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Wreck Bay Aboriginal Community Council—Report for 2015-16


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Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Cover image: Mary’s Bay looking towards Summercloud Bay

© Commonwealth of Australia 2016

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

Publisher: Wreck Bay Aboriginal Community Council

Designer: LG2 designers

iii Wreck Bay Aboriginal Community Council Annual Report 2015-2016

iv Wreck Bay Aboriginal Community Council Annual Report 2015-2016

v Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Contents Contents v

Statements vi

Wreck Bay Aboriginal Community Council 1

Our Vision 1

Our Goals 1

Overview 2

Wreck Bay Aboriginal Community Council 3

Membership 3

Land Ownership/Management 7

Functions 8

Wreck Bay Village 9

Wreck Bay Community 9

Timeline 14

Wreck Bay Aboriginal Community Council 15

Board Members 20

Wreck Bay Aboriginal Community Council 21

Board Meetings 1st

July 2015 to 30 June 2016 25

WBACC Report 26

Chairperson’s Report 27

The year in retrospect 27

Governance 28

Community Service 29

Land Management 32

The Way Ahead 33

Chief Executive Officer’s Report 34

Funding Grants and other income 35

Contracts 36

Further Operational Activities with the Community 37

Compliance 38

The Future 38

Organisational Chart 40

Program Outcome Statement 41

WBACC Operations Report 2015-2016 41

Administration 53

Governance 54

Commonwealth Disability Strategy 56

Land Matters 56

Environmental Impact Management 57

Occupational Health and Safety 58

Community Programs 59

Community Liaison Office (CLO) Function 60

Training 60

Centrelink Agency 60

Jervis Bay Territory Networking 60

General Meetings of the WBACC 61

Audit Committee 61

Wreck Bay Contract Services 62

Operational Activities 2015-2016 Financial Year 62

Overview of Operational Activities 2015-2016 64

WBACC 70

Compliance Index 101

Statements

1 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

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

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

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

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

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

Wreck Bay Aboriginal Community Council

Overview

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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 twenty-ninth year of operation.

Membership At time of this report there are 340 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

CRAIG ARDLER DILLAN JAMES ARDLER ELIJAH ARDLER

EMMA ARDLER ERIC ARDLER JNR ERIC ARDLER SNR

ERICA ARDLER GERALDINE ARDLER IVERN ARDLER

JAMAHL ARDLER JOEANNA 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 PAUL ARDLER JNR REUBEN ARDLER JNR

REUBEN ARDLER SNR RICHARD ARDLER RICK ARDLER

SUSAN ARDLER TANYA ARDLER TERRENCE ARDLER

THERESA ARDLER VIRGINIA ARDLER WAYNE ARDLER

KYLE ARDLER-LINDSAY JOEL ARDLER-MCLEOD KEIRAN ASSHETON-STEWART

Wreck Bay Aboriginal Community Council

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HAYLEY BARRINGTON HELEN BARRINGTON CHERYL BASSINDER

SANDRA BLOXSOME ANNETTE BROWN ASHLEIGH BROWN

CHRISTINE BROWN CYNTHIA BROWN DAEN BROWN

DARREN BROWN DARYLL BROWN EVONNE BROWN

GAIL BROWN GARY BROWN GEORGE BROWN JNR

GEORGE BROWN SNR GRAEME BROWN HAROLD BROWN

JACKSON BROWN JACOB BROWN JANNINE BROWN

JASMIN BROWN JEREMIAH BROWN JOHN M BROWN

JOHN P BROWN JOSEPH G BROWN JOSEPH T BROWN

JUSTINE BROWN KEIRON BROWN KENNY BROWN

KEVIN BROWN KRISTY BROWN KYLE BROWN

LEON BROWN LESLIE BROWN LYNETTE BROWN

MARGARET BROWN MAXINE BROWN MEGAN BROWN

MELISSA BROWN MORGAN BROWN NAOMI BROWN

PATRICIA BROWN PHILLIP BROWN RHONDA BROWN

RUSSELL BROWN SANDIE-LEE BROWN SHAYNE BROWN

SHERYN BROWN SIMON BROWN STANLEY BROWN

STEVEN J BROWN STEVEN BROWN SUE-ANN BROWN

SYLVIA BROWN TERRENCE BROWN THOMAS BROWN JNR

THOMAS BROWN SNR TRACEY BROWN VERA BROWN

VIDA BROWN JNR VIDA BROWN SNR WENDY BROWN

WILLIAM BROWN VERONICA BROWN-ROBERTS GORDON CAMPBELL

EILEEN CARBERRY ANDREW CARTER ANTHEA CARTER

DAVID CARTER JANICE CARTER JEAN CARTER

MARIE CARTER NICHOLAS CARTER PEGGY CARTER

SALLY CARTER SAMANTHA CARTER TONY CARTER

TRAE CARTER TYRONE CARTER WILLIAM CARTER JNR

ANTHONY CHARLES PHILLIP CHARLES ROSLYN CRUICKSHANK

RUTH DANE JEMMA DANN KENNY DANN

PAULINE DELAUNEY LOCHLAN DICKSON DOUGLAS DIXON

PAMELA DIXON RICHARD DIXON STANLEY DIXON

KAY ELLA IRENE ELLIS ANNALISE FOSTER

JUDY FOSTER LESLEY FOSTER MATTHEW FOSTER

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NATALIE FOSTER PHYLLIS FOSTER CLIVE FREEMAN JNR

JULIE FREEMAN MARKEETA FREEMAN CERRINA FREEMAN-MCDONALD

COREY GREEN JASON GREEN TROY GREEN

ADAM HAMPTON EILEEN HAMPTON ERIN HAMPTON

NEVILLE HAMPTON JNR NEVILLE HAMPTON SNR SHANA HAMPTON

WILLIAM HAMPTON ELIZABETH HOSKINS FIONA HYLAND

KERRY JANSEN MARGARET JOHNSON JANICE KELLY

KRISTIKA KUMAR-WILLIAMS ANGIE 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 DARREN MCLEOD

DEAN J MCLEOD DONNA MCLEOD EILEEN MCLEOD

ELAINE MCLEOD JNR ELAINE MCLEOD SNR GAVIN MCLEOD

GRACE MCLEOD IAN B MCLEOD IAN K MCLEOD

IRIS MCLEOD ISAAC MCLEOD JEFFREY MCLEOD

KAYA MCLEOD KAYLENE MCLEOD KYLIE MCLEOD

LESLIE SHAYNE MCLEOD MARK MCLEOD MATTHEW MCLEOD

MAX MCLEOD JNR NARELLE MCLEOD NATASHA MCLEOD

PAUL MCLEOD PHILLIP MCLEOD RACHELLE MCLEOD

RODERICK MCLEOD RONALD MCLEOD RONALD LUCAS MCLEOD

TRACEY MCLEOD TY MCLEOD VANESSA MCLEOD

AMETHYST MCLEOD-DOWNING HAMISH MCLEOD-LUCK MARLENE MCLEOD-LUCK

JAY MCLEOD-PERESAN DARIAN MCLEOD-SHERIDAN COLIN TOM MOORE

JULIE MOORE PETER MOORE THOMAS MOORE

URSULA MOORE LESLIE MORGAN-ARDLER BELINDA MUNDY

DENISE MUNDY ERROL MUNDY GLEN MUNDY

JACQUELINE MUNDY JAMES MUNDY JOEL MUNDY

KEVIN MUNDY LUCINDA MUNDY LUKE MUNDY

MARK MUNDY MICHAEL MUNDY MONA MUNDY

SANDRA MUNDY JAMAINE MUNDY-WILLIAMS KIYA MUNDY-WILLIAMS

NICOLE MUNDY-WILLIAMS NOELENE NUNN TYRONE NYE-WILLIAMS

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CATERINA PERRY-THOMAS SHARON PERRY-THOMAS ALISON RAATH

EMMA RAATH IMERA RAATH CHARLES RAATH-ARDLER

ANTHONY ROBERTS JNR CYRIL ROBERTS JESSIKA ROBERTS

KELSEY ROBERTS REUBEN ROBERTS TILLY SCOTT

VICTOR SHARMAN MATTHEW SIMMS KAREN SIMPSON

DOUGLAS STEWART JENNIFER STEWART MAY STEWART

NORMAN STEWART PETER STEWART STEVEN STEWART

WALTER STEWART DENNIS STEWART-GREEN DARREN STURGEON

ELAINE STURGEON SHANE STURGEON TERRENCE STURGEON

CINDY TALBOT CLIFFORD THOMAS MATTHEW THOMAS

PETER THOMAS RONALD THOMAS SARAH THOMAS

SHERESE THOMAS SONIA THOMAS DENNIS TOWERS

JACQUELINE TRINDALL JOSEPH TURNER MELINDA TURNER

SHARON TURNER DAVID VALE LACHLAN VALE

AMBER WAINE DANIEL WAINE EBONY WAINE

CHENOA WELLINGTON ELIZA WELLINGTON JEFFREY WELLINGTON

KYLIE WELLINGTON LORETTA WELLINGTON MELINDA WELLINGTON

MICHELLE WELLINGTON PAULA WELLINGTON SHANNON WELLINGTON

DEBRA WENT DONYA WHADDY LANCE WHADDY

LAURA WHADDY LYNETTE WHADDY ADRIAN WILLIAMS

AMANDA WILLIAMS COREY WILLIAMS DANIEL WILLIAMS

DOUGLAS WILLIAMS JNR DOUGLAS WILLIAMS EMMA-JANE WILLIAMS

FIONA WILLIAMS GLEN WILLIAMS GREG WILLIAMS

JAMES WILLIAMS JEFFREY WILLIAMS JOSHUA WILLIAMS

MELANIE WILLIAMS MICHAEL WILLIAMS MITCHUM WILLIAMS

NORMA WILLIAMS PENNY WILLIAMS PRISCILLA WILLIAMS

REBECCA WILLIAMS ROBERT WILLIAMS JNR ROBERT WILLIAMS SNR

SHANE WILLIAMS SHANNON WILLIAMS SHARON WILLIAMS

SHEENA WILLIAMS SONYA WILLIAMS STACEY WILLIAMS

TAMMY WILLIAMS TANIA WILLIAMS TIMIKA WILLIAMS

WENDY WILLIAMS LEE WILLIS-ARDLER BRUCE YUKE

CORAL YUKE

7 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

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.

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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 2015-2016 reporting period is the Minister for Indigenous Affairs; Senator the Hon Nigel Scullion.

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.

9 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

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 2 ½ 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 recognized 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.

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NAIDOC Week Celebrations

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Timeline

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

1880s Aboriginal reserves established on the South Coast due to the dispossession of traditional lands.

1912 Naval College established at Jervis Bay.

1915 Commonwealth 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 First school built at Wreck Bay.

1925 Aboriginal 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 Fish 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 First houses built on the reserve

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

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

Wreck Bay Aboriginal Community Council

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1954 Wreck 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 Welfare Ordinance (Australian Capital Territory) is repealed, thus effecting the transfer of the ‘reserve’; from the Aborigines Welfare Board to the Commonwealth Department of Interior. At the same time, the reserve was abolished and declared an ‘open village’. Assimilation policy of the day brought about attempts to house non-Aboriginals at Wreck Bay, which the Community opposed. Efforts were made to relocate the Community once again. Wreck Bay School was moved to Jervis Bay.

1965-1966 Wreck Bay Progress Association formed to counter the open village status and to secure land tenure; thus securing the community’s future.

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

1973-1974 The 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 Blockade 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 by 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 The Aboriginal Land Grant (Jervis Bay Territory) Act 1986 enacted.

1987 The 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 Public announcement of the Jervis Bay National Park is made.

1992 The 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.

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

1994 The 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.

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1995 Amendments passed in both houses of Parliament 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 The 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 The Wreck Bay Aboriginal Community Council lodges a land claim for the remaining areas in the Jervis Bay Territory, which is not Aboriginal Land.

1998 To reflect Aboriginal ownership, the Jervis Bay National Park is changed to Booderee National Park.

1999 Wreck Bay Enterprises Limited is established.

2000 Interdepartmental Committee is established to look at a number of issues in Jervis Bay Territory including the Wreck Bay land claim.

2002 WBACC re-negotiate Lease of Booderee National Park with Director of National Parks. WBACC commences financial support for trainees in Booderee National Park. Management Plan for Booderee National Park finalised.

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

Wreck Bay Health Clinic commences operation in new building.

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

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

December: Bushfires cause major damage to Booderee National Park.

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

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

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

2005 Work commenced on seven new houses that are funded through the National Aboriginal Health Strategy program

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

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

2006 January: Review commenced on Wreck Bay Aboriginal Community Council Strategic Plan.

September: Four members of the Board resign.

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2007 January: Minister seeks review of the Aboriginal Land Grant (JBT ) Act 1986.

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

December: Change of Government, new Minister is appointed.

2008 February: Board approves Rent/Lease document and tenants commence signing leases.

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

2009 Work commenced on the new Gudjahgahmiamia Childcare Centre.

2010 New Gudjahgahmiamia early education (Day-Care) building completed.

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

2013 September: Change of Government, new Minister is appointed.

2014 Board 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 Board commences staff re-structure review; together with future SLAs discussions.

2016 Booderee National Park Second Plan of Management operating and Council Staff ‘Modern’ Awards approved for commencement.

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Board Members

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Annette Brown Chairperson of WBACC

Chair WBACC Nov 1998-Nov 2002

Board Member WBACC Nov 1998-Nov 2002

Board Member WBACCC Nov 2006-Oct 2008 &

Oct 2010-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

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

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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 since January 2012

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 since January 2013

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.

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George Brown Jnr Board member since January 2013

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 since January 2013

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 Council 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.

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Justine Brown-McLeod Board member from January 2015 to date

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.

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Board Meetings 1st July 2015 to 30th June 2016

Name Position Held

Meetings Held

Meetings Attended

Percentage Attended

Annette Brown Chairperson 28 28 100%

Craig Ardler D/Chairperson 28 1 3.5%

Julie Freeman Director 28 24 86%

Tony Carter Director 28 26 93%

Beverley Ardler Director 28 28 100%

George Brown Jnr Director 28 16 57%

Justine Brown Director 28 27 96%

Clive Freeman Director 28 17 61%

Jeffrey McLeod Director 28 28 100%

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 2015-2016 Financial year.

The year in retrospect As the Board is nearing the completion of its term in office in December, 2016; I would like to thank my fellow Directors (Executive Committee Members) for their support and assistance in, at times, a most demanding but also productive term in office.

I also thank Council staff for their continued support and also registered members for the confidence they had in voting me in as their Chair. I hope that, for the benefit of the members, the Board and I have achieved results which are positive in nature looking into the future.

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

Again, consistent with last year’s Annual Report’s approach, it is pertinent to reference this report against a portfolio based structure. As Wreck Bay Enterprises Limited does not now exist as a separate legal entity; now known as Council’s “Contract Services” division; having amalgamated under the umbrella of Council; Wreck Bay Enterprises Limited is again no longer referred to in the financial statement provided in this report; nor will be in the forseeable future.

Annette Brown Chairperson

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Governance Consistent with 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.

Of note, I advise that our ‘old’ By Laws expired earlier this year with our ‘new’ By Laws coming into effect as of and from 01 April, 2016. They are, in nearly all respects, identical to the previous By Laws. The Regulations are currently in draft form awaiting approval from the Governor-General.

The Board continues to negotiate with the Commonwealth over possible amendments to the Land Grant Act which it, the Board, sees as restrictive in some instances in its current form. The Board and Commonwealth are seeking to reform the Act to better cater for the current and future aspirations of registered members and future generations. Before there is any agreed change however, the Board will be putting the suggested amendments to the Registered Members for their views.

Until the last few years, the Board met monthly. This number was again well and truly exceeded and the Board met on twenty eight (28) occasions dealing with a variety of matters relating to new legislation and policies which affect WBACC and members as well as matters that may affect members and the delivery of service provision in the organisation. Additionally, as previously, the Audit Committee held regular meetings to provide financial and other pertinent information at Board meetings. These numerous meetings again reflect upon the Board’s substantial workload, always increasing; due to legislative, other policy and accounting requirements and demands.

Board Directors continued attending additional relevant meetings arranged to develop strategy and long term outcomes. Also, the WBACC staff continued providing strong administrative support to the Board. Further, Booderee Joint Management Board meetings were held on three separate occasions throughout this financial year.

Policy, by-law development, implementation and enforcement continue as priority projects for the community; with Council developing, expanding and adhering to measures necessary for good governance as is mandatory pursuant to the Aboriginal Land Grant (Jervis Bay Territory) Act, 1986. Due to a three year funding arrangement with the Commonwealth which concludes on 30 June, 2018; funding is, again, set aside for further policy development, Corporate Plans, Village Town Plan updates, Operational Plans etc; requiring constant monitoring of Council’s policies, procedures and Occupational Work Health Safety areas; with such requirements being the priority for effective and efficient discharge of Council’s legal and other obligations to its community and registered and community members alike.

In that respect, Council’s policies and procedures Manual; together with the Occupational Work Health and Safety policies and procedures continue as living documents; being continually re-assessed and re-vamped; observing the increasing volume of legislative and policy requirements; together with new legislation etc. being assented to on a frequent basis, requiring Council’s, at times, necessary compliance with.

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Council is currently a partner with the Commonwealth by way of a three year Funding Agreement for the 2015-2016 financial year to the end of the 2017-2018 financial year under the banner, ‘Indigenous Advancement Strategy’ (IAS), which consists of five programs; namely: Jobs, Land and Economy, Children and Schooling, Safety and Wellbeing, Culture and Capability and Remote Australia Strategies. This has and will continue to give Council opportunities for its registered and community members pertaining to those five listed programs.

Additionally, the Board and Council staff continues to forge a strong mutually 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.

Financial and statutory reporting continue improving with Council generally adhering to its statutory requirements on time; together with necessary compliance requirements continuing to be executed in the appropriate fashion by Council. Council and the Day Care staff have recently entered into separate agreements with the Board regarding the implementation of “Modern” Awards”. Such Awards will take effect as of and from 1 July 2016 and are, namely, the ‘Australian Government Industry Award, 2016’ and also the ‘Children’s Services Award, 2010’; with both awards being subject to the Fair Work Act, 2009 and, of course, the Fair Work Commission. This is a major breakthrough for Council and its staff as there had, previously, been aged discussions surrounding Enterprise Agreements etc. but these two awards make it very clear as to workers’ rights and obligations and the responsibilities of both employers and employees.

Community Service The Community Service portfolio responsibility is for housing, education, health, early childhood and recreational activities. It will remain a high priority portfolio for future community development.

Housing continues to be a serious concern to the Board; the same for registered members and community members. The continuing deteriorating state of houses and their respective ages in the Village continues to place demands on Council’s resources; particularly with respect to effecting repairs and maintenance. This, added by the lack of funding for housing from the Department of Infrastructure and Regional Development (DIRD) which previously had been used to carry out, in particular, emergency repairs, is again having an impact on Council’s resources. The Board is also very concerned about the limited Council income being generated from rentals and the overall expenses that Council has to find to maintain the residences.

As a consequence, the Board 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 proven to have some success in that the Board approved the sum of $400,000.00 to be spent on repairs and maintenance on houses in the Village and was able to successfully negotiate a further grant of $440,000.00 from the Commonwealth to assist with this initiative. This program will continue until 2018.

30 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

A ‘way forward’ urgently needs to be secured as soon as possible regarding housing. The inspection of Village housing conducted in November, 2014; brought about the realization that drastic measures may need to be implemented to arrest the deterioration of housing stock in the community. Consequently, a Housing Management Plan (HMP) is currently being developed by the Board and hopefully will come into force by the commencement of 2017. It will be subject to consultation with registered members beforehand.

This highlights also the clarity that 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, legal determinations. This is a very challenging area for the Board members but being addressed now in order to make housing a clearer and more stabilising attribute in the future for current and future generations.

Gudjahgahmiamia early childhood centre is a dominate partner in preparation for our children to thrive and develop as toddlers and, subsequently, developing into future leaders of the community. Gudjahgahmiamia Multifunctional Aboriginal Children’s Services caters for up to 29 children; being funded via a grant from the Department of Education with contributions from WBACC, parents’ fees; together with fundraising activities.

Enrolments for 2015-16 have been steady with the biggest demand for care still in the nursery room. A number of families who do not drive or have reliable transport have been very grateful for the pick-up and drop-off bus service.

Over the twelve months, Gudjahgahmiamia staff continued ongoing training courses and sessions; including the 2016 Indigenous Professional Support Unit conference, Including and Valuing Aboriginal and Torres Strait Islander Perspectives in Child Care, Professionalism and the Early Childhood Educator and CPR.

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.

The children of Gudjahgahmiamia continue to have their hearing, sight and teeth checked. Families and staff continue valuing these health professionals’ visits; seeing it as an opportunity for the children to complete health screening in a familiar and safe environment. The health professionals are then subsequently readily able to advise families if they need to make follow up appointments in any health area.

Noah’s Ark have continued their valuable support to the children, staff and families; visiting the Centre approximately 10 hours per week. As well as this a Speech Pathologist has begun working with a small group of 3 year olds each fortnight. The Speech Pathologist has also been available to meet with families to support them with activities to try at home.

The Annual Children’s Christmas party was again held at the Gudjahgahmiamia Centre; highlighting wood fire pizzas being on the menu for lunch. Fun was had by all, with face painting, ice blocks, bubbles, and their present from Santa being very popular with the children; as usual.

31 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

In August 2015 the Centre submitted its second Quality Improvement Plan to the Department of Education as required by the funding agreement. At this stage, the Centre has not been formally assessed on the Plan but received positive feedback from the Department.

The one continuous serious concern regarding Gudjahgahmiamia is funding. The Board continues to place the highest priority on this service and continues contributing substantially, financially, for the ongoing operations of the Centre; with continuous strict requirements placed upon the service by government agencies regarding accountability and policies. Council’s contribution continues increasing each year with the Board examining ways it can secure future funding to assist with one of its main responsibilities; being the continued operation of the Centre. Concerted efforts by Council staff has seen a reduction in the amounts owing to the Centre by way of fees but the Board is consistently looking for opportunities to secure future funding to somewhat satisfy the needs of the Centre for now and the future.

Jervis Bay Primary School continues enjoying high national ratings with Council applauding the work areas that educators perform; assisting to ensure the children have smooth transitions through the levels of development and education. Further, many Wreck Bay youth are remaining at High School; and, thereafter, elevating themselves to Tertiary or TAFE education.

Health services to the community continue to be provided by South Coast Illawarra Health Service and various non-government service providers—NGOs; with the community continuing to investigate, develop and participate in health and wellness programs and strategies in assisting with improved health outcomes for its people.

With respect to recreational facilities, the Board continues to explore options for additional recreational facilities from developing discussions with the Commonwealth; in particular, and other organisations. Although our people are traditional fishing people there are other recreational and engagement options being explored by Council.

The Second Plan of Management was, of course, approved in December, 2014; establishing a framework for how our Park lands will be managed in the foreseeable future. It has since been approved by the Minister for the Environment and is now in operation. There are currently numerous reviews relating to the Plan with the object of Sole Management of the Park at the fore 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, 2016; with the intention thereafter for the review areas to be put to the registered members for their views.

32 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Land Management The land management portfolio continues to hold responsibility for cultural heritage, land planning, horticultural services, ground maintenance, cleaning services and weed/feral animal control.

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 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. Subject to yearly reviews, these “SLAs” will expire in October, 2017; with an additional option for a further five years, 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, 2017.

Council continues employing a full time weed and site protection manager and assistant; with the main weed threat Bitou Bush continuing to be difficult to eradicate. In attempting to combat this weed of national importance ground control methods continue attempting to control this problem which competes with native flora. This is considered difficult and taxing 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 within the Community, the Board continues having complex discussions and meetings with Commonwealth representatives on possible options to try and alleviate this almost impossible situation. The Village Town Plan is continuing to be evaluated; updated and developed in draft form for analysis and, presumably, acceptance by registered members shortly anticipated; together with Environmental studies to assess areas of land within or possibly outside of the community (depending on the results of those studies) that may be used to reduce the currently severe housing shortage.

Additionally, the Board has renewed efforts with the Minister for Indigenous Affairs to eventually receive a decision on the land claim lodged so many years ago. There have been a succession of meetings with the Commonwealth and it is hoped a decision by the Minister will be forthcoming before the end of 2016. 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 etc.

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The Way Ahead The Community continues to embrace positive changes for our children and future generations with careful examination and scrutinising 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, generally speaking, have to approve these possible initiatives before they come into play and then are acted upon.

Council will continue supporting members and their families; with programs in such areas as sport, bond and educational grants etc. that are resourced from community funding and continue to be the subject of review by Board members. It is expected however, that these grants, although in a different form and format, will continue subject, of course, to available funding.

In conclusion, like last year, I and the Board members are grateful to our Council staff for their continued hard work and assistance; together with support provided from several service providers and Booderee National Park. By working in unison we continue the building program required to establish strong platforms and foundations in the community.

Annette Brown

34 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

The fifth year of my term as Chief Executive Officer of Council is now complete. I am now in my sixth and final year; departing in 2017. I thank the Executive Board Directors and Council staff for their support in helping me with the myriad of responsibilities associated with the role.

The previous twelve months saw a consolidation plan come to fruition for me; establishing new and continually evolving strong and positive partnerships with various key stakeholders conducting business with Council; both from a financial and also social perspective. There continue to be many excellent opportunities for Registered Members and Community advancement, being orchestrated by the Board currently and, when defining strategic options are developed and approved by the Board with Government, those options will be placed before Registered Members for their views, as a necessary requirement under the ‘Land Grant’ Act.

Various examples regarding continued current complex discussions and negotiations include Housing, two possible future Service Level Agreements (SLAs), Joint Management of the Park and Sole Management, Council Staff re-structure being completed to take effect as of and from 1 July 2016; Staff ‘modern’ Awards being implemented to, again, take effect as of and from 1 July 2016; updated and operating new Council policies and procedures, continued negotiations on legislative reforms to the Land Grant Act; together with the Land Claim originally lodged in 1997. These are all major issues which have needed or will shortly require resolution after some time, in several instances, to allow the Council and Community to move forward regarding Sole Management, self-sufficiency, self-determination and self-reliance in various aspects; being implemented as soon as possible.

I again appreciate the experience and guidance that the current Board Directors have provided me since January, 2015; and I wish this Board all the best; aware of the many challenges that face them until their term in office expires in December, 2016. I am aware that they all have the best interests of the Community at heart by the transparent way that they approach their responsibilities and I know they execute their respective duties in a professional manner and are, in my view, outstanding Directors representing the registered members; with a blended flavour and mix of youth, maturity and experience.

Chief Executive Officer’s Report

Mal Hansen CEO WBACC

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I continue to have a very professionally satisfying relationship with the Chairperson, Annette Brown, and draw upon her vast experience, intellect and passion for her community in assisting me as your CEO.

There continue being urgent matters which require attention regarding the Board, Council and Community members; including the ever present long term desires regarding Booderee National Park and Parks Australia’s involvement in this journey to fulfilment, the continually evolving relationships with Council’s various other stakeholders based on government policies; together with other external factors and, most important of all, the aspirations and expectations of registered members towards the journey of sole management of the Park by them; in addition to the future destiny of Council and the Community of Wreck Bay itself.

The areas referred to above, together with other forward thinking opportunities continue being examined and evaluated in the context of “IAS”, “Closing the Gap”, “Building Blocks” and “COAG” and the opportunities that may be available to Council through these and other processes. The relatively recent 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 before it can act on behalf of members, in accordance with the Land Grant Act.

Members’ views related to me are always taken extremely seriously. A variety of concerns are forwarded to me from members in a variety of areas such as community housing, continued economic development and future job prospects; which I attend upon to the best of my ability and with vigour. The necessarily high values I place on Cultural heritage and education are always in my conscience as they are paramount for the current and future generations.

I will remain striving to be a positive contributing factor for the benefit of the Community and Registered members for the last twelve months or so of my tenure; hoping that that timeframe will result in continuing positive change and direction ahead for Council and the Community alike.

Funding Grants and Other Income 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. Further, Council continued to receive funding from the Department of Infrastructure and Regional Development (DIRD); for land council outcomes; together with other Local Government functions, in addition to DIRD arranging contracts providing various services under a local government responsibility. Wreck Bay continued receiving a modest income from operating a Centrelink agency within the community; at Council’s office located at Wreck Bay.

36 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

With respect to PM&C, this three year funding arrangement (IAS funding) continues in force until June 2018; being of the utmost importance to Council, giving Council that time period in order to plan forward regarding projects needing to be undertaken; together with reviews, strategies employed etc.

Council continues maintaining strong partnerships with several Commonwealth Departments and other funding organisations, both government and non-governmental (NGOs); in order to target results in line with “Closing the Gap” initiatives; hence, ensuring future plans are subsequently realised for both current and, very importantly, future Wreck Bay generations.

Council continued to receive annual lease payments from the Director of National Parks; together with the sharing of entry and camping fees from Booderee National Park; the funding being utilised to ‘top-up’ short falls in grant funding; and also to permit the providing of a range of services, programs and outcomes that were otherwise unfunded. The current leasing arrangements between Council and Parks continue being reviewed by the Board and, subject to agreement in principle, will be put to the registered members for their consideration, after thorough consultation, prior to the proposed reviewed lease thereafter being legally binding on both parties.

Booderee National Park continued receiving glowing plaudits and very positive coverage in it being a unique and most desirable destination; with the subsequent ‘flow on’ effect on ever increasing income from gate takings and camping fees alike; which reflected the Park’s visitation and profile increase. This continuing positive trend further enhances development, support and future prospects of registered members and community members in respect to the Park; at all times conscious that, ultimately, Council’s primary objective is to solely manage and be responsible for the Park.

Contracts The commonly referred to ‘Contract Services’ section of Council’s functions continues providing services for fees with the Director of National Parks at BNP, namely SLAs; in addition to the Territory, Community and other service organisations. The primary reason for this section continues being creation of community member job opportunities; which also entails aspects of training and professional development; while carefully monitoring costs components to be in line with Council’s budget.

Currently there exists a five year Service Contract with BNP (from which the SLAs have legal justification and exist); with such contract due to expire in October, 2017; with an option to renew the said contract for a further five year contract period after that time (October, 2017); but such exercise of the option will depend on certain criteria being satisfied including, primarily, the need for Council to be able to comply with legislative and policy adherence/formats; most importantly with work, health and safety and other areas. If the option to renew is exercised and approved then the Service Contract will expire in October, 2022; hence providing security of tenure and revenue for a substantial period of time in the foreseeable future; thus deriving or enhancing opportunities for development of long term planning, business and also corporate plans; again, in consultation with registered members; and with the continued assistance of Indigenous Community Volunteers (ICV).

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There are five service level agreements (SLAs) currently in place; existing as a consequence of the five year Service Contract with current negotiations continuing for a possible two more SLAs operating as of and from 01 July, 2017 (subject to financial viability, Council capacity and other matters) which would then mean there would be seven such SLAs operating as of that date. Those proposed two new SLAs relate to, firstly, the Camping, Park Use and associated services; including possibly the Visitors Centre operation and, afterwards, the Botanic Gardens. The current SLAs, regarding performance, are reviewed quarterly; with a continuing strong emphasis on Work, Health and Safety practices and procedures.

The Second Plan of Management for BNP has now been operating for over twelve months; after being formally approved by the Minister for the Environment last year. The Plan guides and directs Park operations and policies; confirming and highlighting the enormous cultural significance of the land and waters to Wreck Bay people; in addition to specific activities and opportunities essential to the long term goals and aspirations of current and future generations of Wreck Bay members; with the ambition and strong desire of Sole Management of the Park by Registered Members of Council coming to fruition as soon as possible.

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

Of continuing serious concern is Community housing, with continued lack of resources available for repairs and maintenance work and an increasing list of other housing concerns reflecting the current state of community housing. PM&C continue negotiations with the Board on an appropriate way forward on this delicate matter; with various options having been explored and examined. To that end, Council via its own resources and after securing a grant from PM&C has now instituted a Restoration and Maintenance plan for community housing under the Advancement of Rights to Land and Sea Commonwealth programme (ARLS). The project will be in existence until the end of June, 2018; and must include making houses safer by targeting water damaged areas, replacing gutters and fascia, window replacements, kitchen upgrades and also bathroom upgrades.

With there always being tourism opportunities for community members to establish individual tourism products and/or, as an alternative, community owned enterprises; Council provides business support via funding being available from non-grant funding; aiming at supporting members in creating viable businesses; with Council financial assistance for such business requirements as insurance, registration or professional support etc. Like all financial assistance provided by Council however, 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 highest priority given to Community and Registered Members’ children regarding education; Council remains focused on the importance of the scholarship scheme Council operates providing tertiary scholarships for members for completion of full time University qualifications. As more Indigenous students complete Year 12, there is an increased expectation that the number of children attending full time University studies will

38 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

subsequently increase. As such, it is anticipated more applicants will apply for University scholarships and, therefore, the number of such scholarships will, more likely than not, increase in the future as well; based on Council’s capacity to fund scholarship increases.

Compliance As a consequence of its corporate Commonwealth entity status, Council has various statutory and/or other compliance requirements it has to comply with; including the Public Governance, Performance and Accountability Act 2013 (“PGPA” Act). Pursuant to this Act, the Executive Committee or Board Directors are deemed or defined as the ‘accountable authority’ and are therefore responsible for 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.

In reference 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. Further, I am of the honest and reasonable belief that appropriate and necessary measures continue operating to ensure fraud is minimised; although I am always vigilant and realistic that there is room for improvement including that of our processes and accountability aspects, which are constantly reviewed ensuring that fraud should not occur. This responsibility is continuously 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 pertaining to the Police, in that suspected fraud matters are required to be reported to the appropriate authorities for possible future prosecution.

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 persevere regarding reducing council costs but, similarly, continue with the production of quality work efficiently and cost effectively. 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 cognizant of the various significant ‘ticket’ items being presently addressed. These, like 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 adopted.

39 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

The Board has, again, a full complement of items to assess and deal with and, again like last year, there has been a further increase in the number of Board sitting days/meetings held this year compared to the past. This demand will only continually increase for the foreseeable future but has to occur so that the Board can continue to stay abreast of the ‘big picture’ issues that continue to affect the Council and 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 considerable duties and responsibilities.

I appreciate the strengthened relationships with various funding departments; and also support networks. This 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 and employees and Board Directors are the method for which members normally can speak their mind. Both staff and the Directors are acutely aware of the members’ desires and converse with them as much as possible. This is very pertinent when ‘big ticket’ items are canvassed between the Board; representing the Council or, in reality, the Registered Members and 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 again thank the Board and Registered Members for allowing me the honour to continue as the CEO and I look forward with eagerness to, again, many significant positive events occurring in the remaining twelve months or so of my tenure in office.

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Organisational Chart

BOARD CEO

HR Manager

Accountant

Deputy CEO

Office Manager

Community Liaison Officer

SERVICES GROUP

h Works Supervisor

h Works Services Officers x 13

h Entry Station Officers x 2

DAY CARE

h Director Child Care

h Early Childhood Workers x 5

h Cook

h Driver

Casuals Pool

Depending on need

Admin Officer

Trainee Receptionist

WBACC Revised Staff Chain of Command Structure

41 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Program Outcome Statement WBACC does not receive annual appropriations; receiving a tri-annual 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 2015-2016 year were to:

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

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

h Provision 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 Ensuring delivery of community services with reference to agreed standards;

h Contributing to develop and implement staff training strategies; and

h Managing 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 2015-2019 has been 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, Council is required to prepare Annual Performance Statements and include those statements in this, its Annual Report. The Annual Performance Statements replace the performance reporting division or section in previous annual reports.

Council, via its Annual Report, has to report, through the Annual Performance Statements section, on the results actually achieved against the targets, goals and measures that Council established at the beginning of a reporting year, in this instance July, 2015 to June, 2016 inclusive; in its Corporate Plan. This mandatory requirement takes effect as of this Annual Report.

The Statements bring together 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 aims are to improve the readability of this information and to provide a clear line of sight between

WBACC Operations Report 2015-2016

42 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

planned performance for the reporting period (the financial year), as outlined in the Corporate Plan of Council, and actual performance over the reporting period.

To that end, the Annual Performance Statements to be provided below, is to be provided pursuant to Section 39(1)(a) of the PGPG Act for the 2015-2016 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.

I, Annette Brown, as the accountable authority/Chairperson of Wreck Bay Aboriginal Community Council, 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 my 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 To hold title to Aboriginal Land;

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

h Provide 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 Conduct 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 2015-2019; at page 7.

Results against the Performance criterion 1. There were no new blocks for development identified. This is due to lack of resources to assess the viability of adding new areas for housing development with the Village. Previous reports have indicated that there is very little land within the Village which is

suitable for such development due to 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

43 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

the said Village Plan. Also, a comprehensive Housing Management Plan; including a maintenance plan for the housing stock, is currently being undertaken by Council via the Council Executive Committee (Board) and it is anticipated that it will be completed during 2016-2017. It is currently in draft form.

2. There were no new houses built during 2015-2016. This was due to Council’s lack of financial resources to service such work, lack of available land for such housing within the Village and concerns over the legality of leases currently in existence.

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

4. There were ten houses repaired.

5. The repairs and other maintenance to the ten houses repaired has improved the living conditions of those occupants as the repairs focused primarily on the bathrooms, kitchens, flooring and gutters of those houses.

6. There has subsequently been a reduction in the number of reported repairs required with this trend expecting to continue over the next two years of the repairs and maintenance program.

Analysis of performance The main reason why no new houses were constructed and more houses were not repaired was due to financial constraints upon Council and Council’s limited capacity to employ additional staff; again due to financial constraints.

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 2015-2019; at page 7.

Results against the Performance criterion 1. The 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 2016 and its financial performance and cash flows for the year then ended.

2. There were three meetings held by the Audit Committee for Council; namely 16 October 2015, 10 February 2016 and 21 April 2016 respectively with Tony Federici, Annette Brown and Tom Brown Snr, the members, attending all three meetings; and Lindsay Moyle attending the first such meeting.

Analysis of performance Financial reporting and statutory reporting continued to improve with Council meeting its statutory requirements on time; together with necessary compliance requirements continuing to be executed appropriately by the Council.

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Maintaining good Governance Principles is an ongoing activity. As new Executive Boards are elected the process of implementing Good Governance Principles will continue to be exercised. Further, the Board continuously monitors the current policies adopted by Council, developing new ones as required or replacing older ones if no longer relevant.

Obtain Sole Ownership 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 2015-2019; at page 8.

Results against the Performance criterion 1. Council continues to negotiate regarding two SLAs with Parks Australia for Booderee National Park. They apply to the Camping Grounds and Visitors Centre and later, the Botanic Gardens. It is expected that, if successful, the first such SLA for the Camping

Grounds and Visitors Centre will commence as of and from 01 July, 2017. Current SLAs (5) are currently being re-negotiated pertaining to fees for services.

2. Joint Management of Booderee National Park continued with four meetings held during the 2015-2016 financial year. These meetings were held with reference to the second Plan of Management which was approved by the Minister for Environment in 2015. Further, 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-2017.

3. The Council re-structure was completed this financial year; to come into effect as of 01 July, 2016. Further, the previous Enterprise Agreements were revoked with new ‘Modern’ Awards coming into force; again as of and from 01 July, 2017; for Council staff.

4. Council continued to update and implement new and existing policies and procedures. This is a regular agenda item for Executive Committee or Board meetings of the Council. New policies were added and other current policies and procedures were refined or amended.

5. The Executive Committee is continuing to discuss the Land Claim and also reform of the Land Grant Act with representatives from Prime Minister & Cabinet. It is anticipated that a clear path will be indicated by the end of 2016; with a resolution of the issues by March, 2017.

Analysis of Performance The Board’s submissions regarding the Land Claim are now with the Minister for Indigenous Affairs for decision. It is expected that a decision will be forthcoming in late 2016. Subject to the decision, it is anticipated that the reforms to the Land Claim Act will then be assessed to see if there is any requirement to look at further changes or amendments to that Act having regard to the results of the Land Claim. It is expected, in any event, that the amendments to

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the Land Claim Act will then be finalised no later than 30 June, 2017; 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 2015-2019; at page 8.

Results against Performance Criterion: 1. School based apprenticeships with Council continued this year; together with diplomas in Children’s services. Additionally, training support, although limited, was provided through the Booderee National Park training strategy with Parks Australia.

Other staff was involved with TAFE courses regarding administration and accounting practices; and also attending courses in work health and safety in the workplace.

2. Due to new employment contracts being initiated as of and from 01 July, 2016; in accordance with the ‘Modern’ Awards agreed to by staff and Council; such KPIs will be addressed on an annual basis by the recently employed Human Resources Manager at Council in consultation wilt the Deputy CEO and also CEO. This review will commence next financial year with individual employees being assessed in late June, 2017.

Analysis of performance: There was a reduction in the number of staff who completed specialised training due, unfortunately, to lack of staffing resources within Parks Australia; who usually arrange such specialised training. That training officer position was vacant for a substantial period over this financial year thereby limiting/restricting training opportunities for Council staff. There has been a staff re-structure at Parks Australia which should enhance training opportunities offered by Parks Australia and also re-engage with Council staff for more training opportunities then being offered to Council staff in the financial year: 2016-2017. It is expected that a full time Training Officer will be employed by Parks Australia early in the next financial year; to alleviate this current deficiency.

With the employment of a Human Resources Manager (HRM) by Council; effective July, 2017; part of the duties of the HRM is to initiate skills and competency training; together with reviewing and addressing KPIs for key staff for submission to the CEO, or the Executive Committee, in some circumstances. This Manager will be 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.

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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 2015-2019; at page 8.

Results against Performance Criterion: 1. There were no new sub-committees formed this financial year.

2. As there were no new sub-committees formed there were no new sub-committee members.

3. There was no training for new sub-committee members as none were formed.

4. With respect to dealing with changes; both the Board and Senior Management employ consultants or request Government representatives to attend upon Board meetings to explain relevant changes to government policies; legislative or other pertinent requirements.

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 not expected that further sub-committees will be established in the near future. If there is a possible requirement to form new sub-committees then the Board will make that decision at that time; cognizant of the costs involved with such sub-committees and also the relative shortness of 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 is being currently examined regarding reforms to the Land Grant Act.

There is a new management structure 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 aspects to take effect as of and from 01 July, 2016.

The soon to be implemented (as of 1-July-2016) new Management Structure was achieved after considerable consultation between Staff and the Board of Council; with the assistance of a consultant. When implemented, it will achieve certainty with respect to staff aspirations and career progression, wages and conditions and also proper oversight and review of Council’s activities; involving not only Council staff but senior management 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.

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

Results against Performance Criterion: 1. There have been a total of six (6) additions or amendments to the Policies and Procedures Manual; which includes additional policies approved by the Board over this financial year.

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

3. The Manual has been released to Community Members with it being available at the Council Office at Wreck Bay Village and also the Works Office at Jervis Bay Village.

Analysis of Performance: Council’s various policies and also procedures are ‘living documents’ which constantly require revision; based on legislative and/or policy directions or decisions. The Board of Directors usually review policies at least every 2-3 months; time permitting with their meetings. Also, the CEO brings to the attention of the Board and also staff, if necessary, any urgent policies that need to be addressed, amended or repealed. It is envisaged that the new HRM will take carriage of policies and procedures for Council during the next financial year so that such policies and procedures are up to date or new ones recommended to be approved by the Council’s Board of Directors.

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 2015-2019; at page 9.

Results against Performance Criterion: 1. See previous criterion for housing.

2. No numbers available re: number completing High School, or number attending TAFE or other Tertiary Institutions although advised that consistent or similar to numbers that completed or attended such educational institutions last year. With respect to Tertiary Scholarships there were three applicants and all three were successful in obtaining a tertiary scholarship for study at University.

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3. No increase 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 year 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: It is difficult to obtain an accurate number of students at High School, TAFE or other Tertiary Institutions if such information is not forthcoming from such students or their families; after their individual consent is obtained to release such information. It is felt that such information can be secured 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.

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 2015-2019; at page 10.

Results against Performance Criterion: 1. One new employee was selected to work with Council; commencing on 1 July, 2016. This is the Human Resources Manager.

2. No New casuals were made permanent this financial year.

3. One new job was created this financial year.

Analysis of Performance: Subject to financial resources, it is anticipated that a permanent Works Manager will be employed next financial year; together with a permanent Administrative Assistant; further to the recently approved Staff re-Structure. Although no new casuals were made permanent this year; next financial year it is aimed to reduce substantially the number of casuals employed by Council with an emphasis upon short term part-time permanent staff being secured instead. It is also expected that there will be a requirement for more staff being employed by Council; based on the likely successful negotiation of 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.

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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 2015-2019; at page 10.

Results against Performance Criterion: 1. There are currently five SLAs in existence between Council and Parks Australia. This is consistent with the same number being in existence since 2012 and previously.

2. There 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.

3. Informal 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 next year’s Annual Report. This information may also be available from the Annual Report produced by Parks Australia which should be available shortly.

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

5. Percentage of own source revenue is similar to last financial year in being approximately 60%. It is expected that this will 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, 01 July, 2017. There may also be an 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 etc. 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 constant at five since prior to 2012. As alluded to above, much will depend next financial year upon the successful negotiations of two more SLAs for Council. This should then mean an increase in services provided and also it is expected an increase the percentage of own source revenue. Accurate information pertaining to increases in visitation to the Park this financial year and also increases in

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positive coverage of the Park cannot be provided in this Annual Report but should be able to be produced for next year’s Annual Report; upon receiving informative results from Parks Australia. It is suggested that such information may be available from Parks Australia in their Annual Report to be released shortly.

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 2015-2019; at page 11.

Results against Performance Criterion: 1. Council staff has made a conscious effort to reduce the amount of energy used in its offices by way of electricity; in particular. This has been achieved due to a decrease in the amount of electricity used for both offices this financial year. This is a

continuously monitored program.

2. Fuel consumption in Council vehicles has reduced, compared to last financial year, relating to the number of litres used; be it diesel or unleaded petrol. This aspect of Council’s operations, like the electricity usage, is constantly monitored with weekly assessments of fuel used by the vehicles.

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

4. It 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 continues developing and updating environmental policies outlining the measures required to improve ecological sustainability. The policies are to 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.

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Outcomes contributing to ecologically sustainable development

Council’s response: The anticipated Environment Management Program for Council will send out a positive message and contribution to ecologically sustaining development; improving animal management and pest control; together with reducing waste management issues and environmental impact; increasing usage of renewable energies and managing the effects of climate change; highlighting tidal inundation and erosion.

Environmental impacts of operations

Council’s response: Committing to managing its own operations and contractors is a very high priority of Council in order to reduce adverse environmental impacts and, at the same time, positively protecting the environment. To that end, there were no adverse environmental impacts due to Council’s activities in 2015-2016.

Measures taken to minimise environmental impacts

Council’s response: Council continually monitors employees, suppliers and contractors; ensuring that they comply with Council’s Environmental Policy and management systems; together with implementing conservation measures at Council’s offices, Council requiring Contractors’ compliance with the necessary environmental regulatory requirements and minimising environmental performance requirements, where appropriate, Council streamlining the necessary compliances; and also managing and reporting upon environmental incidents and irregularities; if and/or when applicable.

In summary, Council continuously monitors environmental performance indicators which include energy usage in Council’s offices, respective fuel consumption and vehicle performances. It is anticipated that Council will also be shortly adopting appropriate technologies for travel reduction and page-based filing systems.

5. It is anticipated that an Environmental Legal and Other requirements Register (as alluded to at (4) above) will be in place for Council in the next financial year: 2016-2017.

Analysis of Performance: It is considered that Council is complying with section 516A of the EPBC Act. Further, it is also complying with the ESD reporting requirements and is hoping to have the other necessary recommended compliance requirements in place by next financial year. Of great significance is that there have been minimal environmental impacts this financial year due to the stringent examination 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 11.

Results against Performance Criterion: 1. There have been various representatives to Australian Government Departments this financial year but no specific attendances upon Commonwealth Ministers

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or other politicians. Those representations have 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 SLAs fees and also future management of the Park.

These representations have taken place in the form of the Wreck Bay Board of Directors having meetings with representatives from the respective Government departments; wherein the Board has then had the opportunity to place it’ s views, on behalf of the registered members, ‘on the table’ for consideration by the respective Departments. In that respect, there have been 16 such meetings this financial year to canvas the relevant subjects; with dialogue continuing on all the subjects aforementioned.

2. The representations have been directed towards senior officers of the respective Government Departments; with discussions being conducted at Board meetings with such representatives and followed up, in some circumstances, by correspondence signed by the Board Chairperson and responses received from the government departments. The Board is continually kept abreast of the changes or responses by the respective Government Departments in fulfilling the aims of the subjects canvassed.

Analysis of Performance: A major delay in some of the subjects canvased was due to the Federal Elections conducted in late 2015. This held up substantial discussions for, in some instances, a period of up to 4-6 months until well after the new Ministers of the Crown were appointed by the Governor-General. Since then and more recently, however, there have been discussions on a regular basis with the respective 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 2016-2017 financial year.

This concludes the Annual Performance Statements required pursuant to the PGPA Act. The following relates to relevant activities and responsibilities incumbent upon Council in accordance with the Land Grant Act and other legislative and policy requirements.

WBACC performs a myriad of functions in accordance with 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; therefore giving opportunities to improve lives of Registered Members of Council and community members alike.

The following provides a summary of outcomes and outputs Council and the Board of Directors achieved this financial year using a blend of government grant funds and, at times, its own resources. Outcomes are divided into the following; namely: Administration, Governance, Commonwealth Disability Strategy, Land Management, Community Services, Community Liaison; together with other relevant areas.

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Administration Council employed 29 permanent staff and casuals during the year, when required. Council Administration division has eight staff including a Chief Executive Officer, General Manager —Council, Chief Financial Officer/General Manager—Contract Services, and two clerical support staff. Gudjahgahmiamia Early Education Centre has eight staff as well, which includes a Director, two team leaders, two assistants, two trainees; together with one bus driver/handyman.

Council received 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; Department of ACT Family Services for a Family Support Worker; together with the Department of Human Services for the Centrelink Agent/Access Point facility. Additionally, the Department of Infrastructure and Regional Development (DIRD) provides funding to Council for Local Government and Land Council purposes; with the Department of the Environment regarding Community Liaison functions on joint management of Booderee National Park.

A significant requirement for Council Administration is to assist the Board meet its’ statutory and other requirements, maintaining and, where possible, strengthening current partnerships; together with, when the opportunity arises, develop new partnerships with both government and also non-government agencies that could assist Council achieve outcomes for both Community and Registered Members alike.

Council provide services to the Community. These services vary from direct assistance to referral advice; with this year provided assistance in the following areas:

h Early Education/Child Care Centre;

h Casual employment opportunities;

h Office service facilities including internet access;

h Postal services;

h Support for Education and Sport including scholarships;

h Employment traineeships;

h Support for health services;

h Provision of housing including bond assistance;

h Children school holiday recreation programs;

h Organised community functions;

h Advocacy service; and

h Centrelink Agency.

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Governance Council must adhere 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 21 September 2016; and referred to in a letter signed by the Chairperson of the Board of Directors and dated 21 September 2016; 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 Ministers 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, plus extra meetings as necessary. The Executive Board met officially twenty eight times during the past year; due to the substantial number of matters addressed.

Three (3) Joint Management meetings of Booderee National Park were held during the past year with a new ten year plan of management (2nd Plan of Management) developed and finalised to guide the 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, family support services; together with aged and home care services. The Governance sub-committee focused on policy development and implementation, by-laws and strategic planning. Further, the legal sub-committee examined the provisions of 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 during this financial year.

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

Regarding main corporate governance practices of Council, this year continued to revolve around education and performance review processes for Directors; together with ethics and risk management policies being addressed. Numerous policies were developed and approved by the Board; including a strong continuing emphasis on corporate governance

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practices of Council and the Executive Committee; having regard to recently assented to legislative and financial directions/policies being introduced.

Further, with the invaluable assistance of Indigenous Community Volunteers (ICV), specific Ethics and risk management policies were developed by the Directors for this financial year. Additionally, again thanks to ICV, numerous policies were developed and approved by the Board this financial year which were incorporated into the WBACC “Policy and Procedure Manual for Management & Governance”.

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 however and were replaced by the By-Laws of 2016; which, subject to Parliamentary approval, will take effect very shortly. It is a disallowable instrument in legal terms. The Land Grant Act regulations of 2016 is also awaiting Ministerial approval and consent before it comes before the Governor-General to make the actual regulations; if deemed appropriate by His Excellency.

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

There were no indemnities 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 continue revision and implementation; being a ‘living’ document, having originally been approved by the Board in 2013. The OH&S committee has met on a very regular basis to identify issues. Work, Health and Safety will continue 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 in accordance with the PGPA Act; met regularly; according to its Charter. Council continues investing revenue obtained from leasing Booderee National Park to the Director of National Parks into community services and like 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.

Community liaison (CLO) meetings between WBACC senior staff and Booderee National Park continue on a very regular 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.

Pursuant 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.

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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 were 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 involved with maintenance of roads and tracks is contracted to Contract Services; the wholly owned subsidiary of WBACC; thus continuing the provision of critical employment in a location of consistently high unemployment.

The Bitou Bush eradication programs continue 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 important to the community that the weed is controlled within their lands. The control program employs one full time employee with an assistant; with potential, subject to funding, to employing further 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.

Several residential properties are located on sand dunes overlooking Summercloud Bay. Retaining walls for some of those properties require replacing. Funds are still not available for that purpose, but when funding does become available, this work will be commenced; which will then provide both training and employment for Indigenous employees within Contract Services division of Council.

As Wreck Bay’s location is within a high risk bush fire zone, it is essential to continuously 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.

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

Council’s response: Council continuously develops an updated environmental policy outlining measures to improve ecological sustainability. The policy is reviewed every two years; with Council’s environmental risks being managed at the project, program and portfolio level; and is contained within the proposed policy. Council will shortly provide an Environmental Legal and Other Requirements Register. Further, Environmental Management System (EMS) audits will be conducted by the Council’s Auditor every two years; with the next audit anticipated for 2016-17.

h Outcomes 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; increase usage of renewable energies and manage effects of climate change; specifically tidal inundation and erosion.

h Environmental impacts of operations.

Council’s response: Council is committed to managing its operations and its contractors to minimise adverse environmental impacts; protecting the environment. There were no recorded adverse environmental impacts as a consequence of Council’s activities in 2015-16.

h Measures taken to minimise environmental impacts.

Council’s response: Council continuously requires employees, contractors and suppliers to comply with Council‘s Environmental Policy and environmental management systems by implementing conservation measures at Council’s offices, require contractors’ compliance with relevant environmental regulatory requirements and minimum environmental performance requirements; together with the managing and reporting of environmental incidents.

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

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Occupational Health and Safety

1. As a result of the Work Health and Safety Act 2011 commencing on 01 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; being implemented in a timely and frequent basis, so Council is complying with the Act.

2. Pursuant 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; regarding work place health and safety.

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 managed Council’s occupational health and safety policy and operational areas. Staff was informed of current issues and received occupational health and safety publications from Comcare. Council trained staff undertaking 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; 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. In addition, Council is an Equal Employment Opportunity (EEO) employer; maintaining Australian Public Service Values. Council provided a workplace free from discrimination. Council staff received 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), the Department of Education, Employment and Workplace Relations (DEEWR) and other related agencies.

Further, Council continually fosters and promotes industrial democracy with regular management, program area and staff meetings. When considered appropriate, Council consults with employees on major work place changes and develops guidelines and policies applying to employment conditions. Substantial success has recently been achieved with Council and staff adopting the ‘Modern’ Awards, with effect from 1 July, 2016.

59 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Additionally, 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: Again, no injuries were sustained by employees or contactors during this financial year; this result being attributable to strong policies and management of them; together with employee awareness of workplace dangers.

In addition, Council staff attended Fraud Awareness workshops regarding awareness and knowledge about fraud and its effects for Council. Further, Council uses a range of computer based training products to help staff with computer programs, customer services skills and telephone techniques. Additionally, 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.

Community Programs School holiday programs were, again, available in Wreck Bay during 2015-16. Council continued like previous years, in 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 continues to be 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.

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.

60 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

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 entering into lease arrangements with the Director of National Parks.

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

Training Training is vitally 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 contracts division in providing several contracted services to Booderee National Park; together with a variety of services conducted for the Council administration, early childhood centre and the community itself.

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

Centrelink Agency Council continues being contracted by Centrelink for the provision of an Agency/Access point for clientele to discuss matters with Centrelink regarding 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 a direct link to Centrelink staff; including specialists if further assistance is necessary.

As an Agent, Council provides access to internet services and assists clients with the use of self-help products, accepts claim forms and other documentation required to be lodged with Centrelink, providing advice on Centrelink and other Government services and payments.

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

h Jervis Bay Territory Focus Group;

h Jervis Bay Territory Public Health and Environment Working Group;

h Jervis Bay Territory Justice Issues; and

h Jervis Bay Emergency Management Committee.

61 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

General Meetings of the WBACC There was no Annual General Meeting (AGM) of Council this financial year. It is anticipated that the next AGM will be conducted in late 2016 or early 2017.

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

h Tony Federici: Senior Accountant, Booth & Co, Nowra;

h Annette Brown: Executive Board Member;

h Tom Brown Snr: Community Representative; and

h Lindsay Moyle: Independent Representative.

Committee Meeting dates were: 16 October, 2015; 10 February, 2016 and 21 April, 2016. The meetings were attended by Tony Federici, Annette Brown and Tom Brown Snr; with Lindsay Moyle attending the October, 2015 meeting and subsequently retiring in early 2016 due to ill health. A replacement is currently being sort to fill his position. Council would like to thank Lindsay for his invaluable knowledge and input at the meetings and at Council Board meetings as well; over the last several years.

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; 2016-17.

62 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Operational Activities 2015-2016 Financial Year With income for Contract Services continuing declining over the last several years, the organisation continues receiving support from its major customers: Booderee National Park (“BNP”), Department of Infrastructure and Regional Development (“DIRD”) and its parent organisation, WBACC. We appreciate those entities and others who have given Contract Services the opportunity to participate with their operations.

Targets were used for the five Departments or Sections in attempting to achieve a break even situation, if not better, while maximising employment for community members; if possible.

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

h Roads and Fire Trails

h Cleaning

h Entry Station

h Horticulture; and

h Infrastructure

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

Therefore, upon the Contract being extended for another five years, expiring in October, 2022; the current SLAs that all under that Contract will also extend for that five year period as to well i.e. to October, 2022; subject to all relevant performance indicators being met to an acceptable standard, and also other criteria, during the ‘life’ of each SLA; with a vital emphasis on work, health and safety compliance.

There continue to be negotiations ‘on foot’ between WBACC and BNP regarding an additional SLA for the provision of Camping, Park Use and associated customer services; including the Visitors Centre; with a possible future SLA thereafter being 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 manner.

Wreck Bay Contract Services

63 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

If financial viable from Council’s perspective, it is anticipated that the Camping, Park Use and Visitors Centre SLA may commence as of 1 July, 2017.

Further, very shortly there will be negotiations relating to the current SLAs and the fees that Council charge BNP under them. There will be a substantial increase in Council’s costs due to the “Modern” Award being implemented for Council staff; taking effect as of and from 01 July, 2016.

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 inception in 2012; it is considered appropriate that a review be carried out shortly so that elements such as the increase in wages expenditure by Council via overtime and penalty rates, pursuant to the Modern Award are covered; 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.

Cash flow continues being 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.

Work quotations are produced on an accrual accounting basis which, in most cases, increases the margin for each quoted job and project that is approved by customers.

Staffing levels remained similar to last year with fourteen full time staff, four permanent part-time and additional from time to time and, during the peak season, an additional ten casuals may be employed. Casuals are normally only employed at times when extra work is taken on by Contract Services Departments or when staff use their annual leave entitlements. For next year, senior staff will be concentrating on reducing the number of casuals employed and, instead, replacing that area with short fixed term contracts.

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

Sales for the year for 2015-2016 totalled $1,477,974 in comparison to $1,811,873 during 2014-2015. Even though there has been a decrease it is, unfortunately, expected to carry through into the future; depending on weather, in particular. This decrease was due to poor weather conditions from the previous financial year and, more so, this financial year with record levels of rain received in various months; whereby, subsequently, work opportunities were lost but also carried forward under a three year program. Several Departments concentrated on SLA work while others focused in on available work under the Wreck Bay Community Council Land Management program; thus completing that aspect of the three year program before the end of this financial year.

During the year Contract Services paid $1,060,507 in employee benefits. This is an important injection in the form of salaries into Wreck Bay Community.

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

64 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Overview of Operational Activities 2015-2016

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 a further extension of five more years subject to all performance indicators having been met to an acceptable standard or above.

This SLA continues to success for both parties resulting in, again, increases in gate takings above previous years. The closure of the outside lane also helped capture extra income thereby allowing Park staff to reduce the issue of infringement notices.

65 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

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; subject to a possible five (5) year extension thereafter.

This SLA continues to be successful, resulting in increased in profit for the Department. With the Seasons (Peak, Shoulder and Low) identified within the SLA; Management better utilises its permanent staff to manage over these periods; employing community members when needed over the Peak season; in particular.

Further, 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.

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

66 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

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 will be carried out either by “do and charge” or quoted as a fee for service.

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

Horticulture team carrying out road clearance work at Booderee Botanic Gardens

67 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Roads and Fire Trails SLA The previous three financial years have been difficult due to the Department not having the use of its own grader and roller. Hire costs are extremely high 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 is shortly to be a review of Council’s fees for services. Further, bad weather and timing did not help the Department complete Capital Works programs in a timely manner.

The Roads Department also has 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 2015-2016

Building—Infrastructure Maintenance SLA

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

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 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 consistently outstanding.

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

Additionally, for the last four months and to continue for the next 18 months, at least, there is the Repairs and Maintenance program relating to housing within Wreck Bay Village. This will mean much more work commitments for the Department.

69 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Training Training this financial year has, again, been very minimal due to all staff now reaching the required certifications for their staffing level and position; but also due to difficulty with arranging further training with BNP due to a vacancy in that position.

With the existence of the most important Work Health and Safety Committee three staff members attended training course to improve their knowledge in their roles as Council’s Health and Safety Representatives. The training was carried out in Canberra, consistent with the respective Park SLA requirements; with it being absolutely necessary for the representatives and Council staff as a whole, to be fully conversant with all aspects of work health and safety policies and requirements; in order for the current SLAs to, presumably, be renewed in October, 2017.

70 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

WBACC Financial Statements For the Year Ended 30 June 2016 Certification 71-73

Primary Financial Statement 74

Statement of Comprehensive Income 75

Statement of Financial Position 76

Statement of Changes in Equity 77

Cash Flow Statement 78

Overview 78

Notes to the Financial Statements 78

1.1 Expenses 80-81

1.2 Own-Source Revenue and Gains 82

2.1 Financial Assets 83-84

2.2 Non-Financial Assets 85-87

2.3 Payables 88

2.4 Interest Bearing Liabilities 89

3.1 Cash Flow Reconciliation 90

4.1 Employee Provisions 91

4.2 Senior Management Personnel Remuneration 92

4.3 Related Party Disclosures 92

4.4 Remuneration of Auditors 92

5.1 Contingent Assets and Liabilities 93

5.2 Financial Instruments 94-96

5.3 Fair Value Measurements 97-98

6.1 Reporting of Outcomes 99-100

71 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

72 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

73 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

74 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN : 62 564 797 956

Statement of Comprehensive Income For the period ended 30 June 2016

Note 2016 2015

$ $

Expenses Employee benefits 1.1A 2,315,486 2,423,496

Suppliers 1.1B 564,683 543,549

Occupancy expenses 1.1C 96,764 93,395

Community grants 1.1D 59,263 69,890

Depreciation 2.2A 441,076 466,837

Finance costs 1.1E 10,902 15,562

Write-down and impairment of assets 1.1F 103,336 321

Other expenses 1.1G 541,937 536,394

Total expenses 4,133,447 4,149,444

Own-Source Income

Own-source revenue Rendering of services 1.2A 2,331,630 2,270,476

Interest 1.2B 37,672 34,220

Total own-source revenue 2,369,302 2,304,696

Grant funding 1.2C 1,681,153 1,618,742

Total revenue 4,050,455 3,923,438

Net (cost of )/ contribution by services (82,992) (226,006)

Surplus/(deficit) before income tax on continuing operations (82,992) (226,006)

OTHER COMPREHENSIVE INCOME

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

Total other comprehensive income after income tax 5,943,168 -

Total comprehensive income 5,860,176 (226,006)

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

75 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Statement of Financial Position As at 30 June 2016

ASSETS Note 2016 2015

$ $

Financial assets Cash and cash equivalents 2.1A 1,157,451 1,078,768

Trade and other receivables 2.1B 596,362 148,598

Investments under S.59 PGPA 2.1C 750,052 727,500

Total financial assets 2,503,865 1,954,866

Non-financial assets Land and buildings 2.2A 59,703,320 54,173,269

Infrastructure, plant & equipment 2.2B 175,970 279,879

Total non-financial assets 59,879,290 54,453,148

Total assets 62,383,155 56,408,014

LIABILITIES Payables Suppliers 2.3A 149,954 187,900

Other Payables 2.3B 283,889 131,175

Total payables 433,843 319,075

Interest Bearing Liabilities Leases 2.4 66,615 121,736

Total Interest Bearing Liabilities 66,615 121,736

Provisions Employee provisions 4.1A 311,924 256,606

Total provisions 311,924 256,606

Total liabilities 812,382 697,417

Net assets 61,570,773 55,710,597

EQUITY Reserves 35,744,303 29,801,135

Retained surplus 25,826,470 25,909,462

Total equity 61,570,773 55,710,597

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

76 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Statement of Changes in Equity For the period ended 30 June 2016

Note 2016 2015

$ $

RETAINED EARNINGS

Opening Balance

Balance carried forward from previous period 25,909,462 26,135,468

Comprehensive Income

Surplus/(Deficit) for the period (82,992) (226,006)

Other Comprehensive Income - -

Total Comprehensive Income (82,992) (226,006)

Closing Balance as at 30 June 25,826,470 25,909,462

ASSET REVALUATION RESERVE

Opening Balance

Balance carried forward from previous period 29,801,135 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 29,801,135

TOTAL EQUITY

Opening Balance

Balance carried forward from previous period 55,710,597 55,936,603

Comprehensive Income

Surplus/(Deficit) for the period (82,992) (226,006)

Other Comprehensive Income 5,943,168 -

Total Comprehensive Income 5,860,176 (226,006)

Closing Balance as at 30 June 61,570,773 55,710,597

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

77 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Cash Flow Statement For the period ended 30 June 2016

Note 2016 2015

$ $

OPERATING ACTIVITIES Cash received Grants 1,541,558 1,592,491

Rendering of services 2,148,024 2,456,487

Interest 31,278 34,220

Total cash received 3,720,860 4,083,198

Cash used Community Grants (62,239) (66,510)

Employees (2,307,631) (2,423,224)

Suppliers (1,156,345) (1,063,123)

Borrowing costs (10,902) (15,562)

Total cash used (3,537,117) (3,568,419)

Net cash from/(used by) operating activities 3.1 183,743 514,779

INVESTING ACTIVITIES Cash received Proceeds from investments - Term Deposit - -

Total cash received - -

Cash used Purchase of property, plant & equipment 2.2A (27,386) (120,898)

Investments - Increase in Term Deposit (22,553) (727,500)

Total cash used (49,939) (848,398)

Net cash from/(used by) investing activities (49,939) (848,398)

FINANCING ACTIVITIES Cash used Repayment of loans (55,121) (38,747)

Total cash (used by)/from (55,121) (38,747)

financing activities Net cash from/(used by) financing activities (55,121) (38,747)

Net increase/(decrease) in cash held 78,683 (372,366)

Cash and cash equivalents at the beginning of the reporting period 1,078,768 1,451,134 Cash and cash equivalents at the end of the reporting period 2.1A 1,157,451 1,078,768

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

78 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

Overview Objective of Wreck Bay Aboriginal Community Council Wreck Bay Aboriginal Community Council is an Australian Government controlled entity. It is a not-for-profit entity. The objective of the Council is to benefit the local community through services and support.

The Council is structured to meet the following outcomes:

Outcome 1: To consider and where practicable, take action for the benefit of the community in relation to housing, social welfare, education, training or health needs of the members.

Outcome 2: To conduct business enterprises for the economic or social benefit of the community.

The continued existence of the Council in its present form and with its present programs is dependant on Government policy and on continuing funding by the Federal, State and Local Grants for the Council’s administration and programs.

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

h Australian Accounting Standards and Interpretations 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 Adoption of new Australian Accounting Standard Requirements

No accounting standard has been adopted earlier than the application date as stated in the standard.

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, and are not expected to have a future material effect on the Councils' financial statements.

79 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

Future Australian Accounting Standard Requirements

The following revised/amended standards were issued by the Australian Accounting Standards Board prior to the signing of the Statement by the accountable authority, Chief Executive and Chief Financial Officer. Whilst they are not expected to have a material impact on the financial statements, their implementation requires enhanced disclosure for future reporting period(s).

Standard Application date Nature of impending change/s in accounting policy and likely impact on initial application

AASB 2015-6 Extending Related Party Disclosures to Not-for-Profit Public Sector Entities

1-Jul-16 AASB 2015-6: Extending the scope of AASB 124 Related Party Disclosures to include not-for-profit (NFP) public sector entities.

Effectively requiring not-for-profit public sector entities to identify their related parties and related party transactions and to make appropriate disclosures.

Likely Impact: Minimal impact as the Council already discloses a note on Related Parties in its financial statements as required by Department of Finance's FRR.

AASB 15 Revenue from Contracts with Customers 1-Jan-17 AASB 15: establishes principles for reporting information about the nature, amount, timing and uncertainty

of revenue and cash flows arising from an entity’s contracts with customers, with revenue recognised as 'performance obligations' are satisfied.

Likely Impact: Minimal impact likely, due to the nature of the Council's current policy for recording income only once performance obligations have been completed.

AASB 9 Financial Instruments

1-Jan-18 AASB 9: classification requirements for financial assets and financial liabilities.

Reducing the existing four categories of financial assets to two: amortised cost and fair value.

Likely Impact: Minimal impact relating to the disclosure of financial assets.

1. The Council’s expected initial application date is when the accounting standard becomes operative at the beginning of the Council’s reporting period.

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 was no subsequent event that had the potential to significantly affect the ongoing structure and financial activities of the Council.

80 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

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

Note 2016 2015

$ $

1.1: Expenses 1.1A: Employee Benefits Wages and salaries 1,869,615 1,978,914

Superannuation - Defined contribution plans 180,482 192,621

Leave and other entitlements 192,414 181,411

Director's reimbursements 72,975 70,550

Total employee benefits 2,315,486 2,423,496

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 161,981 157,687

Contractors 191,120 101,728

Materials & Supplies 211,582 284,134

Total goods and services supplied or rendered 564,683 543,549

Goods supplied 373,563 441,821

Services rendered 191,120 101,728

Total goods and services supplied or rendered 564,683 543,549

1.1C: Occupancy expenses Repairs & maintenance 7,762 4,333

Water rates 51,906 37,459

Other 37,096 51,603

Total occupancy expenses 96,764 93,395

1.1D: Community Grants Other grants and activities 59,263 69,890

Total community grants 59,263 69,890

1.1E: Finance Costs Finance leases 10,902 15,562

Total finance costs 10,902 15,562

81 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

Note 2016 2015

$ $

Accounting Policy All borrowing costs are expensed as incurred.

1.1F: Write-Down and Impairment of Assets Impairment of property, plant & equipment 103,336 321

Total write-down and impairment of assets 103,336 321

1.1G: Other Expenses Accountancy Fees 104,018 98,900

Annual Report Printing 13,290 13,878

Audit Fees 30,000 30,000

Bad Debt Provision 7,632 25,000

Bank Charges 2,183 2,089

Board Costs 3,004 5,267

Computer Costs 13,748 28,809

Consultancy Fees 27,676 57,185

Conference & Travel Expenses 18,511 13,378

Fines & Penalties 646 -

General Expenses 9,708 6,442

Insurance 68,427 67,728

Legal Costs 71,131 41,527

Minor Equipment Replacement - 208

Motor Vehicle Expenses 78,044 63,413

Office Supplies 43,599 33,127

Recruitment Costs 465 610

Policy Development Project 10,000 12,100

Staff Amenities 9,745 9,016

Telephone, Fax & Internet Costs 24,031 27,716

Work, Health and Safetly Expenses 6,079 -

Total other expenses 541,937 536,394

82 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

1.2: Own-Source Revenue

Note 2016 2015

$ $

Own-Source Revenue

1.2A: Rendering of Services Sale of services 1,495,769 1,437,026

Housing rentals 48,682 29,570

Park lease - annual rental 290,992 287,771

- 25% of park income 428,058 392,029

Daycare fees 28,215 27,600

Other income 39,914 96,480

Total rendering of services 2,331,630 2,270,476

Accounting Policy

Revenue from rendering of services is recognised by reference to the stage of completion of contracts at the reporting date. The revenue is recognised when:

- The amount of revenue, stage of completion and transaction costs incurred can be reliably measured; and

- The probable ecomonic benefits associated with the transaction flow to the Council.

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. Provisions are made when collectability of the debt is no longer probable.

1.2B: Interest Income Deposits 37,672 34,220

Total interest 37,672 34,220

Accounting Policy

Interest revenue is recognised using the effective interest method.

1.2C: Grant Funding Australian Government Entities (related entity) 1,641,153 1,578,742

State Grants 40,000 40,000

Total Grants 1,681,153 1,578,742

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.

83 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

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 2016 2015

$ $

2.1A: Cash and Cash Equivalents Cash on hand or on deposit 1,157,451 1,078,768

Total cash and cash equivalents 1,157,451 1,078,768

Accounting Policy

Cash is recognised at its nominal amount. Cash and cash equivalents includes:

a) cash on hand; and

b) demand deposits in bank accounts with an original maturity of 3 months or less that are readily convertible to known amounts of cash and subject to insignificant risk of changes in value; and

2.1B: Trade and Other Receivables Goods and services receivable Goods and Services 594,884 144,424

Total goods and services receivable 594,884 144,424

Other receivables Interest Receivable 6,394 7,785

Total other receivables 6,394 7,785

Total trade and other receivables (gross) 601,278 152,209

Less impairment allowance (4,916) (3,611)

Total trade and other receivables (net) 596,362 148,598

All receivables are current assets and are expected to be recovered in no more than 12 months.

Trade and other receivables (gross) are aged as follows:

Not overdue 185,132 104,172

Overdue by:

- less than 30 days 223,039 35,695

- 30 to 60 days - 618

- 60 to 90 days 23,420 1,960

- more than 90 days 169,687 9,764

Total trade and other receivables (gross) 601,278 152,209

Credit terms for goods and services were within 30 days (2015: 30 days).

84 Wreck Bay Aboriginal Community Council Annual Report 2015-2016 85 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

Note 2016 2015

$ $

Impairment allowance account is aged as follows - more than 90 days (4,916) (3,611)

Total impairment allowance (4,916) (3,611)

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.

Reconciliation of the Impairment Allowance

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

Movements in relation to 2015 Goods and

services

Total

$ $

As at 1 July 2014 4,644 4,644

Amounts written off (26,033) (26,033)

Increase recognised in net cost of service 25,000 25,000

Total as at 30 June 2015 3,611 3,611

Accounting Policy

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

2.1C: Other Investments Term Deposit 750,052 727,500

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

84 Wreck Bay Aboriginal Community Council Annual Report 2015-2016 85 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements As at 30 June 2016 2.2: Non-Financial Assets 2.2A: Reconciliation of the Opening and Closing Balances of Property, Plant and Equipment and Intangibles Reconciliation of the opening and closing balances of property, plant and equipment for 2016

Item Land

Buildings on freehold land Leasehold

improvements Computer Equipment Plant &

Equipment Furniture Vehicles TOTAL

As at 1 July 2015 Gross book value 42,897,500 11,419,350 221,178 40,330 382,453 86,830 429,346 55,476,987

Accumulated depreciation, amortisation and impairment - (285,487) (79,272) (29,653) (225,259) (72,465) (331,703) (1,023,839)

Total as at 1 July 2015 42,897,500 11,133,863 141,906 10,677 157,194 14,365 97,643 54,453,148

Additions Purchase - - 14,994 - 11,947 445 - 27,386

Revaluations and impairment recognised in other comprehensive income 4,636,000 1,288,744 - - 18,424 - - 5,943,168

Depreciation and amortisation - (285,271) (21,080) (6,725) (58,457) (5,155) (64,388) (441,076)

Disposals (103,336) (103,336)

Total as at 30 June 2016 47,533,500 12,034,000 135,820 3,952 129,108 9,655 33,255 59,879,290

Total as at 30 June 2016 represented by Gross book value 47,533,500 12,034,000 236,172 40,330 392,105 87,275 429,346 60,752,728

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

Total as at 30 June 2016 47,533,500 12,034,000 135,820 3,952 129,108 9,655 33,255 59,879,290

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 2.2C. On 30th June 2016, an independent valuer conducted the revaluations of Land and Buildings.

86 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements As at 30 June 2016 2.2B: Reconciliation of the opening and closing balances of property, plant and equipment for 2015

Item Land

Buildings on freehold land Leasehold

improvements Computer Equipment Plant &

Equipment Furniture Vehicles TOTAL

As at 1 July 2014

Gross book value 42,897,500 11,419,350 189,970 49,274 320,347 87,058 429,346 55,392,845

Accumulated depreciation, amortisation and impairment - - (60,602) (34,284) (178,052) (58,898) (261,602) (593,438)

Total as at 1 July 2014 42,897,500 11,419,350 129,368 14,990 142,295 28,160 167,744 54,799,407

Additions

Purchase - - 31,208 5,642 83,717 333 - 120,899

Revaluations and impairment recognised in other comprehensive income - - - - - -

Depreciation and amortisation - (285,487) (18,670) (9,955) (68,505) (14,119) (70,101) (466,837)

Impairments recognised in net cost of services - - - - (313) (9) - (321)

Total as at 30 June 2015 42,897,500 11,133,863 141,906 10,677 157,194 14,365 97,643 54,453,148

Total as at 30 June 2015 represented by

Gross book value 42,897,500 11,419,350 221,178 40,330 382,453 86,830 429,346 55,476,987

Accumulated depreciation, amortisation and impairment - (285,487) (79,272) (29,653) (225,259) (72,465) (331,703) (1,023,839)

Total as at 30 June 2015 42,897,500 11,133,863 141,906 10,677 157,194 14,365 97,643 54,453,148

87 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

2.2C:Accounting Policy Assets are recognised 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 fairvalue 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 reversed 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:

2016 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

Impairment All assets were assessed for impairment at 30 June 2016. 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 fairvalue less costs of disposal and its value in use. Value in use is the present value of the future cash flows expectedto 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.

88 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

2.3: Payables

Note 2016 2015

$ $

2.3A: Suppliers Trade creditors and accruals 149,954 187,900

Total suppliers 149,954 187,900

Suppliers expected to be settled No more than 12 months 149,954 187,900

Total suppliers 149,954 187,900

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 51,070 32,217

Superannuation 35,497 27,438

Rent received in advance (Park) 75,166 71,520

Grants income in advance—Australian Government Entities 122,156 -

Total other payables 283,889 131,175

Total other payables are expected to be settled in:

No more than 12 months 283,889 131,175

Total other payables 283,889 131,175

89 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

2.4 Interest Bearing Liabilities

Note 2016 2015

$ $

2.4A: Leases Finance Leases 66,615 121,736

Total leases 66,615 121,736

Minimum lease payments expected to be settled Within one year 66,615 55,121

Between 1 to 5 years - 66,615

Total Leases 66,615 121,736

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. The interest rate implicit is from 10.86%-11.09%.

There were no contingent rentals. The leases are 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.

90 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

3.1: Cash Flow Reconciliation

Note 2016 2015

$ $

3.1A: Cash Flow Reconciliation

Reconciliation of cash and cash equivalents as per statement of financial position and cash flow statement

Cash and cash equivalents as per Cash flow statement 1,157,451 1,078,768

Statement of financial position 1,157,451 1,078,768

Discrepancy - -

Reconciliation of net cost of services to net cash from /(used by) operating activities

Net cost of services 82,992 (1,844,748)

Revenue from Government 1,681,153 1,618,742

Adjustments for non-cash items Depreciation 441,076 466,837

Bad Debt Expense 7,632 25,000

Net write-down of non-financial assets 103,336 321

Movements in assets and liabilities Assets (Increase)/decrease in gross receivables (455,396) 158,321

Liabilities Increase/(decrease) in payables (11,030) 49,002

Increase/(decrease) in employee provisions 55,316 41,304

Increase/(decrease) in prepaid income 125,801 -

Net cash from/(used by) operating activities 2,030,880 514,779

91 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

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.

4.1: Employee Provisions

Note 2016 2015

$ $

Note 4.1A: Employee Provisions Leave 311,924 256,606

Total employee provisions 311,924 256,606

Employee provisions are expected to be settled in:

No more than 12 months 238,301 213,707

More than 12 months 73,623 42,899

Total employee provisions 311,924 256,606

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 termination.

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. The liability for superannuation recognised as at 30 June represents outstanding contributions for the final fortnight of the year.

92 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

4.2: Senior Management Personnel Remuneration 2016 2015

$ $

Short-term employee benefits:

Salary 275,116 329,414

Total short-term employee benefits 275,116 329,414

Post-employment benefits:

Superannuation 26,136 31,294

Total post-employment benefits 26,136 31,294

Other long-term benefits Annual leave accrued 20,343 23,741

Long-service leave 6,611 6,231

Total other long-term benefits 26,954 29,972

Total senior executive remuneration expenses 328,206 390,680

Notes:

The total number of senior management personnel that are included in the above table are three (2015: three).

4.3: Related Party Transactions The names of the persons who were directors of the Wreck Bay Aboriginal Community Council during the period from 1 July 2015 to 30 June 2016 are as follows:

Annette Brown Craig Ardler Beverly Ardler George Brown Jnr Jeffrey McLeod Julie Freeman Tony Carter Justine Brown Clive Freeman There were no related party transactions entered into during the year.

4.4: Remuneration of Auditors

2016 2015

$ $

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

30,000 30,000

No other services were provided by the ANAO.

93 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

5.1: Contingent Assets and Liabilities

Claims for damages or costs

Total

2016 $

2015 $

2016 $

2015 $

Contingent liabilities Balance from previous period 50,000 25,000 50,000 25,000

New contingent liabilities recognised 13,000 50,000 13,000 50,000

Liabilities realised (50,000) (25,000) (50,000) (25,000)

Total contingent liabilities 13,000 50,000 13,000 50,000

Net contingent liabilities 13,000 50,000

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 November 2016 (dependent on appeals). It is estimated that the total legal costs and disbursements in this matter will be approximately $13,000 payable after 30 June 2016 (2015 $50,000).

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.

94 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

5.2: Financial Instruments

Note 2016 2015

$ $

5.2A: Categories of financial instruments Financial Assets Held-to-maturity investments Term Deposit 750,052 727,500

Total held-to-maturity investments 750,052 727,500

Loans and receivables Cash and cash equivalents 1,157,451 1,078,768

Trade and other receivables 601,278 152,209

Total loans and receivables 1,758,729 1,230,978

Total financial assets 2,508,781 1,958,477

Financial Liabilities Financial liabilities measured at amortised cost Trade creditors & accrued expenses 149,954 187,900

Finance Leases 66,615 121,736

Rent received in advance (Park) 75,166 71,520

Grants in Advance 122,156 -

Total financial liabilities measured at amortised cost 413,891 381,156

Total financial liabilities 413,891 381,156

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.

Effectuve 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 presentvalue 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.

95 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

Accounting Policy Cont'd 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).

Note 2016 2015

$ $

5.2B: Net Gains or Losses on Financial Assets

Held-to-maturity investments Interest revenue 37,672 34,220

Net gains on held-to-maturity investments 37,672 34,220

Net gains on financial assets 37,672 34,220

5.2C: Net Gains or Losses on Financial Liabilities

Financial liabilities measured at amortised cost Interest expense 10,902 15,562

Net losses on financial liabilities measured at amortised cost 10,902 15,562 Net losses from financial liabilities 10,902 15,562

The net income from financial assets not at fair value through profit or loss was $26,770 (2015: $18,658).

96 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

5.2D: Fair value of Financial Instruments As at 30 June 2016 and 30 June 2015, carrying amount reflected fair value for all financial assets and financial liabilities identified in Note 5.2A.

5.2E: Credit Risk The Council was exposed to minimal credit risk as loans and receivables were cash and trade recievables. The maximum exposure to credit risk is the risk that arises from potential default of a debtor. This amount was equal to the total amount for trade receivables ( 2016: $594,884 and 2015: $144,424). Wreck Bay Aboriginal Community Council had assessed the risk of the default on payment and had allocated $4,916 in 2016 (2015: $3,611) to an impairment allowance account.

The Council manages its credit risk by undertaking background and credit checks prior to allowing a debtor relationship. In addition, it has policies and procedures that guide employees debt recovery techniques that were to be applied.

Wreck Bay Aboriginal Community Council held no collateral to mitigate against credit risk.

Credit quality of financial instruments not past due or individually determined as impaired Not past due nor impaired

2016 $

Not past due nor impaired 2015

$

Past due or impaired 2016

$

Past due or impaired 2015 $

Receivables for goods and services 185,132 104,172 416,146 48,037 Total 185,132 104,172 416,146 48,037

Ageing of financial assets that were past due but not impaired in 2016 0 to 30 days $

31 to 60 days $

61 to 90 days $ 90+ days

$

Total $

Receivables for goods and services 223,039 - 23,420 164,771 411,230

Total 223,039 - 23,420 164,771 411,230

Ageing of financial assets that were past due but not impaired in 2015 0 to 30 days $

31 to 60 days $

61 to 90 days $ 90+ days

$

Total $

Receivables for goods and services 35,695 618 1,960 6,153 44,426

Total 35,695 618 1,960 6,153 44,426

Loans and receivables for goods and services amounting to 2016 $4,916 (2015: $3,611) have been individually assessed at 30 June 2016 as impaired.

97 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

5.3: Fair Value Measurements The following tables provide an analysis of assets and liabilities that are measured at fair value. The different levels of the fair value hierarchy are defined below.

Level 1: Quoted prices (unadjusted) in active markets for identical assets or liabilities that the Council can access at measurement date.

Level 2: Inputs other than quoted prices included within level 1 that are observable for the asset or liability, either directly or indirectly.

Level 3: Unobservable inputs for the asset or liability.

5.3A: Fair Value Measurement

Fair value measurements at the end of the reporting period using

2016 2015

Category (Level 1, 2 or 3) Valuation Technique and

Inputs Used $ $

Non-financial assets Land 47,533,500 42,897,500 2 Discounted cash flow. Annual

lease fee and interest rate for lease term.

Leasehold improvements 135,820 154,444 3 Depreciated replacement cost. Cost approach.

Buildings on freehold land 12,034,000 11,133,863 2 Market Comparables. Price per square metre.

Other property, plant & equipment

175,970 206,569 3 Depreciated replacement cost. Cost approach.

Total fair value measurements of assets in the statement of financial position 59,879,290 54,392,376

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 2016.

2. Wreck Bay Aboriginal Community Council has a number of assets and liabilities not measured at fair value in the statement of financial position. The carrying amounts of these assets and liabilities are considered to be a reasonable approximation of their fair value. Changing inputs to the level 3 hierarchy valuations to reasonably possible alternate assumptions would not significantly change amounts recognised in net cost of service or other comprehensive income.

3. Fair-value measurements - highest and best use differs from current use for non-financial assets (NFAs) The highest and best use of all non-financial assets are the same as current use. Current use represents highest and best use.

4. Recurring and non-recurring Level 3 fair value measurements - valuation process The Council measured the value of the assets at cost price less accumulated depreciation of the assets. The Council completed a stocktake of the assets in April 2016 to determine the future economic benefit expected from the assets and revalued the assets accordingly.

5. The remaining assets and liabilites reported by Council are not measured at fair value in the Statement of Financial Position.

98 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

5.3B: Reconciliation for Recurring Level 3 Fair Value Measurements

Non-Financial Assets

Leasehold Improvements

Other property, plant & equipment Total

2016 2015 2016 2015 2016 2015

$ $ $ $ $ $

As at 1 July 141,906 129,368 279,879 353,189 421,785 482,557

Total gains/ (losses) recognised in net cost of services ¹

- - - (321) - (321)

Revaluations - - 18,424 - 18,424 -

Purchases 14,994 31,208 12,392 89,691 27,386 120,898

Depreciation (21,080) (18,670) (134,725) (162,680) (155,805) (181,350)

Total as at 30 June 135,820 129,368 175,970 353,188 311,790 421,785

1. These gains/(losses) are presented in the Statement of Comprehensive Income under Write-down and impairment of assets.

99 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

6.1: Reporting of Outcomes Council uses an Activity Based Costing System to determine the attribution of its shared items. The system was based on a time and motion study for corporate activities conducted in the year 2009 for the 2009-10 budget. The time and motion study was reviewed in 2016, management concluded that the findings from the study conducted in 2009 were still relevant to the Council's current activities. The basis of the attribution table below is consistent with the basis used for the budget.

Outcome 1 Outcome 2 Total

2016 2015 2016 2015 2016 2015

$ $ $ $ $ $

Expenses:

Employee benefits

1,254,979 1,340,553 1,060,507 1,082,943 2,315,486 2,423,496

Supplier expenses

109,745 111,993 454,938 431,556 564,683 543,549

Occupancy expenses

93,468 71,913 3,296 21,482 96,764 93,395

Community grants

59,263 69,890 - - 59,263 69,890

Depreciation expense

353,486 364,083 87,590 102,754 441,076 466,837

Finance Costs 1,584 2,780 9,318 12,782 10,902 15,562

Write down and impairment of assets

103,336 321 - - 103,336 321

Other expenses 474,802 471,858 67,135 64,535 541,937 536,394

Total expenses 2,450,663 2,433,392 1,682,785 1,716,052 4,133,447 4,149,444

Own-Source Income

Rendering of services

853,655 821,741 1,477,974 1,448,733 2,331,630 2,270,476

Interest 37,672 34,220 - - 37,672 34,220

Grants received 1,681,153 1,618,742 - - 1,681,153 1,618,742

Total own-source income 2,572,479 2,474,703 1,477,974 1,448,733 4,050,455 3,923,438

100 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956

Notes to and forming part of the financial statements As at 30 June 2016

6.1: Reporting of Outcomes (continued)

Outcome 1 Outcome 2 Total

2016 2015 2016 2015 2016 2015

$ $ $ $ $ $

Net cost/(contribution) of outcome delivery

Assets

Cash 1,078,211 970,321 79,240 108,447 1,157,451 1,078,768

Receivables 369,275 72,354 227,087 76,244 596,362 148,598

Investments 750,052 727,500 - - 750,052 727,500

Land & Buildings 59,703,320 54,173,269 - - 59,703,320 54,173,269

Infrastructure, plant & equipment

95,638 162,184 80,332 245,618 175,970 279,879

Total assets 61,996,495 56,105,628 386,660 430,309 62,383,155 56,408,014

Liabilities

Employees 311,924 256,606 - - 311,924 256,606

Suppliers 101,831 208,692 48,123 50,728 149,954 259,420

Other Payables 283,889 59,655 - - 283,889 59,655

Leases 66,615 121,736 - - 66,615 121,736

Total liabilities 764,258 646,689 48,123 50,728 812,383 697,417

Outcomes 1 and 2 are described in the Overview note. Net costs shown include intra-government costs that are eliminated in calculating actual Budget outcome.

101 Wreck Bay Aboriginal Community Council Annual Report 2015-2016

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) 8, 41

Summary of objectives and functions PGPA Rule 17BE(b)(i) 1, 8, 53

Purpose of the entity PGPA Rule 17BE(b)(ii) 27-38, 42

Responsible Minister PGPA Rule 17BE© 8

Ministerial Directions PGPA Rule 17BE(d) 54

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

Annual Performance Statement PGPA Rule 17BE(g) 41-52

Significant non-compliance with Finance law PGPA Rule 17BE(h) and (i) 55

Information about the accountable authority PGPA Rule 17BE(j) 21-25

Organisational Structure and location PGPA Rule 17BE(k) and (l) 7, 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) 92

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, 70-100

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) v, 101

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