Title Wreck Bay Aboriginal Community Council—Report for 2018-19
Source Both Chambers
Date 06-02-2020
Parliament No. 46
Tabled in House of Reps 06-02-2020
Tabled in Senate 10-02-2020
Parliamentary Paper Year 2020
Parliamentary Paper No. 19
Paper Type Government Document
Disallowable No
Journals Page No. 1269
Votes Page No. 659
House of Reps DPL No. 26
System Id publications/tabledpapers/49a4ead1-4588-4052-a2bf-77a297f51c0f

Wreck Bay Aboriginal Community Council—Report for 2018-19

Wreck Bay Aboriginal Community Council Annual Report 2018 –2019

Wreck Bay Aboriginal Community Council

Annual Report 2018


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

Cover image: Mary’s Bay looking towards Summercloud Bay

© Commonwealth of Australia 2019

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.



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

Publisher: W

reck Bay Aboriginal Community Council

Designer: L

G2 designers

Wreck Bay Aboriginal Community Council Annual Report 2018 –2019

ii Annual Report 2018–2019

Wreck Bay Aboriginal Community Council i ii

Contents Vision and Goals iv































Executive Board






WBACC Report
























ompliance Index


Vision and Goals

Wreck Bay Aboriginal Community Council 1

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

Summercloud Bay

2 Annual Report 2018–2019

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

 S

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

 S

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

 S

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

 En

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

 S

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

 Impr

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

 Recognitio

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

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

Wreck Bay Aboriginal Community Council 3

Wreck Bay Administration Office, Community Hall, Community Centre, Day Care Centre, M edical








4 Annual Report 2018–2019

Membership At time of this report there are 408 Registered Members of the Wreck Bay Aboriginal Community Council.

Janelle Ali L ewis Archibald T eesha Archibald

Aimee Ardler

Alinta Ar



manda Ardler

Anthony Ardler


thol Ardler


verley Ardler

Billi-Jo Ardler


adley Ardler


y Ardler

Christopher Ardler


aig Ardler


lan James Ardler

Elijah Ardler

Emma Ar



ic Ardler Jnr

Eric Ardler Snr


ica Ardler


aldine Ardler

Ivern Ardler

Jamahl Ar


Joanna Ar


Joel Ardler

Josh Ar



ain Ardler

Karen Ardler


arlie Joy Ardler


vin Ardler

Kimberley Ardler


ane Ardler


eah Ardler

Leigh Ardler

Lisa Ar



orraine Ardler

Miamba Ardler


aul Ardler Snr


aul Ardler Jnr

Raymond Ardler


a Ardler

Reuben Ar

dler Jnr

Reuben Ardler Snr


hard Ardler


k John Ardler

Susan Ardler


anya Ardler


azma Arlder

Terrence Ardler


esa Ardler


irginia Ardler

Wayne Ardler

Caleb Ar



yle Ardler-Lindsay

Joel Ardler-Mcleod


an Assheton-Stewart


yley Barrington

Helen Barrington


aomi Barrington


yl Bassinder

Sandra Bloxsome


a Brennan


orna Briggs

Wreck Bay Aboriginal Community Council 5

Melanie Briggs Rober t Briggs A nnette Brown

Ashleigh Brown


y Brown


istine Brown

Cynthia Brown


en Brown


en Brown

Daryll Brown


onne Brown

Gail Br


George Brown Snr


e Brown Jnr


aeme Brown

Harold Brown


ckson Brown


cob Brown

Jannine Brown


ed Brown

Jasmin Br


Jeremiah Brown


hn M Brown


hn P Brown

Joseph T Brown


h Brown

Justine Br


Keiron Shayne Brown


y Brown


vin Brown

Kristy Brown


yle Brown


eon Brown

Leslie Brown


ynette Brown


et Brown

Maxine Brown

Megan Br


Melissa Br


Melleak Brown

Morgan Br



atricia Brown

Phillip Brown


hillip Brown


nda Brown

Russell David Brown


andie-Lee Brown


hayne Brown

Sheryn Brown


imon Brown


tanley Brown

Steven J Brownjnr


teven John Brown


ue-Ann Brown

Sylvia Kay Brown


eagan Brown


eea Brown

Terrence Brown


mas Brown Jnr


mas Brown Snr

Tracey Brown


era Brown


ida Brown Snr

Vida Brown Jnr


endy Brown


illiam Brown

Veronica Brown-Roberts


abeth Cambell


don Campbell

Eileen Carberry


ndrew Carter


nthea Carter

6 Annual Report 2018–2019

David Carter Iz aiah Carter Jean Car ter

Marie Carter


icholas Carter


ally Carter

Samantha Carter


haquille Carter


ony Carter

Trae Carter


yrone Carter


illiam Carter Jnr

Zaine Carter


nthony Charles


hillip Charles

Roslyn E Cruikshank


usha Curtis


helle Curtis

Nathanael Curtis


uth Dane

Jemma Dann

Kenneth Dann


y Dann Snr


auline Delauney

Lochlan Dickson

Douglas Dix



amela Dixon

Richard Dixon


roy Green

Judy Haigh-Chap



dam Hampton

Eileen Hampto



hael Hampton

Erin Hampton


eville Hampton Jnr


eville Hampton Snr

Cerrina Freeman-Mcdonald


andon Green


ey Green

Jason Green


yra Green


teven Green

Kay Ella


rene Rose Ellis


nnalise Foster

Shana Hampton


illiam Hampton


athanial Hampton

Lesley Foster


w Foster


atalie Foster

Clive Freeman Jnr

Julie F



keeta Freeman

Brooke Higgins

Demi Hoskins


abeth Hoskins

Fiona Hyland


y Jansen


et Johnson

Nicholas Kavanagh

Janice Kel



istika Kumar-Williams

Anthony Little

Belinda Little


aomi Locke

Angie Lonesborough


ickole Lonesborough


hillip Lonesborough

Tanika Lonesborough


hillip Longbottom


hn Marks

Wreck Bay Aboriginal Community Council 7

Robyn Marks Br ya Martin N athan Martin

Sharaya Matson

James Mc



arah Mckenzie

Angelina Mcleod


thur Mcleod


nard Mcleod

Brett Mcleod


oline Mcleod

Dale Mc


Dane Mcleod

Dean James Mc



nna Mcleod

Eileen Mcleod

Elaine Mc

leod Jnr

Gavin Mc


Grace Mcleod

Ian K Mc

leod Snr

Ian Mc

leod Jnr

Iris Mcleod


c Mcleod


ey Mcleod

Kanika Mcleod


aya Mcleod


aylene Sylvia Mcleod

Kylie Louise Mcleod


eslie Shayne Mcleod


k Mcleod

Mathew Mcleod

Max J Mc



arelle Mcleod

Natasha Mcleod


aul Mcleod


achelle Mcleod

Ronald Mcleod


nald ( Jimmy) Mcleod


haneah Mcleod

Tracey Mcleod


y Mcleod


anessa Marie Mcleod

Brianna Mcleod-Cosgrove


yah Mcleod-Cosgrov


methyst Mcleod-Downing

Elliot Mcleod-Luck

Hamish Mc



lene Mcleod-Luck

Jay Mcleod-Peresan


ian Mcleod-Sheridan

Colin (

Tom) Moore

Irene Moore

Julie Moor



mas Moore

Ursula Moore


eslie Morgan-Ardler

Belinda Mundy

Denise Mundy


ylan Mundy


ol Mundy

Glen Mundy


cqueline Mundy

James Mundy

Jesse Mundy

Joel Mundy


vin Mundy

Lucinda Mundy


uke Mundy


k Mundy

Michael John Mundy


andra Mundy

Chelsea Mundy-Campbel


8 Annual Report 2018–2019

Alysha Mundy-Williams Jamaine Mundy- Williams Kiya Mundy- Williams

Nicole Mundy-Williams


oelene Nunn


yrone Nye-Williams

Caterina Perry-Thomas


haron Perry-Thomas


n Raath

Emma Raath-Pickering


a Raath


les Raath-Ardler

Anthony Roberts Jnr


ril Roberts

Jessika Rober


Jordan Roberts


y Roberts

Reuben Rober


Riva Roberts


illy Scott


ril Scott-Thomas

Leah Seymour


ictor Sharman


w John Simms

Iesha Simpson


y Simpson


aren Simpson

Tyson Simpson-Brown

Douglas S



er Stewart

May Stewart


orman Stewart


eter Stewart

Steven Stewart


alter Stewart

Dennis S


Jarod Stubbs


en Sturgeon

Elaine S


Jade Sturgeon


ed Sturgeon


hane Sturgeon

Skye Sturgeon


errence Sturgeon



Clifford Thomas




w Thomas

Peter Thomas


nald Thomas


arah Thomas

Sherese Thomas


onia Thomas



Joseph Turner




haron Turner

David Vale


achlan Vale


mber Waine

Daniel Waine


ny Waine



Eliza Wellington


redrick Wellington



Jeffrey Wellington


ylie Wellington


oretta Wellington

Melinda Wellington


helle Wellington


aula Wellington

Wreck Bay Aboriginal Community Council 9

Samantha Wellington S hannon Wellington Debr a Went

Hannah Went


nya Whaddy


wana Whaddy

Lance Whaddy


aura Whaddy


ynette Whaddy

Jinama Whaddy-Parso


drian Williams


manda Williams

Christopher Williams


ey Williams



Douglas Williams Snr

Douglas J

Williams Jnr


lanora Williams

Emma-Jane Williams


aith Williams


iona Williams

Geraldine Williams




eg Williams

James Williams


ey Williams



Melanie Williams


hael Williams


hum Williams

Penny Williams


riscilla Williams


a Williams

Rebecca Williams


t Williams Jnr


t Williams Snr

Rodney Williams


hakeela Williams


hane Williams

Shannon Williams


haron Williams


heena Williams

Sonya Williams


tacey Williams


ammy Williams

Tania Williams


imika Williams


rudy Williams

Tyson Williams


endy Williams



Killara Williams-Locke


ee Willis-Arlder


uce Yuke

Coral Yuke

10 Annual Report 2018–2019

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

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

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

Wreck Bay Aboriginal Community Council 1 1

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

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

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

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

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

The responsible Ministers for the 2018–2019 reporting period were the Minister for Indigenous Affairs; Senator the Hon Nigel Scullion MP and the Minister for Indigenous Australians, the Hon Ken Wyatt MP.

Further to the Act, Council holds title to Aboriginal Land and exercises, for the benefit of the members of the community, the Council’s powers as owner of Aboriginal Land and any other land owned by the Council. Council can also make representations to the Minister in relation to land Council considers should become Aboriginal Land. The Council made such representations during 2018–2019, with varied success. Blocks 151 and 152 were awarded, but they represented only about 20% of the land the subject of the claim. Council resubmitted the claim and hopes to report success in the next Annual Report.

12 Annual Report 2018–2019

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

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

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

The JBT is a non–self-governing Commonwealth Territory; administered by the Department of Infrastructure, Regional Development and Cities (DIRDC).

The Wreck Bay village consists of 49 houses with a population fluctuating between 215 and 250 people. Facilities at Wreck Bay include an administration office, community centre, children’s day-care centre, bus shelter, fire shed, men’s shed and a health clinic. Other facilities include a memorial garden, children’s playground, the beginnings of a community garden, basketball court and two common areas which are mainly used as children’s play areas.

Wreck Bay Aboriginal Community Council 1 3

Wreck Bay V illage looking down to SummerCloud Bay

14 Annual Report 2018–2019

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

Aerial shot of Bherwerre Peninsula

Wreck Bay Aboriginal Community Council 1 5

WBACC Timeline 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.

Early Map of the area

16 Annual Report 2018–2019

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.




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.

Wreck Bay Aboriginal Community Council 1 7

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.

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’.

18 Annual Report 2018–2019

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.

community activism

Wreck Bay Aboriginal Community Council 1 9

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

Thomas Brown Snr, Percy (Bing) Mumbler, Kevin Ardler Snr, Howard (Ned) Moore and P hillip


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.

20 Annual Report 2018–2019

Declaration of Aboriginal Land

Wreck Bay Aboriginal Community Council 2 1

George B rown S nr, o ne o f t he c ampaigners f or r ecognition o f l and a nd s ea r ights a t W reck B ay.

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 two positions on a Board of Management of the newly declared Park. The offer is rejected.

22 Annual Report 2018–2019

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.

Phillip McLeod representing W reck Bay at the national park handover ceremony.

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.

Wreck Bay Aboriginal Community Council 2 3

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 has its name 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-negotiates lease of Booderee National Park with Director of National Parks.

WBACC commences financial support for trainees in Booderee National Park.

Management Plan for Booderee National Park finalised.

2003 March: WB

ACC 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 Act passed in Parliament.

24 Annual Report 2018–2019

2004 March: W

ork 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 into the new houses.

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

September: Four members of the Board resign.

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 building completed.

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

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

Wreck Bay Aboriginal Community Council 2 5

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.

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

2017 Draft Village Community Plan developed.

2018 Defence PFAS Contamination testing proceeds on Park and Council land.

2018 Council appears in High Court of Australia in legal proceedings related to rental housing. Result is unfavourable to Council. Council develops Home Ownership Implementation Strategy in response.

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

2019 New Minister appointed

26 Annual Report 2018–2019

Executive Board

Wreck Bay Aboriginal Community Council 2 7

Board members

The W reck Bay Aboriginal Community Council Board, elected December 2018. Jeff M cLeod,



















28 Annual Report 2018–2019


Annette Brown, Chair of WBA CC 2017 to date

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

Deputy Chair

Leon Brown, elected to the Board D ecember


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

Wreck Bay Aboriginal Community Council 2 9


Julie Freeman, Board member since O ctober


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

Beverley Ardler, Board member January 2017 to da te

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

Jeff McLeod, Board member, January 2013 to da te.

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

30 Annual Report 2018–2019


Clive Freeman, Board member, January 2015 t o


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

Erica Ardler, elected to the Board, December 2018.


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

Wreck Bay Aboriginal Community Council 3 1


Kaylene McLeod, elected to the Board, D ecember


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

Tom Brown, Board member


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

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

32 Annual Report 2018–2019

Outgoing Board Members (Feb 2017—Dec 2018)

Jack Hampden served on the WBA CC Board fr om




Paul McLeod served on the WBA CC Board fr om




Darren Sturgeon served on the WBA CC Board fr om




Wreck Bay Aboriginal Community Council 3 3


34 Annual Report 2018–2019 Wreck Bay Aboriginal Community Council 35

Details of the Accountable Authority The table outlines the experience of the Executive Board for the 2018–2019 reporting Period: Name Qualifications of the Accountable Authority

Experience of the Accountable Authority

Position Title / Position held Executive / Non-Executive

Date of Commencement Date of cessation Number of meetings of the

board of the company

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

Board member since early 2000s; Joint Board member

Chair Chair since 2017;

Board member for several terms prior

- 13-

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

Experience working on youth and employment programs

Deputy Chair December 2018 - 5-

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

Board member since 2017; Joint Board Chair

Executive member

2017 13

34 Annual Report 2018–2019 Wreck Bay Aboriginal Community Council 3 5

Name Qualifications of

the Accountable Authority

Experience of the Accountable Authority

Position Title / Position held Executive / Non-Executive

Date of Commencement Date of cessation Number of meetings of the

board of the company

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

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

Executive Member

- 13-

Jeff McLeod Trade qualifications; Governance Training; Due Diligence Training

Board member since 2013; Joint Board member

Executive Member

2013 13

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

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

Executive Member

2015 12

36 Annual Report 2018–2019

Name Qualifications of

the Accountable Authority

Experience of the Accountable Authority

Position Title / Position held Executive / Non-Executive

Date of Commencement Date of cessation Number of meetings of the

board of the company

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

Board member since 1991; Joint Board member

Executive Member

- - 12-

Erica Ardler Governance Training. Experience working in the


Executive Member

December 2018 6

Kaylene McLeod BNP Training Officer; Governance Training

Experience working for BNP Executive Member

December 2018 6

Neville (Jack) Hampden Governance Training

Executive member

December 2018 7

Paul Mcleod Business owner; Governance Training

Executive Member

December 2018 7

Darren Sturgeon Governance Training Experience working for


Executive Member

December 2018 7

Wreck Bay Aboriginal Community Council 3 7

Pied Oyster Catcher chick

38 Annual Report 2018–2019

WBACC Report

Wreck Bay Aboriginal Community Council 3 9

40 Annual Report 2018–2019

Chairperson’s Report Dear Members

On behalf of the Wreck Bay Aboriginal Community Council, I am pleased to present to you our annual report for the 2018–2019 financial year.

Thanks to Council staff for their work to support the Executive Committee (the Board) and to implement Board decisions and also to registered members for the confidence they have shown by re


electing me as Chair at the December 2018 annual general meeting. Thanks also to my fellow eight directors for their service to the community and for the support that they have given to me in decision making on some very complex matters over the last twelve months.

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

This year saw the retirement of WBACC’s Chief Executive Officer of seven years, Mal Hansen, and his replacement by Anne-Marie Farrugia. Anne-Marie started her three year contract with Council in November 2018.

In this report I have briefly discussed each of the areas of Board responsibility and outlined the Board’s approach for the 2018–19 financial year.

Governance Governance responsibilities include:

 gr

ant control and reporting

 financial r


 polic

y development

 co

mmunity liaison

Annette Brown, Chair

Wreck Bay Aboriginal Community Council 4 1

 manag

ement of the by-laws

 Boar

d participation and

 human r






reporting: Council partners the Commonwealth

– Prime Minister and Cabinet (now National Indigenous Australian’s Agency (NIAA))—in a three-year Funding Agreement ending in the 2021–22 financial year. The ‘Indigenous Advancement Strategy’ (IAS) provides funding for Jobs, Land and Economy.

The program outcomes include:

 emplo

yment for indigenous Australians

 w

ork readiness through community and other activities and work experience

 the f

ostering of indigenous business

 assistance to indig

enous Australians to generate economic and social benefits,

 eff

ective and sustainable management of land; and

 assistance to indig

enous Australians to progress land and sea claims under commonwealth native title and land rights legislation.

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

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

Council met its reporting and acquittal requirements for all grant funding. Meeting the acquittal requirements means demonstrating that the activities funded have been conducted. Council reports twice each year to the funding departments to demonstrate proper expenditure of money on required activities.

42 Annual Report 2018–2019


Development: Community policy development and implementation remain priority projects for the Board. This year the Board widened the tertiary education assistance policy to open it to part time students and students participating in tertiary education in institutions other then universities. It also approved media and social media policies. WBACC also introduced several policies relating to its operations, such as performance management and well being policies and did a large amount of work on its work health and safety (WHS) policies and procedures.

Importantly, the Board and Council staff developed a home ownership implementation strategy this year. Whilst not yet a published policy of WBACC, this is the first step in engagement with government to attract funding to improve housing in Wreck Bay Village on a large scale and to effect the Board’s decision to facilitate home ownership for its current housing tenants. As I write, Council staff are negotiating with NIAA to secure a project planner to develop and cost the steps towards home ownership. I hope to report in next year’s annual report that the funding has been secured, and that the work is underway to survey lots, register title and bring the houses to a good state of repair to enable them to be handed over under 99 year leases, similar to the Crown Leases in the ACT.


Liaison: The 2018–19 financial year saw the introduction of extra methods for community consultation and communication. Council started a monthly newsletter, a closed facebook group and various service organisations were invited to present regular information sessions to community. These included information on employment and business opportunities from job active agencies, Indigenous Business Australia and youth training programs. Scientific information was presented by Council engaged scientists in relation to PFAS and information on Council’s intended approach to the housing Issue was presented with the help of a town planner from Indigenous Community Volunteers. Council’s Community Liaison Office (CLO), along with its HR and training arms, conducted regular whole of community mailouts to provide information on job opportunities offered by Council and Parks Australia and organised, with Parks Australia, a careers expo at the local Vincentia High School. Our yearly NAIDOC event, as well as our junior rangers program was again facilitated by our CLO, as were our men’s and women’s groups, elder’s Christmas lunch and most recently, preparations for our community veggie garden, funded out of IAS money.

Wreck Bay Aboriginal Community Council 4 3

Yarning after the Elder’s Christmas lunch

Management of the By-Laws: WBACC’s current by-laws have limited enf orcement options and require amendment. WBACC did not achieve by


law or legislative reform in the 2018–19 financial year. WBACC is currently negotiating with NIAA for legislative reform associated with necessary changes to the way WBACC manages its housing and it is expected that there will also be associated changes to the by-laws and other parts of the legislation. WBACC has also made a funding submission to NIAA for caring for country rangers, which will have as one of their many functions the enforcement of the by-laws on the 403.

The Board continues negotiating with the commonwealth regarding proposed amendments to the Land Grant Act. Both parties wish for reforms to the Act to cater for current and future aspirations of registered members.


participation: In 2018–19 the Board has met less frequently than last financial year, mainly due to a tightening of agendas and a redesign of the meeting rules in the second half of the year. The Board is now in a steady groove of monthly meetings and intends to continue this pattern. The Board has made some difficult decisions this year, all within required timeframes for

44 Annual Report 2018–2019

the progression of WBACC business. The audit committee of Council also held meetings providing financial and other relevant information at Board meetings. The Board looks forward to reporting next year on the work of the newly established economic development, community services, cultural heritage and governance sub-committees of the Board, made up of Board, community and staff representatives.

The work of the Board this year has seen a significant focus on Wreck Bay Housing following the decision in the High Court (Williams v Wreck Bay Aboriginal Community Council [2019] HCA 413 February 2019 C5/2018) delivered early in 2019; development of a corporate plan for the years 2019–2023 and also the implementation of the community plan which is the forerunner to an updated village town plan. Soil and geotechnical testing of sites to test their suitability for future building, pre-empted in last year’s report, has been undertaken and Council has engaged Indigenous Community Volunteers (ICV) to assist with the development of the town plan which will take into account our new home ownership implementation strategy. The ICV Town Planner will work with Council and the community throughout the 2019–20 year. ICV is also providing an architect to look at re


development of some of the common areas such as the community centre and community hall.


resources: WBACC has provided several training courses for community and staff this year, with the intent of improving skills for job progression and job readiness. These included courses in leadership, governance, project management, first aid, plant operator license training and WHS. Council also sponsored several staff in their higher education pursuits, as well as five community young people in their tertiary pursuits. Three community year 11 students were signed up for school based apprenticeships in child care, AFL mentoring and civil construction thanks to the hard work of Council HR staff teaming with a training organisation and Vincentia high School.

Current staff of WBACC were introduced to concepts of team building, teamwork, leadership, and performance agreements and regular whole of team meetings have become a monthly event.

Wreck Bay Aboriginal Community Council 4 5

Community Service The Board’s community service responsibility includes:

 housing

 educ

ation (including early childhood education)

 health

 r

ecreational activities.

Housing: The 2018–19 year saw a significant cultural shift in the organisation’s approach to housing, brought about because of the implications of the High Court decision which made Council liable for all repairs and maintenance to housing regardless of whether a tenant has paid rent and regardless of whether damage has been caused to the property by the tenant. The application of ACT tenancy law also means that residents (regardless of whether they hold a lease) can sue for compensation for houses not kept in a reasonable state of repair. The risk that the decision poses to WBACC and government is too significant to ignore and action needed to be taken. WBACC’s home ownership implementation strategy is currently with government for consideration.

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

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

Enrolments for 2018–19 have been steady with the largest demand for care in the nursery room. To reflect the demand, the centre opened the nursery room an additional day in May 2019.

The Centre is currently providing care for children from twenty-two families, fifteen of whom have a family connection to the Wreck Bay community. Council is currently investigating methods to expand its enrolments and is

46 Annual Report 2018–2019

actively working on a marketing campaign with help from the commonwealth government.

WBACC bought a new twelve seater bus with CCF funding in August 2018. Staff are able to transport three children under four years of age and seven children over four to and from the centre three days a week. Under the new CCS funding we are not able to claim subsidy for the time the children are on the bus so a nominal fee of $6 is charged.

It has been an ongoing challenge to recruit trained casual staff. To overcome this difficulty, WBACC has offered a number of short term contracts which better support the staffing needs of the centre while offering more stability for employees.

In August, 2018, the centre submitted its quality improvement plan to NSW/ ACT Department of Education and Training. While this is a requirement of our funding agreement it also provides the staff an opportunity to reflect on best practice.

The Dental team visited the centre to check the children’s teeth in November 2018 and again in May 2019. Having the dental team visit regularly has been a wonderful opportunity for the children to have a positive experience that will hopefully support their good dental health in later life.

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

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

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

Wreck Bay Aboriginal Community Council 4 7

Health: South Coast Illawarra Health Service, the Aboriginal Medical Service (AMS) and Waminda Women’s Health Service all provide health services to the community. This year Council collaborated with the AMS to run a quit smoking program for staff. Council is currently working with the services to increase the breadth of service delivery within Wreck Bay, to alleviate the stresses of travel, particularly for elders. 2019–20 will see the introduction of podiatry services delivered in Wreck Bay and discussions are occurring in an attempt to establish a renal nurse in the community.


Activities: WBACC implemented several of the recommendations of the corporate and community plans this year, in relation to recreational activities. Specifically, Council improved the basket ball courts with lighting, new backboard and nets and a re-paint. This year, seating will be installed. Men’s and women’s groups and a men’s shed were established and the Board approved land for a community veggie garden. So far some equipment has been purchased, During 2019–20, the garden will be established, with water tanks and garden beds installed. There will also be training in use of equipment purchased to help build the garden.

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

 cultur

al heritage management,

 land use planning


 w

eed/feral animal control

 co

ntracts for maintenance of the Booderee National Park.


heritage: Much of the second half of this year was spent negotiating a cultural heritage agreement with Parks Australia. This agreement has been a long time coming, with plans of management since the first lease with the Director of National Parks was signed requiring the establishment of a cultural heritage function. The agreement was signed on the last day of the year, to apply from 1 July 2019. It is for one year initially during which time the cost of the function will be properly planned and budgeted, for presentation to the Joint Board in March 2020 and the establishment of a four year Service Level Agreement thereafter.

48 Annual Report 2018–2019

Land Use Planning This year (in November 2018), two new blocks in Jervis Bay were granted to WBACC under our legislation. The Board will consider how blocks 151 and 152 might be used during the coming financial years. Unfortunately the claim for existing housing in Jervis Bay Village was unsuccessful, due to the Minister’s concern over the possible outcome of the High Court action which had not then been delivered . Due to a very limited number of housing blocks in the community, the Board continues discussions with the commonwealth regarding possible options. The Board engaged contractors to undertake geotechnical work this year to determine the suitability of blocks within Wreck Bay Village for future housing. The results of that testing will be taken into account during the finalisation of the home ownership implementation strategy with the Commonwealth during 2019–20.

The Department of Defence released several interim and final reports this year regarding the PFAS contamination in the Jervis Bay Territory. Council’s Independent experts from the University of Newcastle were contracted to review the Defence reports and provide scientific information back to Council and community to allow us to properly respond to Defence in an informed way. Formal responses were provided back to Defence on three of the reports, with another two still underway. WBACC’s responses led to improvements in the proposed management and monitoring plans and the undertaken of further tests on Wreck Bay land to ensure the community has accurate information.

The PFAS contamination has considerable impact on the ability of community to exercise cultural rights and it is likely that members will join a class action in the future. WBACC has entered into an arrangement with the University of Wollongong to undertake research into the cultural impact of PFAS and it is likely that this will be of use during any potential class action.

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

Wreck Bay Aboriginal Community Council 4 9



control: WBACC used funding provided by NIAA to continue its weed control program, with significant improvement in the control of Bitou Buh and Sea Spurge. It is unlikely that these weeds of national importance will be completely eradicated but the team has established a pattern of control which should prevent the weeds from spreading further. Work has been undertaken to assess all trees in the village for safety and there will be a program of tree lopping and removal for 2019–20. Feral animals such as foxes in the BNP are largely controlled by park rangers. Council has done some work this year to remove stray and/or unsafe animals from the village.


Services: Roads and trails, cleaning services, infrastructure, ground maintenance and entry station services continue to be provided by Council to the Director of National Parks under Service Level Agreements with Parks Australia. Contracts are also held with the territory administration (DIRDC) for grounds maintenance, roads and infrastructure services. All contracts were reviewed this year and re-signed. During the year, the services under the Parks contracts will be finalised and budgeted properly to allow for four year agreements to be entered (under a five year Head Agreement already in place), in April 2020.

The way ahead The Board looks forward to an exciting and eventful 2019–20, and is hopeful for the introduction of the home ownership implementation strategy and associated funding and the environmental biodiversity caring for country rangers program. The Board sub-committees offer a great opportunity for community participation in the future development of WBACC. Architectural design work on the re-development of our community centre and hall will begin in August 2019, as will redesign of our website to make it more user friendly. Other initiatives such as the school based apprenticeship program, youth employment expo, men’s and women’s programs and the community veggie garden all bode well for a positive and fruitful 2019–20, with many opportunities for community advancement.

50 Annual Report 2018–2019

Chief Executive Officer’s Report

I joined WBACC in November 2018 as CEO. It has been a busy eight months. WBACC was granted two extra parcels of land under the Land Grant Act; has signed new Service Level Agreements with Parks Australia, has continued with our housing repair and maintenance program and responded to a High Court decision on housing with a proposed home ownership implementation strategy. The Board has established four new sub-committees for economic development, community services, cultural heritage and governance, to begin operation in 2019–20. in November 2018, the organisation signed a records authority with the Archives Office, which has led to the appointment of an archives officer and the beginnings of an evolution from a largely paper based filing system to electronic record keeping. A performance reporting regime has been established for Council staff who have also had governance and leadership training opportunities and team building activities.

WBACC continues to offer employment opportunities to registered members, with three new positions in the administration team, day care centre and weeds team and three school based apprenticeships created in

Wreck Bay Aboriginal Community Council 5 1

2018–19. This expansion will continue in 2019–20 with the additions of a cultural heritage officer and, dependent on funding approval for a current submission, the development of a biodiversity conservation team which will combine feral animal control, cultural burning and a caring for country ranger program, along with weed control functions and will provide employment for up to nine registered members.

Council appointed a weed control team this year, after changes last financial year resulted in a period of time without suitably trained staff to perform this activity. The main weed threats, Bitou Bush and Sea Spurge remain difficult to eliminate and this year has seen use of a range of methods with a focus on hand weeding, The team now has access to GIS systems on WBACC’s computers and is working closely with BNP to ensure proper mapping of infested areas and to create future management plans. Council hopes to be successful in a grant application to the Department of Primary Industries for Sea Spurge eradication money. The funding, along with that from NIAA, will guarantee ongoing work for all currently engaged weeds staff through to the end of the next financial year.

Community services provided to Wreck Bay Council registered members have continued to expand, with the re-establishment of men’s and women’s groups following a hiatus of a few years, and the beginnings of a community veggie garden. The financial year kicked off with another fantastic NAIDOC week and Christmas saw the re-introduction of a Christmas lunch for elders and the continuation of a great Christmas party for community kids. Council has contracted with the Secondbite organisation to provide monthly grocery deliveries at no cost, to health care holders within the community. After some initial teething problems the program will kick start properly in September of 2019.

I approved two small business grants for culturally based tourism businesses and seven applications for higher education assistance during the 2018–19 year, with courses ranging from bachelor of arts to bachelor of business (finance), psychology, nursing, health science, and a postgraduate degree in social impact. Tertiary education of the community’s young people is an important component in the progress towards community and business development and I am hopeful that these students of today will be the leaders of tomorrow and that one day in the not too distant future, the CEO’s position will be filled by a Wreck Bay registered member, that skills will be

52 Annual Report 2018–2019

brought back for the benefit of the community and that registered members who the Council helped to educate will be sitting in positions of influence in government and the private sector beyond the JBT.

There were community information sessions on PFAS contamination and WBACC’ s response to it; on housing options following the High Court decision, and we welcomed visits from Indigenous Business Australia with sessions on home ownership and small business development. Communication with the community was enhanced with the introduction of a monthly newsletter and a closed facebook page.

Funding Grants and other income Council received quarterly instalments of the annual lease payment from the Director of National Parks and a 25% share of entry and camping fees from Booderee National Park. The funding is used for provision of community services and other outcomes beneficial to registered members. The leasing arrangements between Council and the Director of National Parks will be re


negotiated next financial year, set for the second quarter of 2019–20.

Tourism publications and websites in the Shoalhaven region sell Booderee National Park as a unique and very desirable destination. Coupled with improved roads from Sydney and Canberra and the relatively inexpensive nature of the camping holiday on offer, this has resulted in increased tourist numbers and therefore increased income from gate takings and camping fees. The PFAS contamination information, made public by Defence in late 2018, did lead to some cancellations from visitors, however the long waiting list meant that those who cancelled were immediately replaced with no impact on BNP income attributable to PFAS in the 2018–2019 financial year. The impact of the contamination is rather the cultural impact on the community, who have lost the ability to practice culture on contaminated lands and waters.

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


being of WBACC registered members.

Wreck Bay Aboriginal Community Council 5 3

Discussions within the Council organisation this year have gravitated towards the development of new revenue streams to supplement, and ultimately supersede grant monies. Whilst it is recognised that this is a long term proposition, small steps have been taken towards examining potential business opportunities. These range from tourism ventures to contracts or sub-contracts for the provision of services. WBACC will further consider recent approaches from other businesses for partnering or sub-contracting arrangements as we work towards business expansion. The newly established economic development sub-committee will prepare business cases and feasibility studies into these proposals for consideration of the Board during the coming year.

Contracts The Contract Services division of Council currently contributes over 50% of total revenue. Contracts are held with Parks Australia, the Department of Regional Development and Cities and Centrelink.

In April 2019, WBACC signed a five year head agreement with Parks Australia. The head agreement attaches five service level agreements (for entry station, grounds maintenance, infrastructure, cleaning and roads and trail upkeep) which have an initial one year term. At the end of that term, longer term four year SLAs will be signed, assuming all deliverables are met by WBACC. Importantly, the head agreement includes a WHS capacity building payment, which recognises the costs associated with meeting WHS requirements within the context of ageing infrastructure leased from Parks (owned by DIRDC) which has asbestos and other WHS issues related to the age of the buildings. WBACC will spend the extra money mainly to improve the buildings and alleviate WHS risks associated with the buildings.

The Head Agreement and the SLAs were a long time coming. They had been due to be signed in October 2018 and underwent several extensions in that six month timeframe. The delays did result in some financial impact for WBACC which was operating without CPI increase or rate variation. This was compounded by a problem with WBACC’s and Parks’ invoice processes that required WBACC to carry some old debt for a number of months. The delay in signing the agreements was caused by internal issues within Parks which have been significant and impactful on WBACC. The recent

54 Annual Report 2018–2019

ANAO report on the operations of the Director of National Parks details the problems extensively. WBACC is hopeful that the recommendations of the ANAO report will be taken up and will significantly improve Park operations to ensure that future contracts are signed on time, that the BNP Plan of Management is followed and that invoices are paid within 30 days.

Contracts with DIRDC, for road infrastructure, line marking, grounds maintenance and building maintenance and repair work on DIRDC owned houses in Jervis Bay Village have run quite smoothly. A variation to the main agreement was signed in June 2018. The agreement will be fully re-negotiated, hopefully with the addition of some new grounds maintenance work currently let to Shoalhaven city Council but well within the capabilities of WBACC, in the 2019–20 year.

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

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

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

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

Wreck Bay Aboriginal Community Council 5 5

Longer term, sole management of Booderee National Park is the ultimate aim of the Wreck Bay community and this organisation. It is a long term goal, and formulating the strategy to reach it poses many complexities. In the coming year, the WBACC Board will be working with Parks Australia and a consultant in order to design a road map to sole management. This will form the basis for our corporate planning in the coming years.

On the business front, WBACC will be introducing an up to date data management system as soon as the NBN has arrived (hopefully early in 2020) as well as an automated time management system. Our workplace will undergo much needed cosmetic changes including new flooring, painting and office space.

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

The W hole WBA CC T eam, T eam Building Day at Coolendal, March 2019

56 Annual Report 2018–2019

Organisation Chart



Deputy CEO

Contract Services Manager/Entry Station Team Leader

Team Leader Administration Accounts

Admin Officer/ Accounts

Daycare Director Diploma x3 Cert III x 5 SBAT

Community Engagemen

Admin/Community Engagement

Senior Weeds Officer

Weeds Crew x2

Infrastructure Team Leader Infrastructure Crew x2

Cleaning Team Leader Cleaning Crew x2

Road and Trails Team Leader Road and Trails Crew x2

Grounds Team Leader Grounds Crew x1

Entry Station Crew x2

Cultural Heritage Officer

Admin Officer— Archives

HR Manager Cleaning Officer

Wreck Bay Aboriginal Community Council 5 7

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

There was a judicial decision which had a significant effect on Council’s operations this year, detailed in the Chair’s and Performance reports. There were no adverse reports about Council by the Auditor-General, Commonwealth Ombudsman, a Parliamentary Committee or the Office of the Australian Information Commissioner.

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

There was one Annual General Meeting (AGM) of Council this financial year, with election of a new Board.

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

 T

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

 N

eville ‘Jack’ Hampton: Executive Board Member (half year);

 N

eville Hampton: Community Representative;

 T

om Brown Snr: Executive Board Member;

 P

aul McLeod: Executive Board Member (half year);

 Cliv

e Freeman; Executive Board Member (half year);

 Rho

nda Brown: Community Representative.

The Audit Committee met regularly; according to its Charter. The Audit Committee’s role involves reporting to the Board against government funding and other sources and ensuring that Council’s investments are targeted and appropriate.

The Work Health and Safety Committee held its regular required meetings.

58 Annual Report 2018–2019

Further to section 17BE(h) of the PGPA, WBACC was found to have not complied with section 41 of the PGPA Act in relation the holding of the required records to properly record and explain the entity’s transactions and financial position. The finding was in relation to a single document and procedures are now in place to ensure the electronic storage of all documents.

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

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

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

This Annual Report was approved by the Directors at a meeting of the Board Directors on 18 November 2019; and referred to in a letter signed by the Chairperson of the Board of Directors and dated 18 November 2019; to the Minister for Indigenous Australians, Senator the Hon Ken Wyatt.

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

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

 energ

y and water conservation and waste water disposal

 minimisatio

n and elimination of harmful substances

 the corr

ect and safe disposal of all substances

 the minimisatio

n of waste generation through reduction, reuse and recycling

Wreck Bay Aboriginal Community Council 5 9

 the Minimisatio

n of pollution – noise, visual, electromagnetic radiation, odour

 a

ddressing environmental concerns in all planning and landscaping decisions

 encour

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

 r

egular audits of its Environmental Management System.

In the 2018–19 year Council introduced on-line communication methods, reducing the number of hard copy mailouts to members, and made efforts to reduce paper use in the WBACC offices.

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

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

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

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

WBACC has a WH&S Management System and WH&S policies which were, just at the end of the financial year, the subject of a COMCARE audit. The audit raised several corrective action requests (CARs) which WBACC is working through, with CARS due rectification by the end of October 2019. As this report is written, WBACC is on track to meet most of the CARS in the required timeframe. WBACC has hired WH&S consultants to assist with this task.

60 Annual Report 2018–2019

The COMCARE audit was conducted as part of an Agreement with Parks Australia, which paid WBACC a WHS Capacity Building Payment to assist with our WH&S compliance.

WBACC has a Health and Safety Committee responsible for development and implementation of strategies to protect employees against risks to their health and safety. The Committee meets regularly to perform this function. This year, a new member joined the Committee and received comprehensive training from a WH&S training provider.

In 2018–2019 there were no accidents or dangerous incidents that required notification to COMCARE.

Council staff are up to date with all required training relating to WH&S, the operation of plant etc, manual handling, sun protection, what to do in the case of snakes etc. De-fibrillators were purchased for council buildings and all council staff and some registered members undertook first aid training.

One of WBA CC’s WHS risks—a snake at the Day Care centre

Wreck Bay Aboriginal Community Council 6 1

Operational Units WBACC operates:

 a co

ntract services team which provides services to Parks Australia and DIRDC

 a da

y care centre which is licensed for 30 children

 an a

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

Overall, WBACC had a good year as evidenced in the Financial Reports. WBACC moved a step closer to self sufficiency with own source income exceeding grant income, and at a slightly increased percentage from the 2017–2018 financial year.

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

Contract Services Team Report for 2018–2019 The Contract Services Team operates out of the WBACC Depot in Jervis Bay Village. This year there was a contract with DIRDC for works in the Jervis Bay Village and Wreck Bay Village, grant funding from PM&C for weed control and five Service Level Agreements (“SLAs”) with BNP for:

 Roa

ds and Fire Trails

 Cleaning

 Entr

y Station

 Gr

ounds maintenance; and

 Infr


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

This year the Contract Services Team attracted $2.1 million in payments for services rendered.

62 Annual Report 2018–2019

Roads and Fire Trails Team—examples of work completed in 2018–19 As well as completing all required work under the Service level Agreements (grading, pothole repairs, slashing of vegetation to maintain tracks and fire trails), the team also completed necessary road infrastructure work in Wreck Bay Village, repairing roundabouts and potholes.

During the year the busiest jobs have been the slashing & maintaining of fire trails and the grading of Elmoos & Stoney Creek roads in BNP. The team also undertook a work schedule for the 403, consisting of maintenance work on several roads and fire trails.

Members of WBA CC’s Roads T eam

Wreck Bay Aboriginal Community Council 6 3

Cleaning Team—examples of work completed in 2018–19 In the last quarter of the financial year, penalty rate payments for Cleaning and Entry Station staff within BNP were finally restored following negotiation and signature of new SLAs with Parks Australia. WBACC had been forced, during the 2017–18 financial year to stop weekend work for its staff working under these agreements because Parks did not agree to meet the cost of penalty rate payments as required under the Modern Award (the employment agreement for WBACC staff which has been introduced in 2016). WBACC took a significant financial hit trying to meet the extra costs, but after 18 months of doing so, the Board made an Executive decision to cease weekend work until the issue was resolved. In February 2019, the payments were agreed and WBACC staff began working weekends again.

The Team completed all required work under the Service level Agreements –cleaning of all amenities, where the team works to a time schedule for each toilet & shower block in the campgrounds, bar-b-ques, rubbish removal within BNP, cleaning of Parks and DIRDC buildings, daily maintenance checks and reporting of any incidents. Cleaning and entry station staff are often the face of WBACC for visitors because they are in the BNP so often and deal directly with visitors. Staff have developed useful customer service skills as a result of this.

WBACC’s cleaning team

64 Annual Report 2018–2019

Entry Station Team—examples of work completed in 2018–19 As well as completing all required work under the Service level Agreements (manning the Entry Station, issuing tickets, undertaking traffic control measures) the Team also worked with Parks Australia to introduce a new electronic ticketing system required by Parks. This required training and caused significant consternation and frustration over the Christmas period when the system failed several times during peak periods due to internet connectivity issues and glitches with the newly integrated system. The system is now working well and represents the beginnings of progress for BNP ticketing to bring it into line with other National Parks in Australia.

Some of WBA CC’s entry station team

Wreck Bay Aboriginal Community Council 6 5

Grounds Maintenance Team—examples of work completed in 2018–19 As well as completing all required work under the Service level Agreements (maintenance of gardens throughout the Park, mowing, trimming, weeding, maintaining garden beds etc) the Team also has a daily schedule of work on the 403. Part of this work is the twice a year clean-up of Wreck Bay Village in June & December.

During the next review of the SLA agreement the grounds maintenance team hopes to pick up work for various sites within BNP not currently included. In past years, the team has attracted contract work to maintain the gardens around Green Patch walk in sites, footbridge and day use area, Bristol Point, prawning grounds and picnic sites on Elmoos road.

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

Grounds maintenance team members

66 Annual Report 2018–2019

Infrastructure Team—examples of work completed in 2018–19 As well as completing all required work under the Service Level Agreements (repairing and maintaining structures within BNP), the team conducted maintenance on signage at the Botanic Gardens, the Iluka steps, Bristol Point and Green Patch toilet blocks and Murray’s Beach board walk in BNP under contract to BNP. The Team also completed several new kitchens and painting jobs on houses in Jervis Bay Village, contracted to DIRDC.

Importantly, the infrastructure team also organised and carried out much of the work on housing in Wreck Bay Village, installing new kitchens and bathrooms (on twenty five houses) and conducting emergency repairs.

Some members of our infrastructure team in their workshop

Wreck Bay Aboriginal Community Council 6 7

Weeds Team—examples of work completed 2018–19 The weeds team performs work under the PM&C grant funding agreement for control of Bitou Bush and Sea Spurge. This year it made real inroads into control of these weeds of national significance. The following map shows the areas now under control:

Map of controlled areas, February 2019

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

Seven areas were defined and broken up into separate blocks. These blocks were established to make access and recording easier whilst working on eradicating bitou bush and sea spurge.

68 Annual Report 2018–2019

All work done and data collected in those blocks has been recorded and put into a table format that includes work methods, area covered, species targeted and chemical application calculated into each area.

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

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

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

The Ledge and Caves Beach currently have the largest infestation of bitou bush in area and species diversity. A long term strategy and approach to these two sites is needed to protect and maintain the species’ richness and abundance of native plants.

Access has been difficult in some areas due to topography and terrain with walking tracks now created with use of chainsaws and brush cutters to get to those infestations that are isolated and cannot be accessed by the work vehicle.

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

Wreck Bay Aboriginal Community Council 6 9

WBACC’s W eeds T eam

Gudjahgahmiamia Day Care Centre Report for 2018–19 The day care centre is located in Wreck Bay Village.

The day care centre is not a financially profitable exercise for WBACC, but its important role in providing community services to members justifies WBACC’s decision to continue to operate it. This year, the centre was more financially viable than previous years due to the injection of viability funding, including the provision of monies for a bus to transport children from surrounding towns, by the Department of Education. The Board did not need to make payments out of reserves for the operation of the centre, with costs kept within the grant allocation.

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

70 Annual Report 2018–2019

Some members of WBA CC’s Day Care T eam

This year, WBACC participated in Program Logic training provided by PM&C for the production of this Annual Report. Below is a Performance Story using the Program Logic structure, on one aspect of the day care centre’s operations, a collaboration with a local service called Noah’s Ark which supports children who require early intervention services.

Wreck Bay Aboriginal Community Council 7 1

Noah’s Ark Story The project built on an existing relationship between families, children, staff and early intervention services. It aimed to assist families and children unable to access additional services, due to transport and other issues.

Staff at the day care centre needed appropriate training in working with kids requiring early intervention. Because of their location, and lack of technology it was challenging to access professional training. The project involved Noah’s Ark staff attending the day care centre and working with individual day care staff and individual children to teach skills as services were being provided. Staff could then share skills with other staff members. It was hands on and involved role modelling.

Once a month, the day care team and Noah’s Ark got together, documenting where they were up to and staying on track.

Each staff member was allocated a mentor from Noah’s Ark. The day care staff member and Noah’s Ark mentor worked together to support an individual child, so that modelling and support was practical. You could see immediate changes.

The Day care and Noah’s T eams prepare for the Project

72 Annual Report 2018–2019

The process was as follows  The mentor w ould come into the room, they would have a general chat about the progress of the child. The mentor would probably start working with the child, slowly including the child. The mentor would

give a running commentary.

 Mentor pla

ys with child first, and the staff member watches, and the staff members learns skills, the mentor watches them, and gives advice —learning best strategies for that child. Noah’s Ark mentor is engaging with the child, purposeful play, role modelling to the staff member.

 Mentor slo

wly moving out as staff gain confidence.

 P

hotos are taken, they have a meeting afterwards. Mentor gives feedback, very tailored to that child.

 The par

ent is brought into this communication and given goals and strategies for home. A combined meeting, both staff and the parent.

 S

taff have a journal, able to document thoughts and feelings and personal progress.

 S

till providing written notes to share with other family members. Noah’s able to write letters of support, if the parent gets into the appointment, then they have got the background story.

Results  Da y Care staff and Noah’s Ark staff have built a solid relationship which will be valuable for future collaborations.

 Al

l parties feel they can respectfully share information, as the parent is more comfortable and shares information.

 F

or the child, an actual diagnosis, meaning that the family is able to access funding.

 The staff members’

self-confidence and skills focused on childrens’ interactions have increased.

Wreck Bay Aboriginal Community Council 7 3

 S

taff member more confident to discuss with families challenges they see. Giving the family some strategies and ideas, or at least an understanding person to chat to about the challenges of parenting.

 Impr

oved reputation of the centre.

 S

taff now have some speciality with dealing with kids with increased needs.

 Co

nstant problem of maintaining numbers—a marketing strategy is that people can access Noah’s Ark through Gudjahgahmiamia.

Broader goal Aboriginal children are happy and healthy.

Program goal  F amilies have access to high quality early childhood services in a culturally safe space.

 F

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

 Abor

iginal staff in early childhood services are trained and qualified Intermediate outcomes

 Childr

en are getting correct diagnoses.

 F

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

 Child is accessing specialists who can pr

ovide support.

 P

arents are making more effective decisions to support their child.

Immediate outcomes

 Staff lear

ning good strategies for working with children.

 Staff capacit

y to conduct accurate developmental diagnosis is increased.

 Staff confidence is incr


 P

arents and staff developing good relationships.

 P

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

74 Annual Report 2018–2019

Broader goal Aboriginal children are happy and healthy.

Outputs  M entoring sessions

 S

essions with staff, mentor, parents and child

Activities  Staged pr

ocess, staff begin observing and slowly become more involved in providing early childhood services.

 Staff at the ear

ly childhood centre are allocated a mentor. They work together to support an individual child. Mentor models working with the child and the staff member learns skills through a modelling and mentoring approach.

 Staff r

eceiving feedback on their work.

 Childr

en receiving tailored support from the mentor and staff member.

 P

arents are involved in the process, and family members are encouraged to attend.

 Staff document their and the child

’s development through

a journal.

Foundational activities

 R

ecruitment of mentors

 D

evelopment of capacity building process

 Engagement with families and par


Wreck Bay Aboriginal Community Council 7 5

Administration Team Report for 2018–19 The administrative team is the backbone of WBACC. It’s work ensures the funds for the day care and contract services teams to operate, and facilitates all land management and community services obligations. The functions of the team are wide and varied, encompassing:

 S

upport to the Board of Management—arrangement of Board meetings, Board papers and minutes; policy development.

 Co

ntract and Procurement Management—tendering and contracting, contract performance management, negotiation with government and contractors.

 F

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

 Human Resour

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

 Co

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

 Cultur

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

 Gener

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

 JB

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

This year the administration team attracted $1.9 million in government grant funding through grant applications, renewals and negotiations. It acquitted all funds accurately and on time. The team also negotiated and managed the contracts performed by the contract services teams, to the value of $2.1 million. It managed day care fees, rent payments and income from investments.

76 Annual Report 2018–2019

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

Significant work of the team this year included:

 neg

otiation of a Cultural Heritage Agreement several years in the making;

 neg

otiation of what had been delayed SLAs, including a WHS capacity building payment;

 arr

angements of leadership training and team building for staff;

 neg

otiation of the payment of old debt by Parks Australia;

 de

velopment of a checklist system for contract services staff to assist with better preparation of tax invoices;

 de

velopment of a home ownership implementation strategy, the associated steps and the Ministerial submission.

some of WBA CC’s Admin T eam

Wreck Bay Aboriginal Community Council 7 7

All Ongoing Employees Current Report Period (2018–19)

Male Female Total

Full time Part time Total Full time Part time Total

14 9 23 8 9 17 40

All Non-Ongoing Employees Current Report Period (2018–19)

Male Female Total

Fulltime Part Time Total Fulltime Part Time Total

- 16 16 - 9 9 25

All Ongoing Employees Previous Report Period (2017–18)

Male Female Total

Fulltime Part Time Total Fulltime Part Time Total

15 7 22 6 11 17 39

All Non-Ongoing Employees Previous Report Period (2017–18) Male Female Total

Fulltime Part Time Total Fulltime Part Time Total

- 18 18 - 10 10 28

78 Annual Report 2018–2019

Information about remuneration for key management personnel



term benefits Post

- emplo



Other long - term


Termination benefits Total remuneration

Name Position


Base salary Bonuses Other benefits and allowances

Superannuation contributions Long service


Other long term benefits

Mal Hansen Former CEO 105 4 1 110

Anne-Marie Farrugia CEO 101 10 2 113

Reuben Ardler

Deputy CEO 107 10 3 120

Wreck Bay Aboriginal Community Council 7 9

Elders Garden

80 Annual Report 2018–2019


Wreck Bay Aboriginal Community Council 8 1

Performance Performance has been reported against each of the Performance Criteria under each strategy, as set out in the 2018–22 Corporate Plan. The Annual Performance Statements are provided further to Section 39(1)(a) of the PGPA Act for the 2018–1029 financial year and accurately present Council’s performance in accordance with Section 39(2) of the PGPA Act. The annual performance statements are based on properly maintained records, accurately reflect the performance of the entity, and comply with Subsection 39(2) of the PGPA Act.

Overarching Strategy 1—Sole Ownership of Land and Waters WBACC engaged in several strategies to work towards sole ownership of land and waters.

Strategy 1—Performance Criteria 1: Continue to pursue the petitions to the Government for action on Regulations under the Land Act Actions: WBACC made two petitions to Parliament, for the granting of several parcels of land within the JBT.

Result: The petitions were only partly successful, with the Minister granting two blocks only, Blocks 151 and 152, vacant crown land in Jervis Bay Village. The Minister’s reason for refusing the grant of the other blocks was that they all had structures (mainly houses) and there was a concern expressed regarding the ability of WBACC to manage its housing (because of the then current High Court case).


steps: WBACC has re-submitted its application for the granting of further lands, in the context of its home ownership implementation strategy, which demonstrates a commitment to proper management of its housing and an understanding of the requirements of housing management. WBACC has also made petition for other land in the JBT which offers economic advancement opportunities.

82 Annual Report 2018–2019

Strategy 1—Performance Criteria 2: Seek regulations to enable enforcement of By-Laws Actions: WBACC undertook to actively pursue the Federal Government to finalise the legislation to allow for WBACC to enforce its by-laws efficiently. The Land Grant Act provides for regulation to be made to allow for the enforcement of the by-laws however no such regulation has yet been made, currently all offences have to be prosecuted through the court system, which is costly and time consuming. The by-laws set out a comprehensive range of offences including damaging local bushland, dumping waste, creating a public nuisance and traffic offences. The by-laws represent the basis for WBACC to be able to administer the land.

Result: WBACC did hold discussions with and forward requests to (then) PM&C for changes to the by-laws however the desired result was not achieved. The reason for the lack of progress was the High Court action relating to housing. It was understood by all parties that the implications of the High Court decision were likely to require more extensive legislative change so the by-law discussion was put on hold.


steps: WBACC and NIAA have held discussions since the High Court decision and in relation to our home ownership implementation strategy. There is a recognition that we need to pursue legislative and by-law change and it is expected that this process will begin in the 2019–20 financial year.

Strategy 1—Performance Criteria 3: Continued evolution of Joint Management of Booderee National Park Actions: WBACC undertook to ensure continued representation on the Joint Board of Management and the achievement of Lease renegotiation. it also planned to use its influence on the Joint board for improved training for community and increased employment within BNP.

Result: Following the WBACC AGM in December 2018 which saw the election of some new executive members, there was a need to replace some Joint Board representatives no longer on the WBACC Board. The transition occurred, with two new members and two new alternates appointed to the Joint Board. Joint Board members continued to demonstrate to the new Director of National Parks the need for changes to the Lease, which culminated in an agreement to negotiate, currently underway. It is hoped that next year’s Annual Report will record report on a newly negotiated lease.

Wreck Bay Aboriginal Community Council 8 3

The Joint Board training sub-committee, which had not met for some time, was revived and has secured several significant training opportunities for BNP and WBACC staff and community members. Training in leadership, governance and project management has occurred during the year, providing training to approximately 30 registered members.


Steps: Lease negotiations continue and the training sub-committee has undertaken a skills analysis and is engaging with TAFE for new courses during 2019

WBACC staff undertook leadership training with T AFE NSW

Strategy 1—Performance Criteria 4: Ensure Good Governance so that the Organisation is able to solely manage the lands in future Actions: WBACC undertook to continue to maintain good governance principles by offering Board, staff and community members further governance and financial training and by keeping its policies up to date and well communicated.

Result: The new Board, elected in December 2018, undertook governance training in February, 2019 which also had a financial management component. The training was attended by all nine Board members as well as

84 Annual Report 2018–2019

three sub-committee representatives and senior management from Council. This training focused on the role of the Board in ensuring good governance of the organisation. It was a specially tailored program, delivered by Indigenous Community Volunteers. In April of 2019, further governance training, delivered by TAFE under a program arranged jointly by WBACC and Parks Australia was offered and targeted at community, particularly community representatives on the newly established sub-committees. This training attracted fifteen people.

Further steps in good governance were taken by the Board in the establishment of a Code of Conduct for Board meetings and Board Meeting Rules. This good example was followed by Council staff who renewed the staff Code of Conduct and developed policies in performance management and introduced a performance regime. Council also employed an archives officer to get hardcopy paperwork into order and ensure compliance with the Records Authority that WBACC signed in November 2018. Improvements have been made to WBACC’s computer filing system to ensure good maintenance of records and ahead of the introduction of a proper data management system planned for 2020.

WBACC has a large number of policies relating to community services, housing management, staffing/operations, Work, Health and Safety and childcare. In the 2018–19 year 50% of all childcare policies were reviewed and updated, as were 50% of the WH&S policies and 50% of the community services policies. Housing management policies were not reviewed because of the High Court decision and its implications which will completely change the way that housing is managed. This will be a task for 2019–20 after funding for a new regime is secured. A small number of staff policies were reviewed and several new policies added.

WBACC improved its communication with community by establishing a monthly community newsletter, a closed facebook page for registered members, used to disseminate policy updates and advertisements for community activities etc, and by placing community policies on WBACC’s website.


Steps: The Board has established a governance sub-committee of the Board which includes representatives from the Board, community and council staff. The committee will examine some of the older Council policies in detail and make recommendations to the Board for improvement.

Wreck Bay Aboriginal Community Council 8 5

WBACC has started review of its website and will be working with a consultant to redesign the site to make it more user friendly.

Overarching Strategy 2—Achieve representation at all levels of government WBACC engaged in several strategies to achieve improved representation at all levels of government.

Strategy 2—Performance Criteria 1: Lobbying of Government and Training of community members in issues affecting them Actions: In 2019–20, WBACC engaged several ACT and Commonwealth Ministers, via meetings, letters and telephone calls, in relation to matters affecting the community. Subjects for action included telecommunications (or lack thereof ), postal services, elections and stolen wages. All issues are related to the cross jurisdictional problems experienced by the Jervis Bay Territory being geographically located within NSW. There was also considerable communication with the Department of Defence on the issue of PFAS contamination, with several public and private visits from Defence to discuss the findings of the site safety investigation, human health risk assessment reports and monitoring and management plans.

The community was visited by its federal member of parliament on three occasions and had other sessions from the defence department in relation to PFAS contamination.

WBACC provided information sessions to its members on housing (presented by Indigenous Community Volunteers), PFAS contamination (presented by CRC Care at the University of Newcastle); home ownership (presented by Indigenous Business Australia) and small business management (presented by Indigenous Business Australia).

Results: Whilst improvements in telecommunications and postal services were not actually achieved, there was some movement to bring us a step closer to the introduction of better phone and internet and a mail delivery service. Investigations for the placement of satellites on the WBACC buildings in order to ensure reliable connectivity for business purposes have led to further discussions with Telstra and it seems that Jervis Bay and at least parts of Wreck Bay are now included in the NBN rollout. There is not yet a clear date

86 Annual Report 2018–2019

although early 2020 has been mentioned in relation to Jervis Bay. Lobbying has led to discussions with Australia Post to work towards mail and parcel delivery in Jervis Bay and Wreck Bay villages. On Australia Post’s advice, WBACC has posted a petition in Wreck Bay and Jervis Bay, with nearly 100% sign up rate. Australia Post has indicated that such a petition may lead to a contract between Australia Post and WBACC to ensure a reliable postal service.

Lobbying to improve the access to representative democracy of Jervis Bay and Wreck Bay residents has been less successful, with correspondence from the Electoral Commission to the effect that the ability of residents to attend for three hours on one weekday in the week before a federal election is adequate and in keeping with the access of other communities.

Unfortunately, there can be no positives out of the PFAS contamination. No amount of lobbying will change the fact that the scientific studies arranged by Defence have found levels of PFAS that require advice to not swim in or eat from community waters and not eat from parts of the traditional lands. Signage has been erected by the department of health, trees have been cut down at the Jervis Bay Public School and people have stopped cultural practices and teaching of children in those practices.

It is unclear whether the training provided to registered members has led to actual increases in business development and home ownership Anecdotally, there has been a increase in members starting up businesses and taking out mortgages, however WBACC does not collect data on this.


Steps: WBACC will continue to communicate with Telstra on the nbn rollout and hope that it happens in the 2019–20 Financial year. The petition to Australia Post will be presented in the new financial year. The community will begin serious considerations of its response to the PFAS contamination next yea

Wreck Bay Aboriginal Community Council 8 7

Participants at the IBA Home Ownership workshop

Overarching Strategy 3: Manage and Maintain Aboriginal Land Managing Aboriginal Land has many facets:

 identify

ing traditional land that should be claimed as Aboriginal land under the Land Grant ( Jervis Bay Territory) Act,

 Car

ing for the country already granted as Aboriginal land

 P

rotecting Aboriginal Land from competing land claims

 managing and maintaining str

uctures on Aboriginal land

 ensur

ing WBACC’s business operations do not damage the environment.

 pr

omoting and protecting cultural heritage

88 Annual Report 2018–2019

Strategy 3—Performance Criteria 1: Ensure the Fire Emergency Plan is up to date In late 2017, the Jervis Bay Territory experienced a significant fire, the effects of which are still evident two years later. In 2018–19, WBACC did some work to consolidate existing Fire Management practises and procedures, however this work is ongoing.

Fire 2017—damage still evident two years later

Action: The community has its own bush fire facility that is attached to and supported by the NSW Rural Fire Service. WBACC continued its regular liaison with the Rural Fire Service, the State Emergency Service, the AFP and other members of the JBT Emergency Management and Fire Management Committees.

The Grounds Maintenance and Roads and Trail Teams ensured all tracks out of the village (given that there is only one road) were kept cleared. In the 2017 fire, one of the tracks had to be used because the road was impassable.

WBACC is currently finalising its emergency management plan, which encompasses fire management. The plan has been developed following a COMCARE recommendation and with the help of a WH&S consultant. It will also be assisted by an emergency management consultant. WBACC is also consulting with other agencies in the JBT—DIRDC and the Booderee

Wreck Bay Aboriginal Community Council 8 9

National Park to ensure we all have emergency management plans that are complementary. Drills are expected to be conducted in the third quarter of the 2019–20 year.

Results: The Wreck Bay Fire Service acted in line with all Rural Fire Service directives and conducted required backburns, maintenance, drills etc. The tracks and trails were kept clear and used by the fire services. Thankfully they were not needed in an emergency this year. The emergency management/fire management plan took longer to achieve than expected but is now on track to finalisation.


Steps: The emergency management plan will be finalised in the next few months and drills conducted at WBACC’s premises in Jervis Bay and in Wreck Bay Village. The newly contracted cultural heritage function will involve the design of a cultural heritage management plan that will include an element of cultural burning to maintain land and prevent destructive bush fires.

Strategy 3—Performance Criteria 2: Reduce/Control Bitou Bush Bitou Bush was planted in the 1960s in the JBT to stabilise sand dunes. It spread quickly from there, to the point where it has become one of the worst infestations on the NSW south coast. It grows quickly and competes with plants that provide traditional sources of bush tucker and/or are used for cultural practices. It is important to the community that this weed is controlled within its lands.

Action: WBACC, with grant funding from NIAA, employs three staff to keep on top of Bitou Bush and Sea Spurge, another weed of national importance. This year, we purchased a vehicle mounted spray machine to allow for coverage of wide areas of growth. However there are a large number of areas inaccessible by vehicle and control of the weeds in these areas requires hand weeding and personal spray equipment. The WBACC team works with the team from Booderee National Park on a regular basis for control of large areas bordering the National Park and the Wreck Bay lands.

90 Annual Report 2018–2019

WBACC and BNP weeds T eams work together to control Bitou bush and Sea Spurge on tr aditional


Results The results have been positive. The weed is unlikely to ever be eradicated (the stated view of government experts) but it is well controlled in areas subject to control in the JBT.


Steps: WBACC has become aware of funding available from the Department of Primary Industries, targeting Sea Spurge and hopes to attract this funding for 2019–20. This will enable WBACC to provide a level of job security to its existing team.

Strategy 3—Performance Criteria 3: Reduce Fuel consumption Action: WBACC instituted the use of a single re-fuelling station within the depot, with no-re-fuelling at petrol stations. Re-fuelling occurred once week on a Friday afternoon for contract use vehicles and generally once a month for administrative use vehicles.

Results: Unfortunately WBACC did not succeed on this performance criteria. Fuel consumption increased on the previous year. This was caused by an increase in vehicles owned and used by the business for the provision of

Wreck Bay Aboriginal Community Council 9 1

contracted services and loose control of use of vehicles for ancilliary purposes. For example, staff were individually driving into town (round trips of 70 kms) to purchase uniforms, or to arrange equipment and vehicle inspections or purchase office supplies.

The problem was compounded by an issue with Parks’ fuel invoicing (WBACC uses the DIRDC owned pump in the depot for all re-fuelling, which is then invoiced back to us by Parks Australia under a sub-lease arrangement). Parks failed to invoice WBACC for three quarters. WBACC picked this up but pursued it with the wrong people within the Parks structure. The checks and balances that would have come from regular review of the fuel consumption listed on the invoices did not happen.


Steps: WBACC has started and will continue to enforce the vehicle use policy. Uniforms are now being ordered twice a year only (summer and winter) via bulk order, with one pick up and delivery of the bulk order) and no attendance by staff at the uniform shop. Equipment is now maintained and repaired at the depot by a mobile mechanic following a regular run sheet, likewise with plant; vehicles are on a regular service plan with a local motor mechanic and all office supplies are ordered in and delivered, It is hoped that this will make a difference to next year’s fuel consumption.

Strategy 3—Performance Criteria 4: Engage in Land Use Planning An important function of WBACC under the Land Grant Act is to engage in land use planning in relation to Aboriginal Land. The Council’s responsibilities range from town planning in Wreck Bay Village (geotechnical assessment for the building of residences and facilities, placement of the new cemetery, the community services precinct etc) to determining use of newly granted land for economic activity or otherwise, to recognising the impact on cultural land use practices of PFAS contamination and developing appropriate responses.

Action: This year WBACC hired contractors to undertake geotechnical assessment of the lots in Wreck Bay Village that the community plan identified as possible sites for residential buildings and a new cemetery. The results are now in and WBACC has engaged a town planner through Indigenous Community Volunteers to help finalise the town plan. This work will begin in October 2019.

92 Annual Report 2018–2019

Blocks 151 and 152 in Jervis Bay Village were granted to the community this year. There are a number of ides for use of the lots in furtherence of economic activity, however also considerations relating to the fact that the blocks form part of a nature corridor. The economic development sub-committee of the Board will consider various options, do some research, develop business cases and present recommendations to the Board in the coming two years.

Close to the end of the financial year, WBACC and the Board held discussions with representatives from Wollongong University to consider potential research projects to assist WBACC to properly identify the impact of PFAS contamination on cultural land use practices. The university has supported the research and is currently seeking government funding to undertake it. Assuming the study goes ahead, the findings and data will be used to assist WBACC to look at solutions for keeping culture alive in places where traditional gathering, hunting, fishing etc may no longer be able to occur.

Results: The geotechnical tests have indicated that the identified lots are suitable for residential development, but that the proposed cemetery site is unsuitable. The town planning process will be used to consult with the community to consider other potential sites which will also need to be tested.


Steps: The town planning and PFAS cultural impact research should occur in the 2019–20 financial year. Next year’s annual report will report the outcomes. WBACC has made further land claims this year, in relation to land previously not granted by the Minister due to concerns about the then impending high court decision. It is hoped that there will be positive results to report in next year’s annual report

Strategy 3—Performance Criteria 5: Maintain Cultural Heritage Actions: The most important work this year in the area of Cultural Heritage was the negotiation of a cultural heritage function agreement with Parks Australia and the commitment from Parks to formulate a four year, properly costed, Service Level Agreement for a cultural heritage function for the 2020–24 financial years.

 WB

ACC participated in several initiatives this year including revival of the education and interpretation sub-committee under the Board of Joint Management, which had not met for more than a year prior,

Wreck Bay Aboriginal Community Council 9 3

 Junior R

anger’s Program,

 Indig

enous Ranger Cadets,

 sc

hool language classes,

 Jer

vis Bay Knowledge Partnership

 establishment of a cultur

al heritage sub-committee of the WBACC


Results: With the contracted money from Parks, WBACC has been able to hire a cultural heritage officer, with recruitment action underway as this annual report is developed. The new officer will begin work in August and deliver a fully costed cultural heritage strategy to the Joint Board in March, for negotiation of the four year SLA by July 2020.

The Junior Rangers Program held several fieldtrips for Jervis Bay Primary School children this financial year, all well received.

WBACC advised Parks on its indigenous language activity as part of its website advertising for the three National Parks, Kakadu, Uluru and Booderee, with tourist information on whales and quolls presented using Dhrurga words.


steps: A cultural heritage centre would be an important step in keeping, curating, and telling the story of Wreck Bay and the Community. The Booderee National Park Plan of Management requires the establishment of a cultural heritage centre by government, but this has not yet occurred, despite promises and the commissioning of detailed plans by various Directors of National Parks. WBACC intends to take up the cause this year, in a more sustained way.

94 Annual Report 2018–2019

Overarching Strategy 4—Provide Services to Community Members The focus of WBACC’s operations is the generation of income for the benefit of the community.

Strategy 4—Performance Criteria 1: Improve Housing There are 49 houses in Wreck Bay village and like all houses they need repair and maintenance. This is WBACC’s responsibility as the owner of the houses and it is a responsibility it has taken seriously but which it has lacked funds to properly manage. Repairs and maintenance are constant and Council has a team of staff dedicated to meeting the demand and has committed large amounts of money, however it has still had difficulty keeping up. The age of the houses and their seaside location increases the maintenance load.

Action: WBACC received $560k in funding in 2017/18 and 2018/19, which it met dollar for dollar out of its own reserves, to assist with repairing and upgrading the kitchens, bathrooms and other wet areas of the houses to an acceptable standard. This work has continued throughout the year, and is set to continue into the future, with further funds committed. So far, 37 of the houses have had major repairs to wet areas. For most of these houses this has meant new kitchens, bathrooms and painting and flooring in those areas (as well as hallways in most cases) and roof and ceiling repairs.

Results: Tenants who have had their kitchens and bathroom repaired are positive about the results and the impact the work has had on their quality of life.


Steps: Money has been secured for next financial year to continue with the housing repair and maintenance program and to conduct urgent repairs and preventative measures to windows and doorways affected by salt, storms and lack of eaves. Currently, WBACC has a submission with NIAA for a much larger home ownership implementation strategy. If approved and the budget allocated, WBACC will be embarking on a much larger program of housing repairs in order to have all houses up to a standard to make them suitable to handover to current tenants as homeowners. This work will be in conjunction with a renewed town plan and will include work on retaining walls, drains and culverts, fencing, roadworks and community facilities.

Wreck Bay Aboriginal Community Council 9 5

Strategy 4—Performance Criteria 2: Update the Town Plan Action: This year, WBACC engaged Indigenous Community Volunteers to assist with our town plan. This involved initial work to respond to the High Court decision on housing. ICV helped us work through the options available and provided information to help the WBACC Board make a decision to implement home ownership in Wreck Bay Village. This decision has led to identification of all the steps necessary to achieve home ownership, most of which need to be worked into a new town plan.

Results: WBACC’s Home Ownership Implementation Strategy is currently with Government for consideration.


Steps: The town planner will be arriving in October 2019 to develop a detailed town plan, encompassing all the work required for the establishment of 99 year leases on the ACT crown lease model. This will involve work to survey and subdivide lots (the 403 is registered as a single lot currently), fencing, roads, culverts, retaining walls, identification of new lots, a new cemetery and community spaces. ICV has generously supplied an architect to work with the town planners as well as some legal expertise.

Strategy 4—Performance Criteria 3: Increase the utilisation of the Child Care Centre Gudjahgahmiamia provides a great service to the Wreck Bay and surrounding communities and is much appreciated by community parents and grandparents.

Action: This year, WBACC set out to increase the daily average enrolment numbers at the child care centre. It used various strategies including working with families to ensure they were claiming the best available subsidy, maintaining the vacancy list and ensuring families knew about vacancies by providing information in flyers, on facebook and in newsletters. The day care centre maintained enough trained staff to be able to cater for up to 30 children if required. A bus was purchased to transport children from surrounding areas and this has helped maintain numbers. Towards the end of the financial year WBACC worked with Price Waterhouse Coopers, as part of a department of education funded viability program, to come up with marketing ideas for the centre, focusing on areas outside of Wreck Bay in an attempt to increase numbers.

96 Annual Report 2018–2019

Results: Enrolment is still sitting at 22 children. Whilst the centre did attract a couple of new families, other children finished at the centre at the end of the year to leave for school and numbers remained the same overall.


Steps: The marketing ideas developed by Gudjahgahmiamia and PWC have yet to be implemented. It is hoped that when they are implemented in 2019–20 they will be successful in helping the centre work to its full capacity.

Strategy 4—Performance Criteria 4: Provide Increased/improved recreation activities and facilities  A ction: The following programs continued this financial yNAIDOC Week celebrations

 kids Chr

istmas party

 fundr

aising for Black Rock to Red Rock trip to Uluru for Jervis Bay Primary school kids

Santa arriving at the kids’ Christmas party

The following programs were revived this financial year:



omen’s group—focusing on art projects

 Mens’

group—focusing on the establishment of a community garden and mens’ shed

 Elder

’s Christmas Lunch

Wreck Bay Aboriginal Community Council 9 7

The following programs were introduced this year:

 Co

mmunity veggie garden (land allocated, tools purchased)

 w

ell-being time program for staff

 g

ym program for community women (in association with Waminda Women’s Health Service

The following facilities were improved:

 Basket

ball courts had lighting, new backboards and nets installed, new line marking, (seating to come next year)

 A men

’s shed was allocated and fitted out with benches and equipment (training in equipment next financial year)

 Co

mmunity centre received a slight internal spruce up, with removal of mess and old filed material from one of the rooms; installation of a working oven, installation of air conditioning.

Results: The women’s group program was well received, with 10–15 regular attendees. Tie dyeing workshops produced lovely bags and t-shirts which the women were able to sell at the NAIDOC day market. The result was therefore a new skill and a small income for community women, as well as improved socialisation opportunities.

An example of women’s group work

98 Annual Report 2018–2019

The men’s group was more difficult to get off the ground because the vision involved infrastructure (a garden and a mens’ shed), however by the end of the financial year the initial work had been done. The elder’s lunch was a great day, which all attendees (close to 50 people) enjoyed. It also kick started in Council staff the recognition of a need for an oral history project which Council has budgeted for for 2019–20. The gym program has been a hit with community women, particularly due to the availability of a bus supplied by Waminda. There are approximately ten women taking part in the program. The basket ball court improvements have been very popular with community children and parents. Parents have reported children playing on the courts well into dark, which has been a social opportunity for parents as well.


Steps: The focus next year will be getting the community garden up and running with the installation of a water tank and garden beds. The other major (and longer term) project is the re-design/re-development of the community centre and hall. An architect will be coming in August to start drawing up plans after consultation with the community. WBACC is hopeful that the money we attract from government for the home ownership implementation strategy will also include requested money for improvements to these public spaces.

Strategy 4—Performance Criteria 5: Creation of Employment Opportunities One of WBACC’s functions includes the creation of employment opportunities for community members.

Action: WBACC took advantage of government schemes designed to assist people into the workforce, These schemes pay some money to the business to employ people. The business subsidises the remaining salary and where possible retains the employee when the scheme completes. WBACC also entered partnerships with training organisations and the local high school to set community young people on a path to future ongoing employment, WBACC also negotiated higher contract prices and increases in services under some SLAs to allow for employment of more staff and increased grant funding.

Wreck Bay Aboriginal Community Council 9 9

Results: The following new jobs were created in the 2018–19 financial year:

 ar

chives officer

 2nd assistant w

eeds officer

 a

dmin officer (Finance)

 c

hild care worker—diploma of children’s services, early childhood education and care

 sc

hool based apprentice certificate lll in early childhood education and care

 civil and co

nstruction school based apprentice

 AFL mentor sc

hool based apprentice.


Steps: WBACC has applied for primary industry funding to facilitate ongoing employment of members of our weed control team, NIAA funding for a caring for country ranger program and the economic development sub-committee will be focusing on new business opportunities for the creation of more community employment.

Overarching Strategy 5—Conduct Business Enterprise  The WBACC business entity essentially has four income streamsLease monies and a percentage of camping fees from the Director of National Parks for Booderee National Park;

 Co

ntract payments from Parks Australia, DIRDC and Centrelink for services delivered;

 Rental pa

yments and childcare fees from WBACC members;

 Gr

ant monies from PM&C (now NIAA) and the Department of Education.

There has long been discussion within WBACC of the need to create alternative businesses/income streams. Up to this point this has focused on the creation of new service contracts with Parks Australia. This year, WBACC made some very slight inroads into discussions about the establishment of new income streams, outside of contracts with Parks.

100 Annual Report 2018–2019

Action: WBACC re-negotiated it’s Head Agreement and existing five Service Level Agreements with Parks Australia this year. The SLAs for infrastructure, grounds maintenance, maintenance of roads and trails, cleaning and entry station all include improved rates. WBACC also entered into a new community liaison agreement, also with a slightly increased contract price. The new contracts are testament to WBACC’s performance of the previous contracts, with services provided on time and to specification. At the end of the year, WBACC negotiated a new agreement with Parks, for a cultural heritage function.

WBACC’s agreement with DIRDC was also renewed, with a slight increase in services related to the land grant of Blocks 151 and 152 and associated grounds maintenance. Again, WBACC’s contract services department performed the previous contract well.

The day care centre undertook various strategies to increase the number of children attending, focusing on assisting families in the interaction with Centrelink under the new Child Care funding arrangements introduced last financial year.

WBACC encouraged tenants not currently paying rent to pay rent by explaining the link between rent payment and repair and maintenance work.

Extra grant income was sought from and provided by PM&C (for housing repairs) and the Department of Education to assist with improving the viability of the service.

WBACC established an economic development sub-committee of the WBACC Board, made up of Board, community and staff reps and with a special advisor from the Regional Investment Office. This sub-committee will meet throughout 2019–20 and consider ideas and conduct feasibility studies to present new business recommendations to the Board.

In the conduct of its business enterprise, WBACC managed reasonably well. There were some issues with invoicing to Parks Australia which have resulted in improved processes in both organisations to ensure proper linking of invoices to works completed. The business operated within its budget and has good audit outcomes.

Wreck Bay Aboriginal Community Council 1 01

Results: The renegotiated Service Level Agreements with Parks Australia should yield slightly higher revenue, based on the increased rates. There was only one new agreement, for cultural heritage, which does represent new business and increased income over the coming year, all to be expended on staff costs. The increase in services under the DIRDC contract does represent new business and will render slightly higher revenue. The number of children attending childcare did not increase overall, although WBACC attracted viability funding for the child care centre, regarded as a very important community service. There was an increase in rent payments, with five non


rent payers signing up to pay rent. Again, rents are too minimal to make any real difference to WBACC’s bottom line, but they mean that the amount WBACC has to subsidise from reserves is slightly lowered.


Steps: WBACC has formally entered a process for re-negotiation of the Lease with the Director of National Parks and this re-negotiation will include discussion on Lease payments and percentage of Park takings. These discussions will begin in the new financial year but may not conclude for some time, given the complexity of the Lease arrangements. The economic development sub-committee has started its work and is looking at business ideas and conducting research to present well designed business cases to the Board. WBACC has entered discussions with NIAA to take on extra responsibilities in the management of sports grants and early childhood grants which, if successful, will result in an extra income stream from January 2020.

Overarching Strategy 6—Conduct Skills Analysis and Training Further identification of required skills, education and training is critical to the ongoing success of the community as it develops to a position where it can ultimately solely manage all its own land and waters.

Strategy 6—Performance Criteria 1: Undertake Skills Analysis and Training Action: WBACC has made efforts this year to work more closely with Parks Australia on a joint training initiative. This was prompted by the re-establishment of the training sub-committee of the Joint Board of Management early in 2019. The Sub-Committee had not met for some years

102 Annual Report 2018–2019

prior to this financial year due to the Park not filling its training officer role. The role is currently filled temporarily. The training needs analysis, taken on by WB staff, is a significant undertaking and is ongoing.

WBACC and Parks approached TAFE NSW to form a partnership for the delivery of culturally appropriate adult training to staff of both organisations and community. TAFE provided, free of charge, courses in leadership and governance and it currently developing other tailored courses in use of tools and equipment for the men’s shed,

WBACC continued it association with the indigenous unit of the Melbourne Business School, which provided 12 week project management courses for community members. Two community members took up the opportunity.

WBACC organised, with Vincentia High School and Australian Training College, three school based apprenticeships (SBATS) for three Wreck Bay year 11 students.

Existing employees of the WBACC contract services team received their regular training/ accreditation in the use of plant and equipment, first aid, WHS, traffic control etc., with training in the use of plant also offered to community , as a way of ensuring a skilled casual pool and building saleable skills so that people are able to apply for jobs on the many roads projects currently underway in the Shoalhaven and Illawarra. The day care team also had its required training for accreditation and for upskilling of employees.

Results: Eleven people undertook and finished the leadership course; five people continued with the governance course (which has not yet completed, still with a couple of months to run). The leadership course was evaluated positively by participants who are applying their learning in their current supervisory roles. Two people undertook and completed the project management course in Melbourne. The success of the first TAFE course has allowed us to negotiate a five year program with TAFE, which will commence in the new financial year and guarantee several courses a year, delivered on country and in consultation with WBACC and Parks Australia. The first performance review for the SBATS has occurred with all three students obtaining positive reviews.

Wreck Bay Aboriginal Community Council 1 03


steps: It is expected that when the training needs analysis is complete, WBACC will be in more of a position to link training needs with steps towards sole management. An important part of this is actually identifying what skills are needed to effectively manage a National Park. The Roadmap to Sole Management consultancy, occurring in the 2019–20 Financial Year, will feed into the training needs activity.

WBACC needs to do more to attract registered members who are not currently employees of the organisation to undertake the training courses on offer. It is a particular challenge in relation to unemployed community members. This will require more work in the areas of community engagement and marketing as well as better partnerships with job active service providers and NGOs working with unemployed youth. Late this year we developed a partnership with Campbell Page, who comes to the Wreck Bay Office once a week as a resource for community members and who has developed a Biinda Buradja Program to help create individual pathways to employment whilst connecting to community and culture. The coming financial year will see the growth of these programs.

104 Annual Report 2018–2019


Wreck Bay Aboriginal Community Council 1 05

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


To the Minister for Indigenous Australians


In my opinion, the financial statements of the Wreck Bay Aboriginal Community Council (‘the Entity’) for the year ended 30 June 2019:

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

(b) present fairly the financial position of the Entity as at 30 June 2019 and its financial performance and cash flows for the year then ended.

The financial statements of the Entity, which I have audited, comprise the following statements as at 30 June 2019 and for the year then ended:

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

explanatory information.

Basis for opinion

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

Accountable Authority’s responsibility for the financial statements

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

In preparing the financial statements, the directors are responsible for assessing the ability of the Entity to continue as a going concern, taking into account whether the Entity’s operations will cease as a result of an administrative restructure or for any other reason. The directors are also responsible for disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the

assessment indicates that it is not appropriate.

106 Annual Report 2018–2019

Auditor’s responsibilities for the audit of the financial statements

My objective is to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian National Audit Office Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements.

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

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

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

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

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

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

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

Australian National Audit Office

Lorena Skipper

Executive Director

Delegate of the Auditor-General


21 November 2019

Wreck Bay Aboriginal Community Council 1 07

108 Annual Report 2018–2019

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Statement of Comprehensive Income for the period ended 30 June 2019

Note 2019 2018


Expenses Employee benefits 1.1A 2,370,637 2,210,008

Suppliers 1.1B 678,799 626,540

Occupancy expenses 1.1C 73,634 89,542

Community grants 1.1D 78,738 93,256

Depreciation 2.2A 366,469 402,455

Impairment loss allowance on financial instruments 1.1E 5,424 5,247

Write-down and impairment of assets 1.1F - 553

Other expenses 1.1G 634,611 703,104

Total expenses 4,208,312 4,130,705

Own-Source Income

Own-source revenue Rendering of services 1.2A 2,151,456 2,021,751

Interest 1.2B 30,533 30,191

Gains 1.2C 2,273 17,640

Total own-source revenue 2,184,262 2,069,582

Revenue from Government 1.2D 1,954,547 1,986,417

Total revenue 4,138,809 4,055,999

Net (cost of )/ contribution by services (69,503) (74,706)

Surplus/(deficit) before income tax on continuing operations (69,503) (74,706)

OTHER COMPREHENSIVE INCOME Items not subject to subsequent reclassification to net cost of services Land Contribution from Government 1.2E 300,000 -

Changes in asset revaluation reserve 1,047,325 (4,481,796)

Total other comprehensive income 1,347,325 (4,481,796)

Total Comprehensive income/(Loss) 1,277,822 (4,556,502)

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

Wreck Bay Aboriginal Community Council 1 09

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Statement of Financial Position as at 30 June 2019

Note 2019 2018


Financial assets Cash and cash equivalents 2.1A 1,365,551 1,226,308

Trade and other receivables 2.1B 549,091 404,919

Other financial assets 2.1C 1,060,913 1,048,245

Total financial assets 2,975,556 2,679,472

Non-financial assets Land and buildings 2.2A 55,634,279 54,577,360

Infrastructure, plant & equipment 2.2A 369,877 218,669

Total non-financial assets 56,004,156 54,796,029

Total assets 58,979,711 57,475,501

LIABILITIES Payables Suppliers 2.3A 236,736 117,573

Other payables 2.3B 249,598 257,013

Total payables 486,334 374,586

Provisions Employee provisions 3.1A 263,347 308,166

Former employee provisions 3.1B 159,459 -

Total provisions 422,806 308,166

Total liabilities 909,141 682,752

Net assets 58,070,571 56,792,749

EQUITY Reserves 32,309,832 31,262,507

Retained surplus 25,760,739 25,530,242

Total equity 58,070,571 56,792,749

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

110 Annual Report 2018–2019

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Statement of Changes in Equity for the period ended 30 June 2019

Note 2019 2018


Opening balance Balance carried forward from previous period 25,530,242 25,604,948

Comprehensive income Surplus/(Deficit) for the period (69,503) (74,706)

Other comprehensive income 300,000 -

Total comprehensive income 230,497 (74,706)

Closing balance as at 30 June 25,760,739 25,530,242

ASSET REVALUATION RESERVE Opening balance Balance carried forward from previous period 31,262,507 35,744,303

Comprehensive income Other comprehensive income 1,047,325 (4,481,796)

Total comprehensive income 1,047,325 (4,481,796)

Closing balance as at 30 June 32,309,832 31,262,507

TOTAL EQUITY Opening balance Balance carried forward from previous period 56,792,749 61,349,251

Comprehensive income Surplus/(Deficit) for the period (69,503) (74,706)

Other comprehensive income 1,347,325 (4,481,796)

Total comprehensive income 1,277,822 (4,556,502)

Closing balance as at 30 June 58,070,571 56,792,749

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

Wreck Bay Aboriginal Community Council 1 11

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Cash Flow Statement for the period ended 30 June 2019

Note 2019 2018


Cash received Revenues from Government 1,978,017 2,239,883

Rendering of services 2,374,925 1,899,544

Interest 22,531 36,698

Total cash received 4,375,473 4,176,125

Cash used Community grants (93,331) (75,999)

Employees (2,447,341) (2,299,484)

Suppliers (1,248,549) (1,551,683)

Borrowing costs - -

Net GST paid (209,343) (227,847)

Total cash used (3,998,564) (4,155,013)

Net cash from/(used by) operating activities 376,909 21,112

INVESTING ACTIVITIES Cash received Proceeds from sales of property, plant and equipment 2,273 18,000

Proceeds from investments—term deposit - -

Total cash received 2,273 18,000

Cash used Purchase of property, plant & equipment 2.2A (227,271) (79,757)

Increase in term deposit (12,668) (26,667)

Total cash used (239,939) (106,424)

Net cash from/(used by) investing activities (237,666) (88,424)

FINANCING ACTIVITIES Cash used Repayment of loans - -

Total cash (used by) / from financing activities - -

Net cash from/(used by) financing activities - -

Net increase/(decrease) in cash held 139,243 (67,312)

Cash and cash equivalents at the beginning of the reporting period 1,226,308 1,293,620 Cash and cash equivalents at the end of the reporting period

2.1A 1,365,551 1,226,308

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

112 Annual Report 2018–2019

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019


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 have been prepared in accordance with:


Public Governance, Performance and Accoutability (Financial Reporting) Rule 2015 (FRR); and


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

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

New Accounting Standards

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


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

Events after the Reporting Period

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

Wreck Bay Aboriginal Community Council 1 13

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

FINANCIAL PERFORMANCE This section analyses the financial performance of the Council for the year ended 2019.

2019 2018

1.1: Expenses $ $

1.1A: Employee Benefits Wages and salaries 1,796,809 1,686,733

Superannuation - Defined contribution plans 193,130 200,366

Leave and other entitlements 276,752 185,227

Director's fees 103,946 137,682

Total employee benefits 2,370,637 2,210,008

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 122,223 102,574

Contractors 310,026 234,217

Materials & supplies 184,940 205,635

Total goods and services supplied or rendered 617,189 542,426

Goods supplied 307,163 308,209

Services rendered 310,026 234,217

Total goods and services supplied or rendered 617,189 542,426

Other suppliers Workers compensation expenses 61,610 84,114

Total other suppliers 61,610 84,114

Total suppliers 678,799 626,540

1.1C: Occupancy Expenses Repairs & maintenance 18,621 7,393

Water rates 23,808 35,280

Other 31,205 46,869

Total occupancy expenses 73,634 89,542

114 Annual Report 2018–2019

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

2019 2018

$ $

1.1D: Community Grants Other grants and activities 78,738 93,256

Total community grants 78,738 93,256

1.1E: Impairment Loss Allowance on Financial Instruments Impairment on trade and other receivables 5,424 5,247

Total finance costs 5,424 5,247

1.1F: Write-Down and Impairment of Assets Impairment of property, plant & equipment - 553

Total write-down and impairment of assets - 553

1.1G: Other Expenses Accountancy fees 180,940 155,381

Annual report printing 14,326 15,733

Audit fees 44,000 32,000

Bank charges 590 730

Board costs 4,125 7,225

Computer costs 2,059 16,536

Consultancy fees 9,000 7,956

Conference & travel expenses 9,524 12,359

Fines & penalties 2,333 391

General expenses 20,774 9,559

Insurance 80,727 69,527

Legal costs 75,741 198,632

Minor equipment replacement 367 -

Motor vehicle expenses 102,254 76,980

Office supplies 31,804 37,428

Recruitment costs - 3,182

Policy development project - 19,096

Staff amenities 6,688 7,435

Telephone, fax & internet costs 25,764 24,567

Work, health and safety expenses 23,595 8,387

Total other expenses 634,611 703,104

Wreck Bay Aboriginal Community Council 1 15

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

1.2: Own-Source Revenue and Gains 2019 2018 $ $

Own-Source Revenue

1.2A: Rendering of Services Rendering of services 1,093,100 1,058,011

Housing rentals 61,285 53,939

Park lease - annual rental 310,602 304,823

- 25% of park income 515,752 478,065

Daycare fees 31,474 40,315

CCCS Daycare Subsidy 81,410 -

Other income 57,833 86,598

Total rendering of services 2,151,456 2,021,751

Accounting Policy

Revenue from rendering of services is recognised when:


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


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

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

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

1.2B: Interest Deposits 30,533 30,191

Total interest 30,533 30,191

Accounting Policy

Interest revenue is recognised using the effective interest method.

116 Annual Report 2018–2019

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

2019 2018

$ $

1.2C: Other Gains Other 2,273 17,640

Total Grants 2,273 17,640

Accounting Policy

Sale of Assets

Gains from disposal of assets are recognised when control of the asset has been passed to the buyer.

1.2D: Revenue from Government Australian Government Entities (related entity) 1,954,547 1,986,417

Total Revenue from Government 1,954,547 1,986,417

Accounting Policy

Revenue from Government

Revenue from Government 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 grantcan 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.

1.2E: Contribution from Government Land contributed by Australian Government Entities 300,000 -

Total Contribution from Government 300,000 -

Wreck Bay Aboriginal Community Council 1 17

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

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

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

2.1: Financial Assets 2019 2018

$ $

2.1A: Cash and Cash Equivalents Cash on hand or on deposit 1,365,551 1,226,308

Total cash and cash equivalents 1,365,551 1,226,308

The closing balance of Cash on hand or on deposit does not include amounts held in Term Deposit. See note 2.1C Other Financial Assets for more information.

2.1B: Trade and Other Receivables Goods and services receivable Goods and services 553,627 412,033

Total goods and services receivable 553,627 412,033

Other receivables Interest receivable 8,460 458

Total trade and other receivables (gross) 562,087 412,491

Less impairment allowance (12,996) (7,572)

Total trade and other receivables (net) 549,091 404,919

Credit terms for goods and services were within 30 days (2018: 30 days).

Accounting Policy

Loans and Receivables

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

118 Annual Report 2018–2019 Wreck Bay Aboriginal Community Council 119

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

Reconciliation of the Impairment Allowance

Movements in relation to 2019 Goods and



$ $

As at 1 July 2018 7,572 7,572

Amounts written off - -

Amounts recovered and reversed (715) (715)

Increase recognised in net cost of service 6,139 6,139

Total as at 30 June 2019 12,996 12,996

Movements in relation to 2018 Goods and



$ $

As at 1 July 2017 8,178 8,178

Amounts written off (5,703) (5,703)

Amounts recovered and reversed (1,650) (1,650)

Increase recognised in net cost of service 6,747 6,747

Total as at 30 June 2018 7,572 7,572

Accounting Policy

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

2019 2018

$ $

2.1C: Other Financial Assets Term deposits 1,060,913 1,048,245

Total other financial assets 1,060,913 1,048,245

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

118 Annual Report 2018–2019 Wreck Bay Aboriginal Community Council 1 19

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

2.2 : Non-Financial Assets 2.2A: Reconciliation of the Opening and Closing Balances of Property, Plant and Equipment Item Land Buildings on freehold land

Leasehold improvements Computer Equipment

Plant & Equipment Furniture Vehicles TOTAL

As at 1 July 2018 Gross book value 44,000,000 10,468,091 252,771 66,910 469,041 88,187 405,962 55,750,962

Accumulated depreciation and impairment - (2) (143,500) (48,551) (296,798) (83,021) (383,061) (954,933)

Total as at 1 July 2018 44,000,000 10,468,089 109,271 18,359 172,243 5,166 22,901 54,796,029

Additions Purchase - - 5,474 4,936 48,992 20,335 147,534 227,271

Contribution by Government 300,000 - - - - - - 300,000

Revaluations and impairment recognised in other comprehensive income 700,000 336,525 - - 10,800 - - 1,047,325

Depreciation - (262,234) (22,846) (9,943) (46,803) (1,401) (23,242) (366,469)

Disposals - - - - - -

Impairments recognised in net cost of services - - - - - - - -

Total as at 30 June 2019 45,000,000 10,542,380 91,899 13,352 185,232 24,100 147,193 56,004,156

Total as at 30 June 2019 represented by Gross book value 45,000,000 10,543,091 258,244 71,846 511,922 108,522 451,950 56,945,575

Accumulated depreciation and impairment - (711) (166,345) (58,494) (326,690) (84,422) (304,757) (941,419)

Total as at 30 June 2019 45,000,000 10,542,380 91,899 13,352 185,232 24,100 147,193 56,004,156

No property, plant and equipment are expected to be sold or disposed within the next 12 months. Revaluations of non-financial assets All revaluations were conducted in accordance with the revaluation policy as stated on note 2.2B. On 30th June 2019, an independent valuer conducted the revaluations of Land and Buildings.

120 Annual Report 2018–2019

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

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

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

Asset Recognition Threshold

Purchases of property, plant and equipment are recognised initially at cost in the statement of financial position, except for purchases costing less than $500, 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).


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

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

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


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.

Wreck Bay Aboriginal Community Council 1 21

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

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:

2018 2017

Building on Freehold Land 40 Y

ears 40 Years

Leasehold Improvements 10 t

o 4

0 Y

ears 10 to 40 Years

Plant and Equipment 3 t

o 1

0 y

ears 3 to 10 Years


All assets were assessed for impairment at 30 June 2019. Where indications of impairment exist, the asset’s recoverable amount is estimated and an impairment adjustment made if the asset’s recoverable amount is less than its carrying amount.

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


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.

122 Annual Report 2018–2019

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

2019 $

2018 $

2.3: Payables 2.3A: Suppliers Trade creditors and accruals 236,736 117,573

Total suppliers 236,736 117,573

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 66,657 91,168

Superannuation 33,000 39,933

Rent received in advance (Park) 77,356 75,912

Grants income in advance - Australian Government Entities 72,585 50,000

Total other payables 249,598 257,013

Wreck Bay Aboriginal Community Council 1 23

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019


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

3: Employee Provisions 2019


2018 $

Note 3.1A: Employee Provisions Leave 263,347 308,166

Total employee provisions 263,347 308,166

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, First State Super and LG Super. Employer Contributions amounting to $199,483 (2018: $200,063) for the Council, in relation to these schemes have been expensed in these financial statements. The liability for superannuation recognised as at 30 June represents outstanding contributions.

124 Annual Report 2018–2019

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

2019 $

2018 $

Note 3.1B: Former Employee Provisions Provision of leave on termination of employment 159,459 -

Total former employee provisions 159,459 -

The Former CEO’s employment ceased in October 2018, due to the clauses of his contract the Council will continue to payout his entitlements at half pay until January 2022.

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

2019 $

2018 $

Short-term employee benefits 312,690 227,787

Post-employment benefits 24,026 52,396

Other long-term employee benefits 6,023 24,289

Total senior executive remuneration expenses 342,738 304,472

The total number of key management personnel that are included in the above table are three (2018: two).

1. The above key management personnel remuneration excludes the remuneration and other benefits of the Portfolio Minister. The Portfolio Minister’s remuneration and other benefits are set by the Remuneration Tribunal and are not paid by the Council.

3.3: Related Party Disclosures

Related party relationships:

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

Wreck Bay Aboriginal Community Council 1 25

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

Transactions with related parties:

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

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

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

2019 $

2018 $

- Directors fees paid to board members during the year. There isno balance outstanding at year end. 102,310 137,461

102,310 137,461

3.4: Remuneration of Auditors Remuneration to the Australian National Audit Office for auditing the financial statements for the reporting period 32,000 32,000

32,000 32,000

No other services were provided by the ANAO.

126 Annual Report 2018–2019

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019


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

4.1: Contingent Assets and Liabilities

Claims for damages or costs Total

2019 $

2018 $

2019 $

2018 $

Contingent liabilities

Balance from previous period 50,000 59,000 50,000 59,000

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

Liabilities realised (50,000) (59,000) (50,000) (59,000)

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

Net contingent liabilities 50,000 50,000

Quantifiable Contingencies

Council was subject to a High Court ruling in the 2018–19 financial year which has created a contingency. The matter the subject of the High Court action is currently in mediation in the ACT Civil and Administrative Appeals Tribunal. The Council’s costs associated with this mediation are expected to be approximately $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.

Wreck Bay Aboriginal Community Council 1 27

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

2019 $

2018 $

4.2: Financial Instruments 4.2A: Categories of Financial Instruments Financial assets under AASB 139 Financial assets Held-to-maturity investments

Term deposits 1,060,913 1,048,245

Total held-to-maturity investments 1,060,913 1,048,245

Loans and receivables Cash and cash equivalents 1,365,551 1,226,308

Trade and other receivables 562,087 412,491

Total loans and receivables 1,927,638 1,638,799

Total financial assets 2,988,551 2,687,044

Financial liabilities Financial liabilities measured at amortised cost Trade creditors & accrued expenses 236,736 117,573

Rent received in advance (Park) 77,356 75,912

Grants in advance 72,585 50,000

Total financial liabilities measured at amortised cost 386,677 243,485

Total financial liabilities 386,677 243,485

128 Annual Report 2018–2019

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

Classification of financial assets on the date of initial application of AASB 9. Note AASB 139

original classification

AASB 9 new classification

AASB 139 Carrying amount at 1 July 2018


Carrying amount at 1 July 2019

Financial assets class

$ $

Cash and Cash Equivalents 2.1A Held-to-maturity Amortised Cost 1,365,551 1,365,551

Trade Receivables 2.1B Held-to-maturity Amortised Cost 549,091 549,091

Other Financial Assets 2.1C Held-to-maturity Amortised Cost 1,060,913 1,060,913

Total Financial Assets 2,975,555 2,975,555

Reconciliation of carrying amounts of financial assets on the date of initial application of AASB 9.

AASB 139 carrying amount at 30 June 2018 Reclassification Remeasurement


carrying amount at 1 July 2018

$ $ $ $

Financial assets at amortised cost Held to maturity 2,975,555 - - 2,975,555

Total amortised cost 2,975,555

1. The change in carrying amount of Held-to-maturity based on measurement under AASB 139 is nil. The change in measurement on transition to AASB 9 is nil.

No assets were reclassified from desigation at FVTPL.

Wreck Bay Aboriginal Community Council 1 29

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019 Accounting Policy Financial assets With the implementation of AASB 9 Financial Instruments for the first time in 2019, Council classifies its financial assets in the following categories:

a) financial assets at fair value through profit or loss:

b) financial assets at fair value through other comprehensive income; and c) financial assets at amortised cost.

The classification depends on both Council’s business model for managing the financial assets and contractual cash flow characteristics at the time of the initial recognition. Financial assets are recognised when Council becomes a party to the contract and, as a consequence, has a legal right to receive or a legal obligation to pay cash and derecognised when the contractual rights to the cash flows from the financial asset expire or are transferred upon trade date.

Comparatives have not been restated on initial application.

Financial Assets at Amortised Cost Financial assets included in this category need to meet two criteria:

1. the financial asset is held in order to collect the contractual cash flows; and 2. the cash flows are solely payments of principal and interest (SPPI) on the principal outstanding amount.

Amortised cost is determined using the effective interest method.

Effective Interest Method Income is recognised on an effective interest rate basis for financial assets that are recognised at amortised cost.

Financial Assets at Fair Value Through Other Comprehensive Income (FVOCI) Financial assets meausred at fair value through other comprehensive income are held with the objective of both collecting contractual cash flows and selling the financial assets and the cash flows meet the SPPI test.

Any gains or losses as a result of fair value measurement of the recognition of an impairment loss allowance is recognised in other comprehensive income.

Financial Assets at Fair Value Through Profit or Loss (FVTPL) Financial assets are classified as financial assets at fair value through profit or loss where the financial assets either doesn’t meet the criteria of financial assets held at amortised cost or at FVOCI (i.e. mandatorily held at FVTPL) or may be designated.

Financial assets at FVTPL are stated at fair value, with any resultant gain or loss recognised in profit or loss. The net gain or loss recognised in profit or loss incorporates any interest earned on the financial asset.

130 Annual Report 2018–2019

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

Impairment of Financial Assets Financial assets are assessed for impairment at the end of each reporting period based on Expected Credit Losses, using the general approach which measures the loss allowance based on an amount equal to lifetime expected credit losses where risk has significantly increased, or an amount equal to 12-month expected credit losses if risk has not increased.

The simplified approach for trade, contract and lease recievables is used. This approach always measures the loss allowance as the amount equal to the lifetime expected credit losses.

A write-off constitutes a derecognition event where the write-off directly reduces the gross carrying amount of the financial asset.

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’.

Financial liabilities at Fair Value Through Profit or Loss Financial liabilities at fair value through profit or loss are initially measured at fair value. Subsequent fair value adjustments are recognised in profit or loss. The net gain or loss recognised in profit or loss incorporates any interest paid on the financial liability.

Financial Liabilities at Amortised Cost 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).

Wreck Bay Aboriginal Community Council 1 31

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

4.2B: Net Gains or Losses on Financial Assets 2019 $ 2018


Financial assets at amortised cost Interest revenue 30,533 30,191

Net gains/ (losses) on financial assets at amortised cost 30,533 30,191 Net gains on financial assets 30,533 30,191

The net income from financial assets not at fair value through profit or loss is $30,191 (2018: $30,191).

4.3: Fair Value Measurements

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

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

4.3A: Fair Value Measurement

2019 $

2018 $

Non-financial assets Land 45,000,000 44,000,000

Leasehold improvements 91,899 109,271

Buildings on freehold land 10,542,380 10,468,089

Other property, plant & equipment 369,877 218,669

Total fair value measurements of assets in the statement of financial position 56,004,156 54,796,029

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 2019.

132 Annual Report 2018–2019

Wreck Bay Aboriginal Community Council ABN: 62 564 797 956 Notes to and forming part of the financial statements for the period ended 30 June 2019

5.1A: Aggregate Assets and Liabilities 2019 2018

Assets are expected to be recovered in: $ $

No more than 12 months 549,091 404,919

More than 12 months - -

Total Assets 549,091 404,919

Liabilities expected to be settled in:

No more than 12 months 486,334 374,586

More than 12 months 263,347 308,166

Total Liabilities 749,681 682,752

Wreck Bay Aboriginal Community Council 1 33

Compliance Index Requirement Reference Pages

Approval by accountable authority s. 17BB Public Governance, Performance and Accountability

Rule 2014 (PGPA Rule)


Enabling legislation PGPA Rule 17BE(a) 2

Summary of objectives and functions PGPA Rule 17BE(b)(i) 2

Purpose of the entity PGPA Rule 17BE(b)(ii) 10, 40–58

Responsible Minister PGPA Rule 17BE(c) 2

Ministerial Directions PGPA Rule 17BE(d) 58

General Policy Orders PGPA Rule 17BE(e) and (f ) 58

Annual Performance Statement PGPA Rule 17BE(g) 81–102

Significant non-compliance with Finance law PGPA Rule 17BE(h) and (i) 58

Information about the accountable authority

PGPA Rule 17BE(j) 1–15, 38–57

Organisational Structure and location PGPA Rule 17BE(k) and (l) 56

Statement on Governance: Board Committees and their main responsibilities

PGPA Rule 17BE(m) 57

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

PGPA Rule 17BE(m) 45, 53, 60, 84,

99, 101, 126

Related Entity Transactions PGPA Rule 17BE(n) and (o) 125

134 Annual Report 2018–2019

Requirement Reference Pages

Significant events under Section 19 of the PGPA Act PGPA Rule 17BE(p) 58

Operational and Financial Results PGPA Rule 17BE(p) 57–80, 104–133

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) NIL

Significant judicial or administrative tribunal decisions PGPA Rule 17BE(q) 25, 43, 57

Reports made about the entity PGPA Rule 17BE(r) 114

Obtaining information from subsidiaries PGPA Rule 17BE(s) NIL

Indemnities and insurance premiums for officers PGPA Rule 17BE(t) 114

Index of annual report PGPA Rule 17BE(u) 133

Other Legislation:

Work Health and Safety Schedule 2, Part 4 of the Work Health and Safety Act 2011 59

Advertising and Market Research Commonwealth Electoral Act 1918 46

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

Act 1999


Wreck Bay Aboriginal Community Council Annual Report 2018 –2019

Wreck Bay Aboriginal Community Council

Annual Report 2018 –2019

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