with Parks Australia. Staff members were also engaged in TAFE courses regarding administration and accounting practices; and also continued attending courses in work health and safety in the workplace.

46 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

2. Due t o new employment contracts existing from 1 July, 2016—further to the ‘Modern’ Awards agreed by staff and Council alike via the Board—KPIs will be addressed on an annual basis by Council’s Human Resources Manager in consultation with the Deputy CEO and also CEO. This review will commence next financial year with individual employees expecting to be assessed in December 2017.

Analysis of performance

Due to continuing lack of staffing resources with Parks Australia who usually arrange specialised training, there has been a reduction in the number of staff who completed such training this financial year. The training officer position with Parks Australia was again vacant for a substantial period over this financial year thereby restricting training opportunities for Council staff. There was, however, a staff re-structure at Parks Australia which should give further training opportunities offered by Parks Australia and also re-engage Council staff, with such training opportunities being offered to Council staff in the financial year 2017-2018. It is understood that a full time Training Officer has recently been allocated by Parks Australia to alleviate this current deficiency.

With Council’s employment of a Human Resources Manager (HRM)—effective July 2017—part of the duties of the HRM has been to initiate skills and competency training and also the review and addressing of KPIs for key staff for submission to the CEO, or the Executive Committee, in some circumstances. The Manager is responsible for all personnel files, staff training opportunities in liaison with Parks Australia’s Training Officer, funding opportunities to develop further staff skills and addressing each staff member’s efficiency and effectiveness in the organisation; providing individual staff reports to the CEO for perusal and assessment.

Implement new Management Structure: Performance Criterion (1) Number of new sub-committees; (2) Number of sub-committee members; (3) Training of Sub-Committee members; and (4) Ability of the Board and Management to deal with changes.

Performance Source Wreck Bay Aboriginal Community Council Corporate Plan 2016-2020, at page 10.

Results against Performance Criterion

1.

No ne

w sub-committees were formed this financial year.

2. D

ue to no new sub-committees formed there were no new sub-committee members.

3.

No training was pr

ovided to new sub-committee members as none were formed.

4.

R

egarding dealing with changes, both the Board and Senior Management continuing employing consultants or request Government representatives to attend Board meetings in order to explain relevant changes to government policies; legislative or other pertinent requirements.

47 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Analysis of performance

As no new sub-committees were formed this financial year; with the Board considering that it has sufficient sub-committees at present, it is anticipated that no further sub-committees will be established in the near future. If such a requirement to form new sub-committees arises then the Board will make that decision at that time; aware of the costs involved with such sub-committees and also the currently short tenure that Board members may actually be Board members; with some Board members normally not continuing to be so after two years in office; due to Council elections every two years. This two-year tenure in office is a constant impediment and being currently assessed regarding reforms to the Land Grant Act.

A new management structure is now in place at Council through a revised and Board accepted ‘chain of command’. This structure was approved in June 2016, as was the staff re-structure and acceptance of the ‘Modern’ Awards by the Council Staff and Board, with all three initiatives taking effect from 1 July 2016.

The Management Structure was achieved after considerable consultation between Staff and the Board of Council; with the assistance of a consultant. Since implementation, it has achieved certainty regarding staff aspirations and career progression, wages and conditions and also proper oversight and review of Council’s activities; involving Council staff senior management, particularly Council’s Human Resources Manager and Board Directors.

Update Policies and Procedures Manual Performance Criterion (1) Number of additions/amendments to the Policies and Procedures Manual; (2) Signatures on the Register (to determine how many staff have read the Manual); and (3) Releasing the Manual to the Community Members.

Performance Source Wreck Bay Aboriginal Community Council Corporate Plan 2016- 2020; at page 10.

Results against Performance Criterion

1.

T

here have been a total of twenty-five (25) additions or amendments to the Policies and Procedures Manual, including additional policies approved by the Board this financial year.

2.

T

he majority of staff signed the Register and staff confirmed they have read the Manual with new policies or amended policies being brought to the attention of staff that the instruments affect, together with Community members if such new or amended policies affect them.

3.

T

he Manual was released to Community Members; being available at the Council Office at Wreck Bay Village and the Works Office at Jervis Bay Village.

Analysis of Performance

Council’s policies and procedures are ‘living documents’ constantly requiring revision; based on legislative and/or policy directions or decisions. The Board usually review policies every 2-3 months; time permitting with their meetings. Also, the CEO brings to the attention of the Board and also staff, if necessary, urgent policies needing to be addressed, amended

48 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

or repealed. The recently appointed HRM has taken carriage of policies and procedures for Council this financial year so that policies and procedures are up to date or new ones recommended to be approved by the Council’s Board.

Provision of Services to Community Members Performance Criterion (1) Housing - refer to Annual Performance Statements sub-heading 1 - ‘Provide more housing and improve living standards’; (2) Number of youth completing High School, Number of youth attending TAFE or other Tertiary Institutions, Number of applicants for scholarships and Number of scholarships offered; (3) Increase in the number of health care services provided, Improvement of Community Members health, Increase in life expectancy; and (4) Number of children attending Day Care Centre, Number of qualified staff, Development training of staff, Number of health checks provided, Securing additional funding.

Performance Source Wreck Bay Aboriginal Community Council Corporate Plan 2016-2020, at page 10.

Results against Performance Criterion

1.

S

ee previous criterion for housing.

2.

T

here are no numbers available re: number completing High School, or number attending TAFE or other Tertiary Institutions; although advises that it is consistent with numbers that attended such educational institutions last year. Regarding full-time Tertiary Scholarships there were two applicants who were successful in obtaining a tertiary scholarship for study at University.

3.

No incr

ease in number of health care services provided from last year and cannot quantify improvement in Community Members’ health or actual increase in life expectancy in months or years from last year due to requiring more time for statistical purposes to evaluate results for clear patterns to emerge.

4.

Same numbers as last y

ear for children attending, same number of qualified staff, same number of training completed for staff and similar number of health checks provided. Additional funding was not able to be secured this financial year.

Analysis of Performance

As with last year; it is difficult to gauge an accurate number of students at High School, TAFE or other Tertiary Institutions as such information is not always forthcoming from students or their families; after their individual consent maybe obtained to release such information. Such information should be obtained from the tertiary institutions themselves but there is the issue of privacy which would restrict Council from obtaining such information. The lack of statistical information also applies to (3) above regarding life expectancy and health again, due to privacy restrictions. It is felt that a clearer picture will emerge after some years of statistical research/analysis. It is too early to make any justifiable remark regarding these facets after just one year. Again, however, subject to privacy, such information should be available from Government Health institutions, Departments et cetera.

49 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Creation of Employment Opportunities Performance Criterion (1) Number of new Employees; (2) Number of casuals being made Permanent and (3) Number of jobs created.

Performance Source Wreck Bay Aboriginal Community Council Corporate Plan 2016-2020, at page 12.

Results against Performance Criterion

1.

One ne

w permanent employee was selected to work with Council this year. This is the Administrative Assistant position.

2.

No Ne

w casuals were made permanent this financial year.

3.

One ne

w job was created this financial year.

Analysis of Performance

Subject to financial resources, it is expected that a permanent Works Manager will be employed next financial year; further to the recently approved Staff re-Structure. Although no new casuals were made permanent this year, there has been a reduction in the number of casuals employed by Council with an emphasis upon short term part-time permanent staff being secured instead; due to the expenses associated with the ‘Modern’ Award. It is anticipated though that there will be a requirement for more staff being employed by Council, based on negotiations for two further Service Level Agreements with Parks Australia for the camping sites within Booderee National Park and the Visitors Centre, and, later on next year, the Botanic Gardens; together with implementation of the Office of Joint Management next Financial Year, if approved by Council and Parks Australia.

Develop Existing Production Base Performance Criterion (1) Number of SLAs; (2) Increase in services provided under the existing SLAs; (3) Increase in visitation to the Park; (4) Increase in positive coverage of the Park; and (5) Percentage of own source revenue.

Performance Source Wreck Bay Aboriginal Community Council Corporate Plan 2016-2020, at page 12.

Results against Performance Criterion

1.

T

here are currently five SLAs in existence between Council and Parks Australia. This is consistent with the same number being in existence since 2012.

2.

T

here has not been an increase in services provided under the existing SLAs; although it is anticipated that there will be an increase in the number of actual SLAs, subject to negotiation, between Council and Parks Australia next financial year thereby increasing the number of SLAs to seven with the added flow on effect of increasing services provided and also a higher percentage of own source revenue for next financial year with increased employment opportunities for Community members in performing the duties attached to the possible two new SLAs.

50 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

3. I nformal advice indicates that there has been an increase in visitation to the Park for this financial year although specific figures are not, as yet, available from Parks Australia. This will be reported in this year’s Parks Australia Annual Report.

4.

Lik

e (3) above, this information is not available at present although observations over the last year indicated that there has been some favourable media coverage for the Park. Again, more details will be provided presumably shortly from the Annual Report compiled by Parks Australia for this financial year.

5.

P

ercentage of own source revenue is similar to last financial year in being approximately 60%. It is expected to increase in the event that the further two SLAs currently being negotiated come into force although this will not occur or operating until, at this stage, 1 July 2018. There may also be an additional increase next financial year though based on current negotiations between Council and Parks Australia on the currently existing five SLAs for an increase in the fees for services, due to Council recently adopting the ‘Modern’ Awards for its staff, which therefore increases the amount of overtime and penalty rates payments et cetera. to Council staff; which, it is anticipated, will be offset by an increase in the fees payable by Parks Australia to Council after the current negotiations have been concluded next financial year.

Analysis of Performance

The number of current SLAs have remained at five since prior to 2012. As referred to above though, much will depend next financial year upon the successful negotiations of two more SLAs for Council. This should therefore mean an increase in services provided and thus an expected increase in the percentage of own source revenue. Accurate information pertaining to increases in visitation to the Park this financial year and also increases in positive coverage of the Park cannot be provided in this Annual Report but should be able to be provided by Parks Australia upon receiving informative results from its’Annual Report of proceedings.

Environmentally Sustainable Performance Criterion (1) Energy use within the Council offices; (2) Fuel consumption; (3) Bitou Bush program results; (4) Compliance with EPBC Act; (5) Environmental Management Systems (EMS) Internal Audit results (conducted every two years); and (5) Environmental Register.

Performance Source Wreck Bay Aboriginal Community Council Corporate Plan 2016- 2020, at page 9.

Results against Performance Criterion

1.

C

ouncil staff has made a conscious effort to reduce the amount of energy used in its offices by way of electricity. This was achieved because of a decrease in electricity used for both offices this financial year. This is continually scrutinised.

2.

F

uel consumption for Council vehicles reduced, comparable to last financial year, regarding the number of litres used; be it diesel or petrol. This part of Council’s operations, like the electricity usage, is constantly surveyed with weekly readings/ assessments of fuel.

51 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

3. T he Bitou Bush program has again proved successful in restricting, if not completely eradicating, this noxious week from Council’s land. One setback this financial year was the unavailability, at times, of the supervisor of the weeds team but when he returned again, he devoted himself to gaining an upper hand on control and spreading of the weed during his absence; with the active assistance of his assistant.

4.

I

t is a requirement pursuant to section 516A of the Environmental Protection and Biodiversity Conservation Act 1999 (“EPBC Act”) that Australian Government organisations detail their environmental performance and contributions to Ecologically Sustainable Development (ESD). The following provides an overview of Council’s environmental activities and operations relating to the EPBC Act.

ESD Reporting Requirements How Council’s activities accord with the principles of ecologically sustainable development.

Council’s response Council continued developing and updating environmental policies regarding the measures required to improve ecological sustainability. The policies will be reviewed every second year and Council’s environmental risks being adapted and monitored at the project, program and portfolio level, containing requirements within the said proposed policies. Council anticipates providing and producing an Environmental Legal and Other Requirements Register next financial year and, additionally, Environmental Management Systems (EMS) audits will be inspected and conducted by Council’s Auditors every second year with the next one anticipated for 2017-2018.

Outcomes contributing to ecologically sustainable development

Council’s response The expected Environment Management Program for Council will send positive messages and contribute towards ecologically sustaining development; aimed at improved animal management and pest control; together with reducing waste management issues and environmental impact; increasing usage of renewable energies and manage the effects of climate change and highlighting tidal inundation and erosion.

Environmental impacts of operations

Council’s response Committed to manage its own operations and contractors is a very high priority of Council so as to reduce adverse environmental impacts and, at the same time, enhance protection of the environment. Noting this, there was no adverse environmental impact due to Council’s activities in 2016-2017.

Measures taken to minimise environmental impacts

Council’s response Council continuously assesses its employees, suppliers and contractors; ensuring they comply with Council’s Environmental Policy and management systems; together with instituting conservation measures at Council’s offices, Council required Contractors’ compliance with necessary environmental regulatory requirements and minimal environmental performance requirements, where appropriate, with Council streamlining the necessary compliances and also managing and reporting upon environmental incidents and irregularities, if applicable.

To this end, Council continually evaluates environmental performance indicators; including energy usage at Council’s two offices, respective fuel consumption and vehicle

52 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

performances. It is expected Council will shortly adopt appropriate technologies for travel reduction and page-based filing systems.

5.

I

t is expected an Environmental Legal and Other Requirements Register (referred to at (4) above) will be in place for Council in the next financial year: 2017-2018.

Analysis of Performance

It is considered Council complies with section 516A of the EPBC Act. Additionally, it also complies with the ESD reporting requirements and hoping to have the other necessary recommended compliance requirements in place by next financial year. Of great significance is that there has been minimal environmental impact this financial year due to the thorough scrutinizing by Council of any environmentally related activities.

Representation at Government Performance Criterion (1) Number of representatives; and (2) Extent of representation.

Performance Source Wreck Bay Aboriginal Community Council Corporate Plan 2015- 2019, at page 9.

Results against Performance Criterion

1.

T

here have been various representatives to Australian Government Departments this financial year, including one specific attendance upon the Minister for Indigenous Affairs, Nigel Scullion. Representations continue having been made to the Department of Prime Minister and Cabinet (PM&C) over land claims and amendments to the Land Claim Act, Department of Defence relating to possibly pollution, Department of Infrastructure and Regional Development (DIRD) regarding possible tourism proposals and leases within Jervis Bay Village, together with possible pollution aspects, and Parks Australia regarding a proposed review of the 99-year lease between Council and Parks Australia; together with a review of the Services Contract, SLAs fees and also future management of the Park.

Such representations have occurred by way of the Wreck Bay Board Directors meetings with representatives from the respective Government departments; where the Board then had opportunities to place it’ s views, on behalf of the registered members, ‘on the table’ for consideration by respective Departments. In that regard, there have been 14 such meetings this financial year to discuss pertinent subjects; with dialogue continuing on all the subjects referred to above.

2.

R

epresentations are directed to senior officers of the respective Government Departments; with discussions conducted at Board meetings with such representatives and followed up, in some circumstances, by correspondence from the Board Chairperson and responses received from government departments. The Board is continuously kept informed of changes or responses by the respective Government Departments in fulfilling the aims of the subjects canvassed.

53 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Analysis of Performance

There have been discussions on a regular basis with various government departments over these matters and it is hoped that there will be a resolution and clear way forward relating to all such subjects by the conclusion of the 2017-2018 financial year.

This concludes the Annual Performance Statements required further to the PGPA Act. The following part relates to relevant activities and responsibilities of Council, further to the Land Grant Act and other legislative and policy requirements.

WBACC executes numerous functions according to its Land Grant Act mandate. Council, via the Board, invests funds received from the lease of its lands to the Director of National Parks into funding shortfall areas and programs; hence giving opportunities to assist Registered Members of Council and community members alike.

The following summarises outcomes and outputs Council and the Board achieved this financial year using a mix of government grant funds and, at times, its own resources. Outcomes divide into the following: Administration, Governance, Commonwealth Disability Strategy, Land Management, Community Services and Community Liaison, together with other relevant areas.

Administration Council employed 29 permanent staff, part time staff and casuals during the year, when required. Council Administration division has ten staff including a Chief Executive Officer, Deputy Chief Executive Officer (formerly General Manager-Council), Human Resources Manager, Chief Financial Officer/General Manager-Contract Services, and three clerical support staff. Gudjahgahmiamia Early Education Centre has eight staff, including a Director, two team leaders, two assistants, two trainees; together with one bus driver/handyman.

Council continued receiving funding from numerous Departments; including the Department of Prime Minister and Cabinet (PM&C) for the purposes of Administration and Land management, Department of Education for the Early Education Centre and Department of ACT Family Services for a Family Support Worker, together with the Department of Human Services for the Centrelink Agent/Access Point facility. Further, the Department of Infrastructure and Regional Development (DIRD) provided funding to Council for Local Government and Land Council purposes, with the Department of the Environment for Community Liaison functions on joint management of Booderee National Park.

A major requirement for Council Administration is assisting the Board meet its’ statutory and other requirements, maintaining and, where possible, strengthening current partnerships; together with, when the chance occurs, developing new partnerships with both government and also non-government agencies that may assist Council achieving outcomes for both Community and Registered Members.

Council provide services to the Community. These services varying from direct assistance to referral advice, with this year’s assistance in the following areas:

h Ear

ly Education/Child Care Centre;

h C

asual employment opportunities;

54 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

h O ffice service facilities including internet access;

h P

ostal services;

h Suppor

t for Education and Sport including scholarships;

h Emplo

yment traineeships;

h Suppor

t for health services;

h P

rovision of housing including bond assistance;

h Childr

en school holiday recreation programs;

h Or

ganised community functions;

h A

dvocacy service; and

h C

entrelink Agency.

Governance Council adheres to the requirements under the Public Governance, Performance and Accountability Act, 2013 (PGPA Act), in compiling its Annual Report.

This Annual Report of Operations was approved by the Directors at a meeting of the Board Directors on 11 September 2017, and referred to in a letter signed by the Chairperson of the Board of Directors and dated 11 September 2017, to the Minister for Indigenous Affairs, Senator the Hon Nigel Scullion. The Directors’ responsibilities include the preparation and contents of the Annual Report of Operations.

The Finance Minister did not grant a written exemption to the Directors of Council from any requirement of these Orders.

The responsible Minister for this financial year being reported on was Senator the Hon Nigel Scullion, Minister for Indigenous Affairs.

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 policies orders that apply to the WBACC during the reporting period under s. 22 of the PGPA Act.

Executive meetings are scheduled for the third Monday of each month where possible, together with extra meetings as required. The Executive Board met officially twenty-three times during the past year, due to the substantial number of matters addressed.

One Joint Management meetings of Booderee National Park was held during the past year with a second ten-year plan of management (2nd Plan of Management) developed and formalised to guide management of the Park.

Executive Sub-Committees met during the year. Two sub-committees operated under portfolios of Community Service and Governance, with the Community Service sub-committee responsible for health, education, early childhood programs, housing, youth & sport programs, drug and alcohol programs and family support services; together with aged and home care services. The Governance sub-committee focused on policy

55 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

development and implementation, by-laws and strategic planning. Further, the legal sub-committee examined the provisions of the Services Contract with BNP and the Park lease for an anticipated lease review shortly; together with recently assented to Commonwealth legislation, amendments or proposed amendments to current Commonwealth legislation; particularly the Land Grant Act and the by-laws and Regulations; such by-laws and regulations having ‘sunset’ clauses and expiring last financial year.

Governance training was again provided to Executive Directors and senior staff during the year and is expected to extend to non-Board participants of sub-committees and community members next year; subject to funding availability and Indigenous Community Volunteers (ICV) being able to assist with this task.

Main corporate governance practices of Council this year continued focusing upon education and performance review processes for Directors; together with ethics and risk management policies addressed. Various policies were developed and approved by the Board, including strong continual emphasis on corporate governance practices of Council and the Executive Committee; noting recently approved legislative and financial directions/ policies being introduced.

Additionally, with the invaluable assistance of Indigenous Community Volunteers (ICV), further Ethics and risk management policies were developed by the Directors for this financial year. Additionally, again thanks to ICV, the major task of developing a Community Plan as the first step towards updating the Village Town Plan has been instigated.

During this financial year there have been no amendments to Council’s enabling legislation or to any other legislation directly relevant to its operation. The Council by-laws of 2006 expired; being replaced by the by-laws of 2016. The Land Grant Act regulations of 2016 came into force as of 28 September, 2016; repealing the previous 2006 regulations.

There were no judicial decisions or administrative tribunal decisions that had a significant impact on Council’s operations for this year. In addition, no adverse reports about Council by the Auditor-General, Commonwealth Ombudsman, a Parliamentary Committee or the Office of the Australian Information Commissioner, were received.

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.

OH&S policies continues revision and implementation; being a ‘living’ document, having originally been approved by the Board in 2013. The OH&S committee met on a very regular basis to identify issues. Work, Health and Safety continues to be a subject of vital importance to the Board; noting the very high level of legal responsibility that it entails.

The Audit Committee, operating pursuant to the PGPA Act, met regularly; according to its Charter. Council continued investing revenue obtained from leasing Booderee National Park to the Director of National Parks into community services and programs that are not funded from existing grants and partnerships. The Audit Committee’s role, therefore, is twofold, reporting to the Board against government funding sources and ensuring that Council’s investments are targeted and appropriate.

56 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Community liaison (CLO) meetings between WBACC senior staff and Booderee National Park continue on a regular, informal basis. It is an important communication tool and doorway for Community, Council and Park management. Council, as owners of the Park, lease it to the Director of National Parks. The Community and Council therefore have strong interest in how the Park is being managed for the current and future generations. The functions and objectives of meetings are also very important to Park management in order to provide information via WBACC administration to community members and registered members alike; together with obtaining information from the community perspective to enhance important decision making within the Park. The current CLO agreement expires in June, 2018, with an option for a further extension of the said agreement expiring in June 2019.

Further to section 17BE(h) of the PGPA there were no non-compliance issues for this financial year and, pursuant to section 17BE(p) of the PGPA there were no significant events reported to the Minister in the financial year; further to section 19 of the PGPA Act.

Commonwealth Disability Strategy Since 1994, Commonwealth departments and agencies report on performance as policy adviser, purchaser, employer, regulator and provider under the Commonwealth Disability Strategy. In 2007-08, reporting on the employer role was transferred to the Australian Public Service Commission’s State of the Service Report and the APS Statistical Bulletin.

Land Matters Unsealed roads and walking tracks within the 403 hectares continued being maintained with Community access to land and sea being an important social and cultural requirement within Wreck Bay. Wreck Bay people are traditional fishermen with many traditional fishing areas and cultural sites being accessed from the Wreck Bay 403 hectares. Work involving maintaining roads and tracks is contracted to Contract Services, the wholly owned subsidiary of WBACC, hence maintaining critical employment in a location of consistently high unemployment.

Bitou Bush eradication programs continued with success. Bitou Bush is a weed of national significance; having been originally introduced into the Territory for the purpose of stabilising sand dunes however, unfortunately, the weed spread throughout coastal areas of the Park and onto community land. It grows aggressively and challenges plants which provide traditional sources of bush tucker or are used for cultural practices.

It is imperative that the weed is controlled within the Community’s lands. The control program employs one full time employee with an assistant, with potential, subject to funding, employment of more staff in the future.

Sea Spurge is another infestation being dealt with as funding becomes available. Funding is, however, not a direct grant into the Jervis Bay Territory. It is, as previously, allocated throughout the NSW coastline with funding being accessed indirectly through Shoalhaven Council and Booderee National Park.

57 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

As Wreck Bay is located within a high risk bush fire zone, it is important to continually maintain a well drilled organised bush fire team. The community does this by retaining its own bush fire facility attached to the NSW rural bush fire service.

Environmental Impact Management

Environmental sustainability It is a requirement pursuant to Section 516A of the Environmental Protection and Biodiversity Conservation Act 1999 (Cth) (“EPBC Act”) that Australian Government organisations detail their environmental performance and contributions to Ecologically Sustainable Development (ESD). The following provides an overview of Council’s environmental activities and operations relating to the EPBC Act.

ESD Reporting Requirements h Ho w Council’s activities accord with the principles of ecologically sustainable development.

Council’s response Council continually develops an updated environmental policy outlining measures to improve ecological sustainability. The policy is reviewed bi-annually, with Council’s environmental risks managed at the project, program and portfolio level and contained within the proposed policy. Council will soon provide an Environmental Legal and Other Requirements Register. Additionally, Environmental Management System (EMS) audits will be conducted by the Council’s Auditor every two years; with the next audit anticipated for 2017-18.

h Out

comes contributing to ecologically sustainable development.

Council’s response Council’s proposed Environmental Management Program will be a positive contribution to ecologically sustainable development, and will improve animal management and pest control, reduce waste management issues and environmental impact and increase usage of renewable energies and manage effects of climate change, specifically tidal inundation and erosion.

h En

vironmental impacts of operations.

Council’s response Council is committed to manage its operations and contractors to reduce adverse environmental impacts, thus protecting the environment. There was no  recorded adverse environmental impact as a consequence of Council’s activities in 2016-17.

h M

easures taken to minimise environmental impacts.

Council’s response Council continually requires employees, contractors and suppliers to comply with Council‘s Environmental Policy and environmental management systems by implementing conservation measures at Council’s offices, requiring contractors’ compliance with relevant environmental regulatory requirements and minimum environmental performance requirements, in addition to managing and reporting of environmental incidents.

58 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Council continually evaluates environmental performance indicators, including energy use in Council offices, fuel consumption and vehicle performance. Further, Council intends adopting appropriate technologies for travel reduction and its need for page-based filing systems.

Occupational Health and Safety 1. A s a result of the Work Health and Safety Act 2011 commencing on 1 January 2012; an audit report was prepared for WBACC Board regarding practices, policies required and implementation of recommendations contained in the Report. This Report

is continuously addressed by the Board with necessary requirements adhering to the legislation and being implemented in a timely and frequent basis, so Council is complying with the Act.

2.

P

ursuant to the Act, Council’s Annual Report requires provision of details pertaining to the following:

(a) Health and safety management arrangements of Council.

Council’s response Council continues its responsibilities under the Act with a Health and Safety Committee, consisting of Council staff, responsible for development and implementation of strategies to protect employees against risks to their health and safety. The Committee works, consistent with policies in place and regarding work place health and safety. The Human Resources Manager (HRM) is the lead staff employee with this responsibility.

There were no accidents or dangerous occurrences during the year that occurred from Council’s undertakings requiring giving of notices under the Act.

No investigations during the year regarding Council undertakings were initiated and there were no notices given to Council pursuant to the Act during this financial year.

The Health and Safety Committee manage Council’s occupational health and safety policy and operational areas. Staff are informed of current issues and receive occupational health and safety publications from Comcare. Council trained staff undertake duties as first aid officers, fire wardens and occupational health and safety officers.

(b) Initiatives taken during the year to ensure the continued health, safety and welfare at work of employees and contractors of Council.

Council’s response Council has an active injury management strategy and arranges for onsite flu vaccinations and a healthy lifestyle program which is available to all employees. Further, Council has a Preventing Bullying and Harassment Policy and trained Harassment Contact Officers to provide employee support. Council engages the Commonwealth Rehabilitation Services to provide short-term, confidential counselling services to employees, if necessary. Additionally, Council is an Equal Employment Opportunity (EEO) employer, maintaining Australian Public Service Values. Council provided a workplace free from discrimination. Council staff receive updated information on key developments in human resources such as EEO, harassment free workplaces and workplace diversity. Staff has access to publications from the Australian Public Service Commission (APSC),

59 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

the Department of Education, Employment and Workplace Relations (DEEWR) and other related agencies.

Further, Council continues fostering and promoting industrial democracy with regular management, program area and staff meetings. When appropriate, Council consulted with employees on major work place changes and develops guidelines and policies applying to employment conditions. Council’s HR Manager is delegated by the CEO to undertake this and other related duties.

Further, 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.

Health and safety outcomes (including the impact on injury rates of employees and contractors of the Council) achieved as a consequence of initiatives referred to at paragraphs (a) and (b) above.

Council’s response No injuries were sustained by employees or contactors during this financial year; this result being attributable to strong policies and management; together with employee awareness of workplace dangers.

Further, Council staff attended Fraud Awareness workshops regarding awareness and knowledge about fraud and its effects for Council. Additionally, Council uses a range of computer based training products to help staff with computer programs, customer services skills and telephone techniques. Further, staff has the opportunity of attending training courses, including in program and project management training, career development, cross cultural awareness training, indigenous career trek workshops, leadership training and effective writing skills. These are all arranged with Council’s HR Manager.

Community Programs School holiday programs were, again, available in Wreck Bay during 2016-17. Council continued, as in previous years, with adopting a proactive program funded from its own resources; ensuring children of the community were not disadvantaged with lack of programs over school holidays.

NAIDOC week programs were, again, held during July 2015. NAIDOC Week is a very important event to the people of Wreck Bay and celebrations each year are organised to reflect and enhance the yearly chosen theme. The celebrations cater for all demographics within the community; with celebrations commencing with a symbolic flag raising ceremony; open for all Indigenous people from the region plus Territory residents and invited guests.

Gudjahgahmiamia Early Education and Day Care facility continues being licensed and catering for up to 29 children. The Centre is funded via a Multi Aboriginal Community Service (MACS) grant from the Department of Education with also contributions from WBACC, parent fees and ongoing fund raising activities.

WBACC continues its MOU with Noah’s Ark, an organisation providing early childhood support programs within the Shoalhaven region. Services continue being delivered in the community through the Community Clinic and the Early Childhood Centre.

60 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Health services to the community are supplied through Illawarra Area Health, Waminda and Aboriginal Medical Service. Wreck Bay community has a modern clinic building and negotiates regular services being provided within the community from the respective service providers. A General Practitioner visits the community one day per week and other specialised medical services continue being offered.

Community Liaison Office (CLO) Function The CLO function enables Wreck Bay Community participation in joint management activities and procedures at Booderee National Park through WBACC Senior Staff representation. The function is funded by the Department of the Environment; being an original commitment from the Commonwealth for the Community to enter into lease arrangements with the Director of National Parks.

The function allows for communication links between the Director of Parks Australia via Park management and Council; supporting Traditional Owner representatives on the Booderee National Park of Management.

Training Training is very important for succession planning for the community; thus achieving a future position where it will solely manage its own land and waters. Council develops employment opportunities through its contract services division by providing several contracted services to Booderee National Park, together with a variety of services conducted for the Council administration, the early childhood centre and community itself.

Training is essential for the community to attain the ultimate goal of sole management.

Centrelink Agency Council continues a contractual relationship with Centrelink for provision of an Agency/ Access point for clientele to canvas matters with Centrelink relating to services available for them.

As a Centrelink Agent/Access point, Council Administration provides Centrelink forms, publications, telephone and facsimile services; being able to respond to most general enquiries and provide direct links to Centrelink staff, including specialists if further assistance is required.

As an Agent, Council provides access to internet services and assists clients with using self-help products, accepts claim forms and other documentation requiring lodgement with Centrelink, and provide advice on Centrelink and other Government services and payments.

61 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Jervis Bay Territory Networking Council maintains its obligation to various committees established to effectively plan and advocate for residents of Jervis Bay Territory. These committees include:

h J

ervis Bay Territory Focus Group;

h J

ervis Bay Territory Public Health and Environment Working Group;

h J

ervis Bay Territory Justice Issues; and

h J

ervis Bay Emergency Management Committee.

General Meetings of the WBACC The Annual General Meeting (AGM) of Council was convened on 5 December 2016. Due to a quorum not being reached it was then reconvened to 5 February 2017; wherein a quorum was attained and the AGM proceeded.

Audit Committee As required by the PGPA Act, the Council had an Audit Committee consisting of:

h T

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

h Annett

e Brown: Executive Board Member;

h T

om Brown Snr: Community Representative; and

h Cliv

e Freeman: Executive Board Member.

This Committee existed until the General Elections in February 2017 and, thereafter, the Audit Committee consisted of the following persons:

h T

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

h Ne

ville ‘Jack’ Hampton: Executive Board Member;

h Craig Ar

dler: Community Representative;

h T

om Brown Snr: Executive Board Member;

h P

aul McLeod: Executive Board Member; and

h R

honda Brown: Community Representative.

Committee Meeting dates were: 19/09/2016, 02/05/2017, 18/05,2017 and 20/06/2017.

Some of the responsibilities of the Audit Committee include assisting with: WBACC responses to ANAO’s management letters; developing and monitoring Risk Management Plans for Council and its subsidiary-Contract Services; developing and monitoring Fraud Management Plans for Council and its subsidiary-Contract Services; and preparation of the annual audit program 2017-18.

62 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Operational Activities 2016-2017 Financial Year With income for Contract Services continuing to decline, consistent with the last few years, the organisation still receives support from its major customers: Booderee National Park (BNP) via Parks Australia, in particular, and Department of Infrastructure and Regional Development (DIRD) and its parent organisation, WBACC. We thank those entities and others who have given Contract Services the opportunity to participate with their operations.

With respect to Parks Australia, their ever decreasing budget is, of course, of concern and having an effect upon the income generated by Contract Services under the respective Service Level Agreements, which, coupled with the effect of the ‘Modern’ Award for the benefit of Council workers, which came into force on 1 July 2016; regarding, in particular, penalty rates, overtime, leave loading etc.; being an additional expense to Council.

It is clear that there has to be a rate increase in the SLAs (fees for services under the respective agreements) that Contract Services engages in with Parks Australia in BNP as Council is having to pay ‘Modern’ Award rates, which are not taken into account or reflected in the current SLAs-the rates in those agreements having remained the same since 2012. In that respect, Council proposed new rates in December, 2016 to Parks Australia but no advice from that Department regarding such rates has been received as yet by Council. This issue will, again, be canvassed when the ‘Service Contract’ is reviewed in August— September 2017.

Targets were used for the five Departments or Sections in attempting to achieve a break even situation, (although not achieved due to the ‘Modern’ Award ramifications) while maximising employment for community members; if possible.

Five Service Level Agreements (SLAs) with BNP continue operating; namely:

h R

oads and Fire Trails

h Cleaning

h Entr

y Station

h Hor

ticulture; and

h I

nfrastructure

These five SLAs exist under a Contract for Services (the ‘head’ agreement) entered into between Council and BNP in October 2012. This Contract was for an initial period of three (3) years; extended for a further period of two (2) years; to now be in force until October 2017. The Contract may be extended for a further period of five (5) years, to October 2022, subject

Wreck Bay Contract Services

63 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

to a negotiated agreement between Council and Parks Australia relating to the terms and conditions of the document; including the rates for fees for services.

Thus, upon the Contract being presumably extended for a further five-year period, expiring in October 2022, the current SLAs that are all under that Service Contract will also extend for that year period as well i.e. to October 2022, subject to all relevant performance indicators being met to an acceptable standard, and also other criteria, including fees for services, during the ‘life’ of each SLA, with a continuing essential emphasis on work, health and safety compliance.

Negotiations continue between WBACC and Parks Australia regarding an additional SLA for the provision of Camping, Park Use and associated customer services; including the Visitors Centre; with a possible future SLA negotiated regarding the Botanic Gardens. This continues as an example of the ‘sole management’ themes and aspirations being implemented in a positive and constructive way forward. Naturally, it has to be commercially viable though for Council to be a party to such SLAs.

Depending on current negotiations with Parks Australia for the concept of ‘Office of Joint Management’ it could be that some SLAs might also flow from this possible Office as well. This relates to Training, Cultural Heritage and other areas, including Community Liaison. It is hoped that there will be definite ‘way forward’ with this concept coming to fruition as of July 2018.

If financially viable from Council’s perspective, it is anticipated that the Camping, Park Use and Visitors Centre SLA may commence as of 1 July 2018.

Currently, Council has lodged a ‘log of claims’ with Parks Australia relating to the current SLAs and the fees that Council charge BNP under them. There has already been a substantial increase in Council’s costs due to the ‘Modern’ Award being implemented for Council staff, taking effect as of and from 1 July 2016, which has had a ‘flow on’ effect for costs to Council via Contract Services, to adhere to the current SLAs.

Noting that there has not been an increase in fees that Council, via Contract Services, charge for the current services under the SLAs since their commencement in 2012; it is essential that a review was carried out so that elements such as the increase in wages expenditure by Council via overtime and penalty rates, pursuant to the Modern Award was identified; together with CPI increases and use of machinery costing, fuel etc. increases imposed on Contract Services to carry out the various duties and services under the current SLAs.

The identified costs incurred by Council and the proposed adjustment/increase in fees request to Parks Australia, under the said current SLAs have been with Parks Australia since December 2016; awaiting determination.

Cash flow is managed on a daily basis, with internal weekly WBACC supervisor meetings and monthly SLA meetings with BNP staff, together with quarterly Service Agreement/ Contract meetings by senior WBACC Staff and BNP staff. There are also internal Senior Management meetings of WBACC on a monthly basis as well, due to the fundamental importance of the operations being executed under the current SLAs.

64 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Work quotations continue to be produced on an accrual accounting basis which, in most cases, increases the margin for each quoted job and projects that are, subsequently, approved by customers.

Staffing levels remained consistent with last year with fourteen full time staff, four permanent part-time and additional casuals from time to time and, during the peak season, an additional ten casuals may be so employed. Casuals continue to be employed at times when extra work is taken on by Contract Services Departments or when staff use their annual leave entitlements. For this year, senior staff concentrated on reducing the number of casuals employed and, instead, replacing that area with short fixed term contracts; in most cases, if possible, so as to reduce costs under the ‘Modern’ Award.

Employment levels are expected to remain the same over the next financial year.

Sales for the year for 2016-2017 totalled $1,318,105 in comparison to $1,477,974 during 2015-2016. Even though there has been a decrease it is, similar to last year, expected to carry through into the future, depending on weather, but also due to less income being generated from work within BNP. The weather decrease was due to, again, poor weather conditions from the previous financial year and, more so, this financial year with substantial levels of rain received in various months; hence, work opportunities were lost but also carried forward under a three-year program. Several Departments concentrated on SLA work while others focused on available work under the Wreck Bay Community Council Land Management program; hence completing that aspect of the three-year program before the end of this financial year.

During the year Contract Services paid $1,283,197 in employee benefits. This compares with $1,060,507 last year. This is an important injection in the form of salaries into Wreck Bay Community. It was also an increase from last year of some $222,690 due, in no small part, to the ‘Modern’ Award referred to earlier.

It is noted that during the financial year Contract Services operated in the absence of any Government grants or subsidies with this outcome in keeping with the Community’s Vision Statement and Goals to become financially independent.

65 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Overview of Operational Activities 2016-2017

Entry Station SLA

Entry Station Booths—the first entry point into Booderee National Park

The current Service Level Agreement is in force until October 2017, with an additional five more years, subject to all performance indicators having been met to an acceptable standard or above, and agreement regarding fees for services being accepted.

There was an increase in gate takings above previous years, and the closure of the outside lane also helped capture extra income thereby allowing Park staff to reduce the number of infringement notices issued.

Due to the ‘Modern’ Award, in particular, and not being recompensed by Parks Australia as yet, this Department suffered a financial loss this year.

Cleaning SLA The Cleaning Department Service Level Agreement is, like the other SLAs, in force until October 2017—consistent with the Services Contract simultaneously expiring—with a possible five (5) year extension thereafter, depending on the terms and conditions reached between Council and Parks Australia.

This SLA also resulted in a financial loss for the Department. With the Seasons (Peak, Shoulder and Low) identified within the SLA, Management has to better utilises its permanent staff to manage over these periods, by employing community members when needed over the Peak season, in particular; and being very conscious of the substantial rise in wages under the ‘Modern’ Award.

66 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

The Cleaning Department provides cleaning services to Wreck Bay Community Council by virtue of cleaning the Administration, Day Care, Hall and Community Centre Buildings in the community, as well as within BNP.

Cleaners work to maintain the visitors’ facilities throughout Booderee National Park

Horticulture SLA The Horticulture SLA is, similarly, in force to October 2017. Currently, it only involves the Booderee Botanic Gardens; however, all other duties such as trail clearance, weed control et cetera are carried out either by ‘do and charge’ or quoted as a fee for service.

The Horticulture Department’s responsibilities include the upkeep of Wreck Bay Community areas at Wreck Bay Village, including the Community Cemetery and the picnic area at Summercloud Bay.

67 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Horticulture team carrying out road clearance work at Booderee Botanic Gardens

Roads and Fire Trails SLA The previous four financial years have been difficult due to the Department not having the use of its own grader, roller and other capital equipment. Hire costs are extremely high and continue rising for plant and equipment and that does not assist as these prices are already factored into the SLA. This is one of the reasons why there has been a review of Council’s fees for services. Further, bad weather and timing did not help the Department complete the Capital Works programs by the expected date.

The Roads Department continues having responsibility for Land Management and Municipal Services provided to Wreck Bay Community Council.

Roads section carrying out drainage clearance works at Wreck Bay Village

68 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Building-Infrastructure Maintenance SLA The Building Department SLA, again, like the other four current ones, expires in October 2017, and, like the cleaning schedule, benefits from the set maintenance plan of BNP amenities when the season is either High, Low or Shoulder; in mapping out yearly tasks.

The Building Department continues having a strong working relationship with Booderee National Park as the section always completes designated projects within the specified time and the quality of service and workmanship is always outstanding.

Unfortunately, this financial year similar to last year, resulted in Capital Works with Booderee National Park declining, leaving the Department with a lack of prioritised work. However, again like last year, Council assisted, providing Repairs and Maintenance work, not only for its housing and infrastructure, but also in the area of Land Management.

Further, for the next 18 months, there is the Repairs and Maintenance (R&M) program relating to housing within Wreck Bay Village. This means more work commitments for the Department.

. Steel signs erected by the Building Section in various locations at Wreck Bay

69 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Training Training this financial year has been minimal due to staff reaching the required certifications for their staffing level and position, but also due to difficulty with arranging further training with BNP. This concern is being addressed with Council’s Human Resources Manager (HRM) ensuring that staff and community, in some circumstances, have access to BNP derived training and also training jointly with BNP staff.

With the existence of the important Council Work Health and Safety Committee, staff members attended training refresher courses to consolidate their knowledge in their roles as Council’s Health and Safety Representatives. The training was, again, carried out in Canberra, consistent with the respective Park SLA requirements, with it being paramount for the representatives and Council staff as a whole to be fully familiar with all aspects of work health and safety policies and requirements in order for the current SLAs to, presumably, be renewed in October 2017; subject to an Audit being carried out by Parks Australia in July 2017, and agreement, among other items, to an increase in fees for services provided to BNP.

70 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

WBACC Financial Statements For the Year Ended 30 June 2016 Certification

71-73

Stat

ement of Comprehensive Income

74

Stat

ement of Financial Position

75

Stat

ement of Changes in Equity

76

C

ash Flow Statement

77

O

verview

78

Not

es to the Financial Statements

79

1.1 Expenses

80-81

1.2 O

wn-Source Revenue

82

2.1 F

inancial Assets

83

2.2 Non-F

inancial Assets

85-87

2.3 P

ayables

88

2.4 I

nterest Bearing Liabilities

88

3.1 Emplo

yee Provisions

89

3.2 K

ey Management Personnel Remuneration

90

3.3 R

elated Party Disclosures

90

3.4 R

emuneration of Auditors

90

4.1 C

ontingent Assets and Liabilities

91

4.2 F

inancial Instruments

92

4.3 F

air Value Measurements

94

71 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

INDEPENDENT AUDITOR’S REPORT

To the Minister for Indigenous Affairs

Opinion

In my opinion, the financial statements of the Wreck Bay Aboriginal Community Council for the year ended 30 June 2017:

(a) comply with Australian Accounting Standards - Reduced Disclosure Requirements and the Public Governance, Performance and Accountability (Financial Reporting) Rule 2015; and

(b) present fairly the financial position of the Wreck Bay Aboriginal Community Council as at 30 June 2017 and its financial performance and cash flows for the year then ended.

The financial statements of the Wreck Bay Aboriginal Community Council, which I have audited, comprise the following statements as at 30 June 2017 and for the year then ended:

• Statement by the Accountable Authority, Chief Executive Officer and Chief Financial Officer; • Statement of Comprehensive Income; • Statement of Financial Position; • Statement of Changes in Equity; • Cash Flow Statement; and • Notes to the financial statements, comprising a Summary of Significant Accounting Policies and other

explanatory information.

Basis for Opinion

I conducted my audit in accordance with the Australian National Audit Office Auditing Standards, which incorporate the Australian Auditing Standards. My responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of my report. I am independent of the Wreck Bay Aboriginal Community Council in accordance with the relevant ethical requirements for financial statement audits conducted by the Auditor-General and his delegates. These include the relevant independence requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants to the extent that they are not in conflict with the Auditor-General Act 1997 (the Code). I have also fulfilled my other responsibilities in accordance with the Code. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Accountable Authority’s Responsibility for the Financial Statements

As the Accountable Authority of the Wreck Bay Aboriginal Community Council the directors are responsible under the Public Governance, Performance and Accountability Act 2013 for the preparation and fair presentation of annual financial statements that comply with Australian Accounting Standards - Reduced Disclosure Requirements and the rules made under that Act. The directors are also responsible for such internal control as the directors determine is necessary to enable the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the directors are responsible for assessing the Wreck Bay Aboriginal Community Council’s ability to continue as a going concern, taking into account whether the entity’s operations will cease as a result of an administrative restructure or for any other reason. The directors are also responsible for disclosing matters related to going concern as applicable and using the going concern basis of accounting unless the assessment indicates that it is not appropriate.

Auditor’s Responsibilities for the Audit of the Financial Statements

My objective is to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian National Audit Office Auditing Standards will always detect a material misstatement when

GPO Box 707 CANBERRA ACT 2601 19 National Circuit BARTON ACT Phone (02) 6203 7300 Fax (02) 6203 7777

72 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements.

As part of an audit in accordance with the Australian National Audit Office Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also:

• identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control;

• obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control;

• evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Accountable Authority; • conclude on the appropriateness of the Accountable Authority’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or

conditions that may cast significant doubt on the entity’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify my opinion. My conclusions are based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the entity to cease to continue as a going concern; and • evaluate the overall presentation, structure and content of the financial statements, including the disclosures,

and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

I communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

Australian National Audit Office

Lorena Skipper Senior Director

Delegate of the Auditor-General

Canberra 11 September 2017

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Wreck Bay Aboriginal Community Council ABN : 62 564 797 956

Statement of Comprehensive Income For the period ended 30 June 2017

Note 2017 2016

$ $

Expenses Employee benefits 1.1A 2,377,671 2,134,476

Suppliers 1.1B 899,732 745,694

Occupancy expenses 1.1C 71,933 96,764

Community grants 1.1D 75,238 59,263

Depreciation 2.2A 406,502 441,076

Finance costs 1.1E 1,551 10,902

Write-down and impairment of assets 1.1F - 103,336

Other expenses 1.1G 592,303 541,937

Total expenses 4,424,930 4,133,448

Own-Source Income

Own-source revenue Rendering of services 1.2A 2,220,089 2,331,630

Interest 1.2B 32,423 37,672

Total own-source revenue 2,252,512 2,369,302

Grant funding 1.2C 1,950,896 1,681,153

Total revenue 4,203,408 4,050,455

Net (cost of )/ contribution by services (221,522) (82,993)

Surplus/(deficit) before income tax on continuing operations (221,522) (82,993)

OTHER COMPREHENSIVE INCOME

Items not subject to subsequent reclassification to net cost of services Changes in asset revaluation reserve - 5,943,168

Total comprehensive income (221,522) 5,860,175

The above statement should be read in conjunction with the accompanying notes.

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Statement of Financial Position As at 30 June 2017

ASSETS Note 2017 2016

$ $

Financial assets Cash and cash equivalents 2.1A 1,293,620 1,157,451

Trade and other receivables 2.1B 191,494 596,362

Other financial assets 2.1C 1,021,578 750,052

Total financial assets 2,506,692 2,503,865

Non-financial assets Land and buildings 2.2A 59,381,365 59,703,320

Infrastructure, plant & equipment 2.2A 220,071 175,970

Total non-financial assets 59,601,436 59,879,290

Total assets 62,108,128 62,383,155

LIABILITIES Payables Suppliers 2.3A 186,754 149,954

Other payables 2.3B 271,762 283,889

Total payables 458,517 433,843

Interest bearing liabilities Leases 2.4A - 66,615

Total interest bearing liabilities - 66,615

Provisions Employee provisions 3.1A 300,360 311,924

Total provisions 300,360 311,924

Total liabilities 758,876 812,382

Net assets 61,349,251 61,570,773

EQUITY Reserves 35,744,303 35,744,303

Retained surplus 25,604,948 25,826,470

Total equity 61,349,251 61,570,773

The above statement should be read in conjunction with the accompanying notes.

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Statement of Changes in Equity For the period ended 30 June 2017

Note 2017 2016

$ $

RETAINED EARNINGS

Opening balance

Balance carried forward from previous period 25,826,470 25,909,462

Comprehensive income

Surplus/(Deficit) for the period (221,522) (82,992)

Other comprehensive income - -

Total comprehensive income (221,522) (82,992)

Closing balance as at 30 June 25,604,948 25,826,470

ASSET REVALUATION RESERVE

Opening balance

Balance carried forward from previous period 35,744,303 29,801,135

Comprehensive income

Other comprehensive income - 5,943,168

Total comprehensive income - 5,943,168

Closing balance as at 30 June 35,744,303 35,744,303

TOTAL EQUITY

Opening balance

Balance carried forward from previous period 61,570,773 55,710,597

Comprehensive income

Surplus/(Deficit) for the period (221,522) (82,992)

Other comprehensive income - 5,943,168

Total comprehensive income (221,522) 5,860,176

Closing balance as at 30 June 61,349,251 61,570,773

The above statement should be read in conjunction with the accompanying notes.

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Cash Flow Statement For the period ended 30 June 2017

Note 2017 2016

$ $

OPERATING ACTIVITIES Cash received Grants 2,366,102 1,687,142

Rendering of services 2,527,271

Interest 31,852 31,278

Total cash received 4,925,225 1,718,420

Cash used Community grants (75,642) (62,239)

Employees (2,490,167) (2,307,631)

Suppliers (1,546,285) (1,293,272)

Borrowing costs (1,551) (10,902)

Net GST paid (208,622) (237,425)

Total cash used (4,322,267) (3,911,469)

Net cash from/(used by) operating activities 602,958 (2,193,049)

INVESTING ACTIVITIES Cash received Proceeds from investments - term deposit - -

Total cash received - -

Cash used Purchase of property, plant & equipment 2.2A (128,648) (27,386)

Increase in term deposit (271,526) (22,553)

Total cash used (400,174) (49,939)

Net cash from/(used by) investing activities (400,174) (49,939)

FINANCING ACTIVITIES Cash used Repayment of loans (66,615) (55,121)

Total cash (used by) / from financing activities (66,615) (55,121)

Net cash from/(used by) financing activities (66,615) (55,121)

Net increase/(decrease) in cash held 136,169 78,683

Cash and cash equivalents at the beginning of the reporting period 1,157,451 1,078,768 Cash and cash equivalents at the end of the reporting period 2.1A 1,293,620 1,157,451

The above statement should be read in conjunction with the accompanying notes.

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Notes to and forming part of the financial statements As at 30 June 2017

Overview The Basis of Preparation The financial statements are general purpose financial statements and are required by subsection 42 of Public Governance, Performance and Accountability Act 2013.

The financial statements and notes have been prepared in accordance with:

h P ublic Governance, Performance and Accoutability (Financial Reporting) Rule 2015 (FRR) for reporting periods ending on or after 1 July 2015; and

h A

ustralian Accounting Standards and Interpretations - Reduced Disclosure Requirements issued by the Australian Accounting Standards Board (AASB) that apply for the reporting period.

The financial statements have been prepared on an accrual basis and in accordance with historical cost convention, except for certain assets and liabilities at fair value. Except where stated, no allowance is made for the effect of changing prices on the results or the financial position. The financial statements are presented in Australian dollars.

New Accounting Standards All new/revised/amending standards and/or interpretations that were issued prior to the sign-off date and are applicable to the current reporting period did not have a material effect on the Council's financial statements.

Taxation The Council is exempt from all forms of taxation except for Fringe Benefits Tax (FBT) and the Goods and Services Tax (GST).

Events after the Reporting Period There were no subsequent events that had the potential to significantly affect the ongoing structure and financial activities of the Council.

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Notes to and forming part of the financial statements As at 30 June 2017

FINANCIAL PERFORMANCE This section analyses the financial performance of the Council for the year ended 2016.

Note 2017 2016

$ $

1.1: Expenses 1.1A: Employee Benefits Wages and salaries 1,901,857 1,688,605

Superannuation - Defined contribution plans 216,520 180,482

Leave and other entitlements 154,400 192,414

Director's reimbursements 104,892 72,975

Total employee benefits 2,377,671 2,134,476

Accounting Policy Accounting policies for employee related expenses is contained in the People and relationships section.

1.1B: Suppliers Goods and services supplied or rendered Equipment hire 192,176 161,981

Contractors 310,158 196,246

Materials & supplies 268,688 211,582

Total goods and services supplied or rendered 771,023 569,808

Goods supplied 460,863 373,563

Services rendered 310,159 196,246

Total goods and services supplied or rendered 771,023 569,808

Other suppliers Workers compensation expenses 128,710 175,885

Total other suppliers 128,710 175,885

Total suppliers 899,732 745,694

1.1C: Occupancy Expenses Repairs & maintenance 5,197 7,762

Water rates 24,554 51,906

Other 42,182 37,096

Total occupancy expenses 71,933 96,764

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Notes to and forming part of the financial statements As at 30 June 2017

Note 2017 2016

$ $

1.1D: Community Grants Other grants and activities 75,238 59,263

Total community grants 75,238 59,263

1.1E: Finance Costs Finance leases 1,551 10,902

Total finance costs 1,551 10,902

Accounting Policy All borrowing costs are expensed as incurred.

1.1F: Write-Down and Impairment of Assets Impairment of property, plant & equipment - 103,336

Total write-down and impairment of assets - 103,336

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Notes to and forming part of the financial statements As at 30 June 2017

Note 2017 2016

$ $

1.1G: Other Expenses Accountancy fees 172,765 104,018

Annual report printing 17,160 13,290

Audit fees 32,000 30,000

Bad debt provision 3,262 7,632

Bank charges 1,259 2,183

Board costs 6,482 3,004

Computer costs 18,053 13,748

Consultancy fees 6,225 27,676

Conference & travel expenses 39,251 18,511

Fines & penalties 3,300 646

General expenses 11,939 9,708

Insurance 59,348 68,427

Legal costs 48,741 71,131

Minor equipment replacement 237 -

Motor vehicle expenses 64,204 78,044

Office supplies 36,795 43,599

Recruitment costs 5,625 465

Policy development project 26,540 10,000

Staff amenities 5,156 9,745

Telephone, fax & internet costs 22,667 24,031

Work, health and safety expenses 11,294 6,079

Total other expenses 592,303 541,937

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Notes to and forming part of the financial statements As at 30 June 2017

1.2: Own-Source Revenue Note 2017 2016

$ $

Own-Source Revenue

1.2A: Rendering of Services Rendering of services 1,327,128 1,495,769

Housing rentals 49,174 48,682

Park lease - annual rental 300,839 290,992

- 25% of park income 458,217 428,058

Daycare fees 44,672 28,215

Other income 40,059 39,914

Total rendering of services 2,220,089 2,331,630

Accounting Policy

Revenue from rendering of services is recognised when:

- The risks and rewards of ownership have been transferred to the buyer;

- The Council retains no managerial involvement or effective control over the goods;

The stage of completion of contracts at the reporting date is determined by reference to the proportion that costs incurred to date bear to the estimated total costs of the transaction.

Receivables for goods and services, which have 30 day terms, are recognised at the nominal amounts due less any impairment allowance account. Collectability of debts is reviewed at the end of the reporting period. Allowances are made when collectability of the debt is no longer probable.

1.2B: Interest Income Deposits 32,423 37,672

Total interest 32,423 37,672

Accounting Policy

Interest revenue is recognised using the effective interest method.

1.2C: Grant Funding Australian Government Entities (related entity) 1,910,896 1,641,153

State Grants 40,000 40,000

Total Grants 1,950,896 1,641,153

Accounting Policy

Grant Funding

Grant revenue is recognised when Council obtains control of the grant and it is probable that the economic benefits gained from the grant will flow to Council and the amount of the grant can be reliably measured.

If conditions are attached to the grant which must be satisfied before it is eligible to receive the contribution, the recognition of the grant will be deferred until those conditions are satisfied.

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Notes to and forming part of the financial statements As at 30 June 2017

FINANCIAL POSITION This section analyses the Council's assets used to conduct its operations and the operating liabilities incurred as a result.

Employer related information is disclosed in the People and Relationships section.

2.1: Financial Assets

Note 2017 2016

$ $

2.1A: Cash and Cash Equivalents Cash on hand or on deposit 1,293,620 1,157,451

Total cash and cash equivalents 1,293,620 1,157,451

2.1B: Trade and Other Receivables

Goods and services receivable

Goods and services 192,708 594,884

Total goods and services receivable 192,708 594,884

Other receivables

Interest receivable 6,964 6,394

Total trade and other receivables (gross) 199,672 601,278

Less impairment allowance (8,178) (4,916)

Total trade and other receivables (net) 191,494 596,362

Credit terms for goods and services were within 30 days (2016: 30 days).

Accounting Policy

Loans and Receivables

Trade receivables, loans and other receivables that have fixed or determinable payments and that are not quoted in an active market are classified as ‘loans and receivables’. Loans and receivables are measured at amortised cost using the effective interest method less impairment.

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Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2017

Note 2017 2016

$ $

Reconciliation of the Impairment Allowance

Movements in relation to 2017

Goods and services

Total

$ $

As at 1 July 2016 4,916 4,916

Amounts recovered and reversed (4,756) (4,756)

Increase recognised in net cost of service 8,018 8,018

Total as at 30 June 2017 8,178 8,178

Movements in relation to 2016

Goods and services

Total

$ $

As at 1 July 2015 3,611 3,611

Amounts written off (6,327) (6,327)

Increase recognised in net cost of service 7,632 7,632

Total as at 30 June 2016 4,916 4,916

Accounting Policy

Financial assets are assessed for impairment at the end of each reporting period.

2.1C: Other Financial Assets

Term deposits 1,021,578 750,052

Total other financial assets 1,021,578 750,052

Term deposits are expected to be recovered in no more than 12 months.

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Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements As at 30 June 2017 2.2: Non-Financial Assets 2.2A: Reconciliation of the Opening and Closing Balances of Property, Plant and Equipment

Item Land

Buildings on freehold land Leasehold

improvements Computer Equipment Plant &

Equipment Furniture Vehicles TOTAL

As at 1 July 2016

Gross book value 47,533,500 12,034,000 236,172 40,330 392,105 87,275 429,346 60,752,728

Accumulated depreciation and impairment - - (100,352) (36,378) (262,997) (77,620) (396,091) (873,438)

Total as at 1 July 2016 47,533,500 12,034,000 135,820 3,952 129,108 9,655 33,255 59,879,290

Additions

Purchase - - - 25,098 71,732 - 31,818 128,648

Disposals - (300,852) (21,103) (5,530) (47,623) (3,940) (27,454) (406,502)

Total as at 30 June 2017 47,533,500 11,733,148 114,717 23,520 153,217 5,715 37,619 59,601,436

Total as at 30 June 2017 represented by

Gross book value 47,533,500 12,034,000 236,172 63,964 454,432 87,275 461,163 60,870,506

Accumulated depreciation and impairment - (300,852) (121,455) (40,444) (301,214) (81,560) (423,545) (1,269,070)

Total as at 30 June 2017 47,533,500 11,733,148 114,717 23,520 153,218 5,715 37,618 59,601,436

No property, plant and equipment or intangibles are expected to be sold or disposed within the next 12 months.

Revaluations of non-financial assets All revaluations were conducted in accordance with the revaluation policy as stated on note 2.2B On 30th June 2016, an independent valuer conducted the revaluations of Land and Buildings.

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Notes to and forming part of the financial statements As at 30 June 2017

2.2B:Accounting Policy Assets are recorded at cost on acquisition except as stated below. The cost of acquisition includes the fair value of assets transferred in exchange and liabilities undertaken. Financial assets are initially measured at their fair value plus transaction costs where appropriate.

Assets acquired at no cost, or for nominal consideration, are initially recognised as assets and income at their fair value at the date of acquisition.

Asset Recognition Threshold Purchases of property, plant and equipment are recognised initially at cost in the statement of financial position, except for purchases costing less than $300, which are expensed in the year of acquisition (other than where they form part of a group of similar items which are significant in total).

Revaluations Following intial recognition at cost, property, plant and equipment are carried at fair value less subsequent accumulated depreciation and accumulated impairment losses. Valuations are conducted with sufficient frequency to ensure that the carrying amounts of assets did not differ materially from the assets' fair values as at the reporting date. The regularity of independent valuations depended upon the volatility of movements in market values for the relevant assets.

Revaluation adjustments are made on a class basis. Any revaluation increment is credited to equity under the heading of asset revaluation reserve except to the extent that it reversed a previous revaluation decrement of the same asset class that was previously recognised in the surplus/deficit. Revaluation decrements for a class of assets are recognised directly in the surplus/deficit except to the extend that they reverse a previous revaluation increment for that class.

Any accumulated depreciation as at the revaluation date is eliminated against the gross carrying amount of the asset and the asset restated to the revalued amount.

Depreciation Depreciable property, plant and equipment assets are written-off to their estimated residual values over their estimated useful lives to Council, using in all cases, the straight line method of depreciation. Leasehold improvements are amortised on a straight-line basis over the lesser of the estimated useful life of the improvements of the unexpired period of the lease.

Depreciation rates (useful lives), residual values and methods are reviewed at each reporting date and necessary adjustments are recognised in the current and future reporting periods, as appropriate.

Depreciation rates applying to each class of depreciable asset are based on the following useful lives:

2017 2015

Building on Freehold Land 40 Years 40 Years

Leasehold Improvements 10 to 40 Years 10 to 40 Years Plant and Equipment 3 to 10 years 3 to 10 Years

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Notes to and forming part of the financial statements As at 30 June 2017

Impairment All assets were assessed for impairment at 30 June 2017. Where indications of impairment exist, the asset's recoverable amount is estimated and an impairment adjustment made if the asset's recoverable amount is less than its carrying amount.

The recoverable amount of an asset is the higher of its fair value less costs of disposal and its value in use. Value in use is the present value of the future cash flows expected to be derived from the asset. Where the future economic benefit of an asset is not primarily dependent on the asset's ability to generate future cash flows, and the asset would be replaced if the Council were deprived of the asset, its value in use is taken to be its depreciated replacement cost.

Derecognition An item of property, plant and equipment is derecognised upon disposal or when no further future economic benefits are expected from its use or disposal.

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Notes to and forming part of the financial statements As at 30 June 2017

2.3: Payables

Note 2017 2016

$ $

2.3A: Suppliers

Trade creditors and accruals 186,754 149,954

Total suppliers 186,754 149,954

All supplier payables are expected to be settled within 12 months. Settlement is usually made within 30 days.

2.3B: Other Payables

Wages and salaries 90,150 51,070

Superannuation 39,051 35,497

Rent received in advance (Park) 74,674 75,166

Grants income in advance - Australian Government Entities 67,888 122,156

Total other payables 271,762 283,889

2.4 Interest Bearing Liabilities

2.4A: Leases

Finance Leases - 66,615

Total leases - 66,615

Minimum lease payments expected to be settled

Within one year - 66,615

Between 1 to 5 years - -

Total Leases - 66,615

There were five leases issued September 2012 to October 2012 which are for five Ford Rangers. They are repayable in monthly instalments beginning in September 2012 to October 2016. These leases have all now been finalised.

There were no contingent rentals. The leases were non-cancellable.

Accounting Policy

A distinction is made between finance leases and operating leases. Finance leases effectively transfer from the lessor to the lessee substantially all the risks and rewards incidental to ownership of leased assets. An operating lease is a lease that is not a finance lease.

Where an asset is acquired by means of a finance lease, the asset is capitalised at either the fair value of the lease property or, if lower, the present value of minimum lease payments at the inception of the contract and a liability is recognised at the same time and for the same amount. The discount rate used is the interest rate implicit in the lease. Leased assets are amortised over the period of the lease. Lease payments are allocated bewtween the principle component and the interest expense.

Operating lease payments are expensed on a straight-line basis which is representative of the pattern of benefits derived from the leased assets.

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Notes to and forming part of the financial statements As at 30 June 2017

PEOPLE AND RELATIONSHIPS This section describes a range of employment and post employment benefits provided to our people and our relationships with other key people.

3: Employee Provisions 2017 2016

$ $

Note 3.1A: Employee Provisions

Leave 300,360 311,924

Total employee provisions 300,360 311,924

Accounting Policy

Liabilities for 'short-term employee benefits' and termination benefits expected within twelve months of the end of the reporting period are measured at their nominal amounts.

Other long-term employee benefits are measured as net total of the present value of the defined benefit obligation at the end of the reporting period minus the fair value a the end of the reporting period of plan assets (if any) out of which the obligations are to be settled directly.

Leave

The liability for employee benefits includes provision for annual leave and long service leave. Employees have the opportunity to elect if they wish to have their personal leave balance paid out at the end of the financial year. For those who choose not to, the balance is provided for in the employee benefits.

The leave liabilities are calculated on the basis of employees' remuneration at the estimated salary rates that will be applied a the time the leave is taken, including the Council's employer superannuation contribution rates, to the extent that the leave is likely to be taken during service rather than paid out on ermination.

The liability for long service leave has been calculated using the Department of Finance's short-hand method; in assessing the on-costs and the probability factors for employees. The liability for long service leave takes into account attrition rates and pay increases through promotion and inflation.

Superannuation

The Council's staff are members of the AMP Superleader Scheme, the Health Employees Superannuation Trust Australia (HESTA), Australian Super and LG Super.

Employer Contributions amounting to $180,482 (2015: $192,621) for the Council, in relation to these The liability for superannuation recognised as at 30 June represents outstanding contributions.

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Notes to and forming part of the financial statements As at 30 June 2017

3.2: Key Management Personnel Remuneration Key management personnel are those persons having authority and responsibility for planning, directing and controlling the activities of the entity, directly or indirectly, including any director (whether executive or otherwise) of the Council. The Council has determined the key management personnel to be the CEO and the Deputy CEO. Key management personnel remuneration is reported on the table below:

2017 2016

$ $

Short-term employee benefits 256,273 298,206

Post-employment benefits 23,086 26,136

Other long-term employee benefits 24,289 26,954

Total senior executive remuneration expenses 303,648 351,296

The total number of key management personnel that are included in the above table are two (2016: three).

3.3: Related Party Disclosures Related party relationships:

The Council is an Australian Government controlled entity. Related parties to the Council are Directors, Key Management Personnel, Community Members, Portfolio Minister and other Australian Government entities.

Transactions with related parties:

Given the breadth of Government activities, related parties may transact with the government sector in the same capacity as ordinary citizens. Such transactions include the payment or refund of taxes, receipt of Medicare rebate or higher education loans. These transactions have not been seperately disclosed in this note.

The main functions of Council are land holding and management, provision of community services for its members and business enterprises. Therefore, community members transact with the Council in the daily operations. Such transactions include the payment of daycare fees, housing rental, receipts of scholarships, assistance payments, employment wages and participation in community activities that the Council put on. These transactions have not been seperately disclosed in this note.

The following transations with related parties occurred during the financial year:

- Directors fees paid during the year amounted to $104,892.40. There is no balance outstanding at year end.

- William Brown, a community member, was employed as a contractor to carry out repairs on houses and to build the fence around the playground. These were arms lengths transactions paid at a commercial rate. Total paid during the financial year was $8,040. There is no balance outstanding at year end.

3.4: Remuneration of Auditors

2017 2016

$ $

Remuneration to the Australian National Audit Office for auditing the financial statements for the reporting period 32,000 30,000

32,000 30,000

No other services were provided by the ANAO.

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Notes to and forming part of the financial statements As at 30 June 2017

MANAGING UNCERTAINTIES This section analyses how the Council manages financial risks within its operating environment.

4.1: Contingent Assets and Liabilities

Claims for damages or costs

Total

2017 $

2016 $

2017 $

2016 $

Contingent liabilities Balance from previous period 13,000 50,000 13,000 50,000

New contingent liabilities recognised 59,000 13,000 59,000 13,000

Liabilities realised (13,000) (50,000) (13,000) (50,000)

Total contingent liabilities 59,000 13,000 59,000 13,000

Net contingent liabilities 59,000 13,000

Quantifiable Contingencies

Council is currently a party to A.C.T. Civil and Administration Tribunal proceedings relating to two (2) rental lease tribunal disputes. It is expected that this matter will be completed by December 2017 (dependent on appeals). It is estimated that the total legal costs and disbursements in this matter will be approximately $59,000 payable after 30 June 2017 (2016 $13,000).

Accounting Policy

Contingent liabilities and contingent assets are not recognised in the statement of financial position but are reported in the notes. They may arise from uncertainty as to the existence of a liability or asset or represent an asset or liability in respect of which the amount cannot be reliably measured. Contingent assets are disclosed when settlement is probable but not virtually certain and contingent liabilities are disclosed when settlement is greater than remote.

92 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements

As at 30 June 2017

2017 2016

$ $

4.2: Financial Instruments 4.2A: Categories of Financial Instruments

Financial assets Held-to-maturity investments Term deposits 1,021,578 750,052

Total held-to-maturity investments 1,021,578 750,052

Loans and receivables Cash and cash equivalents 1,293,620 1,157,451

Trade and other receivables 199,672 601,278

Total loans and receivables 1,493,292 1,758,729

Total financial assets 2,514,870 2,508,780

Financial liabilities Financial liabilities measured at amortised cost Trade creditors & accrued expenses 186,754 149,954

Finance leases - 66,615

Rent received in advance (Park) 74,674 75,166

Grants in advance 67,888 122,156

Total financial liabilities measured at amortised cost 329,316 413,891

Total financial liabilities 329,316 413,891

93 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements

As at 30 June 2017

Accounting Policy

Financial Assets

Council classifies its financial assets in the following categories:

- Loans and receivables;

- Held to maturity investments.

The classification depends on the nature and purpose of the financial assets and is determined at the time of initial recognition. Financial assets are recognised and derecognised upon trade date.

Effective Interest Method

Income is recognised on an effective interest rate basis.

Impairment of Financial Assets

Financial assets are assessed for impairment at the end of each reporting period.

Financial assets held at amortised cost - if there is objective evidence that an impairment loss has been incurred for loans and receivables or held to maturity investments held at amortised cost, the amount of the loss is measured as the difference between the asset's carrying amount and the present value of estimated future cash flows discounted at the asset's original effective interest rate. The carrying amount is reduced by way of an allowance account. The loss is recognised in the Statement of Comprehensive Income.

Financial Liabilities

Financial liabilities are classified as either financial liabilities 'at fair value through profit or loss' or other financial liabilities. Financial liabilities are recognised and derecognised upon 'trade date'.

Other Financial Liabilities

Other Financial liabilities, including borrowings, are initially measured at fair value, net of transaction costs. These liabilities are subsequently measured at amortised cost using the effective interest method, with interest expense recognised on an effective interest basis. Supplier and other payables are recognised at amortised cost. Liabilities are recognised to the extent that the goods or services have been received (and irrespective of having been invoiced).

94 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements

As at 30 June 2017

2017 2016

$ $

4.2B: Net Gains or Losses on Financial Assets

Held-to-maturity investments Interest revenue 32,423 37,672

Net gains on held-to-maturity investments 32,423 37,672

Net gains on financial assets 32,423 37,672

The net income from financial assets not at fair value through profit or loss was $30,872 (2016: $26,770).

4.2C: Net Gains or Losses on Financial Liabilities Financial liabilities measured at amortised cost Interest expense 1,551 10,902

Net losses on financial liabilities measured at amortised cost 1,551 10,902 Net losses from financial liabilities 1,551 10,902

There was no interest expense from financial liabilities not at fair value through profit or loss in the year ending 2017 (2016:nil)

4.3: Fair Value Measurements Accounting Policy

Land and buildings are valued by an independent valuer using the market valuation method.

Leasehold improvements, other property, plant and equipment are valued using the depreciation replacement cost method.

No transfer between levels of the fair value hierarchy occurred. The Council determines that transfers between levels occur at the end of each reporting period.

4.3A: Fair Value Measurement

Fair value measurements at the end of the reporting period

2017 2016

$ $

Non-financial assets Land 47,533,500 47,533,500

Leasehold improvements 114,717 135,820

Buildings on freehold land 11,733,148 12,034,000

Other property, plant & equipment 220,071 175,970

Total fair value measurements of assets in the statement of financial position 59,601,436 59,879,290

1. Wreck Bay Aboriginal Community Council did not measure any non-financial assets at fair value on a non-recurring basis as at 30 June 2017.

95 Wreck Bay Aboriginal Community Council Annual Report 2016-2017

Compliance Index Requirement Reference Pages

Approval by accountable authority s. 17BB Public Governance, Performance and Accountability Rule 2014 (PGPA Rule) iii

Enabling legislation PGPA Rule 17BE(a) 10, 41

Summary of objectives and functions PGPA Rule 17BE(b)(i) 1, 10, 53

Purpose of the entity PGPA Rule 17BE(b)(ii) 27-39, 42

Responsible Minister PGPA Rule 17BE(c) 10

Ministerial Directions PGPA Rule 17BE(d) 54

General Policy Orders PGPA Rule 17BE(e) and (f ) 54

Annual Performance Statement PGPA Rule 17BE(g) 41-61

Significant non-compliance with Finance law PGPA Rule 17BE(h) and (i) 54

Information about the accountable authority PGPA Rule 17BE(j) 19-23

Organisational Structure and location PGPA Rule 17BE(k) and (l) 9, 40

Statement on Governance: Board Committees and their main responsibilities PGPA Rule 17BE(m) 54-55

Statement on Governance: Education and performance review processes; and ethics and risk management policies

PGPA Rule 17BE(m) 54

Related Entity Transactions PGPA Rule 17BE(n) and (o) 90

Significant events under Section 19 of the PGPA Act PGPA Rule 17BE(p) 55

Operational and Financial Results PGPA Rule 17BE(p) 41-52,

62-69, 70-94

Key changes to the entity’s state of affairs or principal activities PGPA Rule 17BE(p) NIL

Amendments to entity’s enabling legislation PGPA Rule 17BE(p) 55

Significant judicial or administrative tribunal decisions PGPA Rule 17BE(q) 55

Reports made about the entity PGPA Rule 17BE(r) 55

Obtaining information from subsidiaries PGPA Rule 17BE(s) 62-69

Indemnities and insurance premiums for officers PGPA Rule 17BE(t) 55

Index of annual report PGPA Rule 17BE(u) 95

Other Legislation:

Work Health and Safety Schedule 2, Part 4 of the Work Health and

Safety Act 2011

58

Advertising and Market Research Commonwealth Electoral Act 1918 N/A

Ecologically sustainable development s. 516A Environment Protection and Biodiversity Conservation Act 1999 57