metropolitan local aboriginal land council annual …...metropolitan local aboriginal land council...

METROPOLITAN LOCAL ABORIGINAL LAND COUNCIL – ANNUAL REPORT 2011-2012

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Metropolitan Local Aboriginal

Land Council

Annual Report

September

2012

“Always Was Always Will Be Aboriginal Land”


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Metropolitan Local Aboriginal Land Council

To begin our Annual Report for 2011/2012, We firstly pay our respects to the original people of this

land we live on and work on,

The Eora People.

We pay our respect to our Elders both Past and Present, and to all those people (both Aboriginal and

Non-Aboriginal) who have contributed towards bettering our community and building a strong

Aboriginal community for our future generations. We also make special mention and pay our respect to

all our loved ones we have lost the past 12 months. Our prayers are with you and your families.

They will always be remembered.

“This Always was and Always will be, Aboriginal land”


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MLALC VISION:

Strengthening the Aboriginal Nations

Building the foundation for our community and

providing real social, cultural and economic

benefits to our members and community through a

sustainable and independent organisation

MLALC PURPOSE:

To strive to be a model of best practice for all

Local Aboriginal Land Councils and set the

highest standards in Community Spiritual Well-

Being, Our Culture & Heritage, Business

Administration; Governance; Leadership;

Community and Economic Benefits.


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Index:

1. CHAIRPERSONS REPORT

2. BOARD MEMBERS

3. CHIEF EXECUTIVE OFFICER’S REPORT

4. STAFF MEMBERS & CASUALS & VOLUNTEERS

5. AIMS & OBJECTIVES

6. FUNCTIONS

7. SERVICES OF THE COUNCIL

8. ACCESS

9. MANAGEMENT & STRUCTURE

10. SUMMARY REVIEW OF OPERATIONS

11. BUDGET FOR 2011/2012

12. DRAFT BUDGET FOR 2012/2013

13. FINANCIAL STATEMENTS

14. COMMUNITY, LAND AND BUSINESS PLAN 2010/2013

15. LEGAL CHANGE

16. ECONOMIC AND OTHER FACTORS

17. MANAGEMENT & ACTIVITIES

18. RESEARCH & DEVELOPMENT

19. HUMAN RESOURCES

20. CONSULTANTS

21. EQUAL EMPLOYMENT OPPORTUNITY

22. DISABILITY PLAN

23. LAND DISPOSAL

24. PROMOTIONS

25. CONSUMER RESPONSE

26. GUARANTEE OF SERVICES

27. PAYMENT OF ACCOUNTS

28. TIME FOR PAYMENT OF ACCOUNTS

29. RISK MANAGEMENT & INSURANCE ACTIVITIES

30. ETHNIC AFFAIRS PRIORITIES STATEMENT & ANY AGREEMENT

31. NSW GOVERNMENT ACTION PLAN FOR WOMEN

32. OCCUPATION HEALTH & SAFETY

33. WASTE

34. MEDIA

35. WORKING PARTNERSHIPS


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1. Chairperson’s Report 2012

From the Chairperson

It is my great pleasure to provide to the members of the Metropolitan Local

Aboriginal Lands Council (MLALC) the Annual Report for 2012.

Firstly, I would like to acknowledge the traditional owners’ of the lands

within our boundaries, the 29 clan groups of the Sydney Metropolitan area,

referred to collectively as the Eora Nation. I would like to pay my respects

to our Aboriginal Elders both past and present.

The MLALC is a very significant organization in our community. It is a

reminder of the struggles of Elders and those who have gone before to fight

for land rights and social justice for our people. Its continued existence and

strength is an important symbol and a vital ongoing resource to our

members.

MLALC has gone through some significant changes since the last annual meeting in 2011, with the Board of

MLALC has been working really hard to ensure that we comply with the Aboriginal Land Right Act 1983.

We have achieved the highest score on our LMSS of 90% as required by NSWALC.

Aboriginal Lands Right Act Review

NSWALC has conducted a state-wide series of consultations in light of the Minister for Aboriginal Affairs,

Victor Dominello recently announcing of a review of the Aboriginal Land Rights Act (NSW) 1983.

The Review will be a major focus for the NSWALC and the land rights network over the course of 2012.

It’s an important chance for land council members to engage in the future of hard fought and hard won

Aboriginal land rights in NSW. The NSWALC led consultations give our members a chance to have their say

and inform any submissions NSWALC may deliver back to government. Documents relating to the Review

from both NSWALC and the Government on the progress of the Review and proposed community

consultations will be added to the New South Wales Aboriginal Lands Council website as they are produced

or become available and I urge all members to visit the website for further information.

We will keep an eye on the proceedings to ensure we get the right recommendations changed to make the Act

more flexible and provide for more benefits for Lands Councils and its members.

Outlined in this annual report is a range of activities that have been supported by the current Board and will

lead MLALC into the future.

I would like to thank the current Board for their hard work and dedication to ensure that we meet the

requirements under the Aboriginal Lands Rights Act and we continue to receive our annual allocation. The

Board has many challenges ahead of it and we draw upon the experiences of the Board members to make the

right decisions for the benefit of MLALC and its members.

Thanks to Paul Morris, Chief Executive Officer and his staff for all of their hard work, ensuring that we adhere

to the policies and procedures as directed by the Board. Thank you to all of our members who turn up to all of

our members meetings and support the initiatives that will make our Lands Council the most productive Local

Aboriginal Lands Council in our region.

Yours in the struggle

Ricky Lyons

Chairperson

September 2012


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2. Metropolitan Local Aboriginal Land Council

Board of Directors

Ricky Lyons (Chairperson)

Allan Murray (Deputy Chairperson)

Ray Davison (Board Member)

Eunice Roberts (Board Member)

Sandra Miller (Board Member)

Narelle Lyons (Board Member)

Allan Madden (Board Member)

Jodie Choolburra (Board Member)

Debbie Bell (Board Member)

Yvonne Weldon (Board Member)


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3. Chief Executive Officer’s Report

Dear Metropolitan LALC Members,

I too would like to pay my respects to the First people of this

beautiful land, the Eora people, and to our Elders past and present.

I would also like to acknowledge the many people who have

contributed toward build a strong Aboriginal Nation for our future

generations.

This is our third consecutive year with a clean or unqualified audit, which shows the

commitment to following our Community Land & Business Plan, directive and policy.

I can report from a management perspective we are improving and processes are improving.

While we are going well in most area’s the Land Council has still got a lot of improvement left

in it and I look forward to having the budget to recruit extra Finance staff, a full time Sites

Officer and a Project Officer to further strengthen our Partnerships with the wider community

and build on Cultural Events such as NAIDOC.

I also look forward to settling a long drawn out process with OEH and Ausgrid regarding the

destruction of one of our sites in Cromer which will set a precedence for Land Council’s and

the preservation of Aboriginal sites of significance.

I would like to thank our staff for working through some very demanding periods and having

the strength to maintain and stay on track during these times. I would also like to thank Board

members for their constructive views and contributions.

I would also like to thank the members for supporting the resurgence of the Land Council and

for having the patience to attend meetings and contribute in a positive and constructive

manner.

Regards,

Paul Morris

Chief Executive Office


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4. METROPOLITAN LALC STAFF

David Evans (Executive Assistant); Colin Davison (Housing & Property Manager); Donna Ingram (Cultural

Consultant); Kelly Bradshaw (Receptionist); Victoria Haines (Office Manager) and Graham Rees (Finance

Manager)

Position Name Status Training attended /

Tertiary Qualifications

Chief Executive Paul Morris Permanent FT Grad Dip Planning &

Property Development; Dip

Business Governance Land

Rights; MYOB; Master in

Indigenous studies; Masters

in Health Management;

Finance Manager Graham Rees Permanent FT QUICKEN; Premier Payroll;

Office Manager Victoria Haines Temporary FT Dip Business Governance

Land Rights; Cert 2 & 3 Bus

Admin. Mgt, Bus. Writing,

Mgrs Training.

Housing & Property

Manager

Colin Davison Permanent FT Cert IV Social Housing

Receptionist Kelly Bradshaw Permanent FT Cert III Business Admin

Camp Wollemi Care

Taker

Colin Lyons Permanent FT Youth Work, Rural Fire

Service Training, OH&S,

Executive Assistant David Evans Temporary PT Law Degree ; BA Arts;

Cultural Rep Donna Ingram Casual

Cultural Rep Michael West Consultant

Volunteer Sue Downes Temporary PT BA Accountancy

Further training for staff

Metro LALC Staff have also participated in an Internal Annual Review and Policy Development

Workshops; Land Claims Workshops for all Staff (NSWALC); Aboriginal Site Awareness Training.

(OEH); Staff workshops on Legal Process and Engaging Legals; First Aid Training for all Staff


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METROPOLITIAN LOCAL ABORIGNAL LAND COUNCIL

CHARTER

The Metropolitan Local Aboriginal Land Council (MLALC) was constituted in accordance with the

provisions of the Aboriginal Land Rights Act, 1983 (ALRA) as amended and administered the

relevant provisions of the Act as they apply to the functions listed under Aims and Objectives.

This Act provides that the minister for Aboriginal Affairs may, by notice published in the

Government Gazette, constituted an area as an Aboriginal Land Council Area. A copy of MLALC

boundaries are shown below.


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5. AIMS & OBJECTIVES

The aims, objectives, and range of services that the MLALC can pursue or provide must be in

accordance with the Objects as provided for in the Section 51 of the NSW Aboriginal Land

Rights Act 1983 as amended.

The object of the Council is as follows:

The objects of each Local Aboriginal Land Council are to improve, protect and foster the best

interests of all Aboriginal persons within the Councils are and other persons who are members of

the Council.

6. FUNCTIONS

Section 52 of the ALRA states that a Local Aboriginal Land Council must have following

functions:

(1) A Local Aboriginal Land Council has the functions conferred or imposed on it by or under

this or any other Act;

(2) Land Acquisition;

(3) Land use and management;

(4) Aboriginal Culture and Heritage;

(5) Financial Stewardship;

(6) Other functions prescribed by regulations;

(7) Community benefits schemes with an approval of the New South Wales Aboriginal Land

Council NSWALC;

(8) Social housing schemes with an approval of the NSWALC;

(9) Establish or participate in the establishment of, a trust for the purpose of providing a

community benefits scheme with an approval of the NSWALC

(10) A Local Aboriginal Land Council must, when exercising its functions with respect to lands

that are the subject of a lease, or proposed lease, under Part 4A of the NPW Act, act in the best

interests of the Aboriginal owners of the lands concerned.

(11) Other functions prescribed by regulations

http://www.austlii.edu.au/au/legis/nsw/consol_act/alra1983201/s4.html#local_aboriginal_land_council

http://www.austlii.edu.au/au/legis/nsw/consol_act/alra1983201/s4.html#land

http://www.austlii.edu.au/au/legis/nsw/consol_act/alra1983201/s4.html#land

http://www.austlii.edu.au/au/legis/nsw/consol_act/alra1983201/s4.html#regulations


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7. SERVICES OF THE COUNCIL

The MLALC provides services in the area of housing; land management issues; cultural

education and the promotion of Aboriginal culture; advocacy and referrals; first point of contact

for Aboriginal peoples of the area.

Housing and Property

MLALC housing stock remains at 27 houses. This is a combination of properties owned

by AHO, NSW Housing Corp & Metro LALC.

Rent is $160 per week but remains well below the rental market rate

MLALC has appointed a Housing Sub-Committee for additional Community input and

Community Consultation and to remove conflicts from the Boardroom. This is an

excellent move by the Board and one, which will add to the transparency of the housing

allocations process and policy development.

The major issue with Metro LALC’s housing is rental arrears incurred by non-paying

tenants. To date we are in arrears of $69,481.97; to date we have collected rental arrears to

the sum of $49,493.24.

Repairs and maintenance is a potential issue/liability when tenants are not paying rents.

Rental increases will be considered in 2013 by the Housing subcommittee to address CPI

and other costs associated with the upkeep of the houses.

MLALC have been in negotiations with other land owners in the Warringah area to come

together and help plan a mountain bike trail that leads through all land owners properties

to minimize any damage to local flora and fauna as well as Traditional Aboriginal Sites in

the area.

Cultural and Site Matters

39 Aboriginal Site Survey were conducted in the past financial year ($47,559.00)

399 Welcome to Country ($172,065.00)

27 Cultural Talks

2 Cultural Education/Tours

8. ACCESS

Office Address: 36-38 George Street, Redfern NSW 2016

Mail Address: PO Box 1103 Strawberry Hills, NSW 2012

Telephone Number: (02) 8394 9666

Fax Number: (02) 8394 9733

Email: [email protected]

Website: www.metrolalc.org.au

Office Hours: 9am to 5pm – Monday to Friday

Camp Wollemi

Address: 1467 Settlers Road St Albans NSW 2775

Telephone Number: (02) 4568 2294

mailto:[email protected]

http://www.metrolalc.org.au/


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9. MANAGEMENT & STRUCTURE

The Local Aboriginal Land Council functions under the authority of the Aboriginal Land Rights

Act 1983 and as amended.

MEMBERS

CHIEF

EXECUTIVE

OFFICER

BOARD of

DIRECTORS

HOUSING SUB

COMITTEES

LEGAL &

COMMERCIAL

ADVISOR

FINANCE

MANAGER

EXEC

ASSISTANT

OFFICE

MANAGER

HOUSING &

PROPERTY

MGR CASUALS /

VOLUNTEER

S

CULTURAL

REPRESENTATIVES

RECEPTIONIST CARETAKER

CAMP

WOLLEMI

LEGAL &

COMMERCIAL

ADVISOR

LEGAL &

COMMERCIAL

ADVISOR

LEGAL &

COMMERCIAL

ADVISOR

LEGAL &

COMMERCIAL

ADVISOR

LEGAL &

COMMERCIAL

ADVISOR

FINANCE

MANAGER

SITES

OFFICER

CASUALS /

VOLUNTEERS

VOLUNTEERS


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10. SUMMARY REVIEW OF OPERATIONS

Meetings Attempted Achieved

Ordinary 3 2

Extra Ordinary 3 2

Annual 1 1

Board 11 10

Land Claims

Claims Lodged 2

Finalised 5

Withdrawn 2

Granted 5

Incomplete 930

Pt Granted/Pt Incomplete -

Pt Refused/Pt Incomplete -

Refused 12

(NOTE: Staff were trained in making land claims a part of professional development)

Staffing

Total Employed 7

Permanent 5

F/T Temporary 2

Training Continued professional development programs will be attended

11. BUDGET FOR 2011/2012

Attachment 1

12. DRAFT BUDGET FOR 2012/2013

Attachment 2

13. FINANCIAL STATEMENTS

Attachment 3


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14. COMMUNITY LAND AND BUSINESS PLAN

The MLALC 3 year Community Land & Business Plan (CLBP) has been approved by Metro

LALC Members and NSW Aboriginal Land Council.

The Community land & Business Plan is available at the Metropolitan LALC Office.

Goals Achieved to Date:

Staff Development Strategy

New Staff have been recruited to fill approved vacancies including Officer Manager &

Casual Executive Assistant.

Core staff in place matched to organisational requirement and community needs

All staff have a work plan consistent with the CLBP

A proposal has been tabled to the Board to consider a long- term organisational

restructure to address future growth and long term financial sustainability

An annual review of organizational Policies and Procedures, work process is in its

third year to ensure best practice and to address the ALRA.

Staff have to opportunity to enroll in further training and Professional Development

programs pending time and financial constraints.

Governance Strategy

Ongoing development of MLALC governance policy in line with ALRA requirements

Compliance calendar for New South Wales Aboriginal Land Council (NSWALC)

reporting dates & requirements

An Annual Review of organisational policies and procedures and work process is in its

third year to ensure best practice.

The Annual Review will be scheduled by the Board.

Financial Management

CLBP Approved

Cash flow & budget in place

Budget performance monitored at monthly board meetings

Business unit budgets developed

All risk management processes in place and are adhered to.

Administration Management Strategy

Local Aboriginal Land Councils are responsible for effectively managing many

classes of assets; from Land, to Property, to Cultural and Heritage Sites, to Motor

Vehicles, Office Equipment and Machinery, to name just a few.

A new computer system and software has been installed to update the old system.

Administration Policy & Procedures document will be continually updated and

implemented for best practice

A new filing system is being implemented & updated.

All old file have been taken to storage.


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New centralized Land Asset Management computer system has being installed with

better mapping services and assets management software. Training is provided for all

staff on the software and its use/s

MLALC Website is currently being updated

Administration and communication systems is much improved in the past 6 months

due to a change in staff and direction being more effectively followed

Casual/ Volunteer Strategy

Casual positions have been advertised in the Community.

Engaged a volunteer for administration and other casual positions

Developed a work plan for each volunteer and casual

Engaged with Sydney University for casual and volunteers

Land Management & Development Plan

The Project Delivery Agreement for Ralston Avenue Belrose, has been approved by

Metro Members and NSWALC.

Metro is awaiting approval from other authorities to progress.

The outstanding liabilities on Bantry Bay Road will be addressed through the sale of these

properties.

Business, Enterprise & Investment strategy

An investment strategy has been develop for all income received by Metro LALC. The

formula is for a 70%: 30% split of income. 70% to go into the investment account and

30% go into the general account for operational costs.

Identify & explored options for business opportunities- cultural tourism & camp Wollemi

expansion; Grants have been applied for cleanup and fencing of Camp Wollemi

Tourism feasibility studies are being completed for cultural tours around Redfern and

down to Elizabeth Street and possible use of Elizabeth Street as a Cultural Centre/

Conference Centre/ Museum

Stakeholder Engagement & Partnership

Mapped existing & potential stakeholders for partnership

A consultant will be engaged in the future to address MOU’s with all appropriate LGA’s

and other stakeholders.

Members Engagement/ Benefits Strategy

Residential rehabilitation centre; aged care facility; funeral fund & services have been

identified and progressed.

Basic site training will be provided to members on an annual basis’

Youth Engagement Strategy through Cultural Camps, Site Training, Employment and

Fitness Programs

Home Ownership Workshops is scheduled for Feb 2013.

The development of a Housing Sub- Committee for improved community input and

remove any conflicts from the Board.


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15. LEGAL CHANGE

There are no changes in the ALRA and subordinate legislation and significant judicial

decisions affecting MLALC.

16. ENONOMIC AND OTHER FACTORS

MLALC’s investigation & administration debt is $ 781,719.00

NSWALC loan is $ 473,281.00

Total debt to NSWALC $ 1,255,000.00

Lack of cash resources to generate income has prevented future growth

This debt can be reduced by 50% if MLALC can repay the debt within a 12 month period.

It is projected that Metro LALC will be debt free by year’s end (2012).

17. MANAGEMENT & ACTIVITIES

During the period, 2011/2012 MLALC underwent the following management activities

outlined in the previous Management letter.

Members approval for new Community Land and Business Plan

Approval by members and NSWALC for sale of land

18. RESEARCH & DEVELOPMENT

MLALC continue in its endeavors to building partnerships with key research Partners to

ensure we have and or ownership the latest information relating to MLALC’s core business

and activities. The most recent development has come in the shape of a Principles of

Cooperation with Sydney University and connecting with research staff and volunteers who

have expertise in areas associated with Metro LALC’s Core Business and community

members needs.

19. HUMAN RESOURCES

MLALC continue to provide casual employment opportunities where possible to members,

including Aboriginal Site Assessments, Welcome to Countries (WTC’s), repatriations,

laboring work and Administration Work. This is an area which Metro is building and hoping

that more opportunity will arise for casual staff which may lead to longer term employment.

Metro also has a strong focus on training and all staff are participating in training and or

mentoring programs.

20. CONSULTANTS

External Consultants, Westwood Spice were engaged to prepare a Community Land &

Business Plan (CLBP) for 2011 and 2013. The plan whilst prepared by Westwood Spice,

members, Board, staff and stakeholders all contributed towards the development of the CLBP.

21. EQUAL EMPLOYMENT OPPORTUNITY

The MLALC adhere to the policies and practices of Equal Employment Opportunities.


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22. DISABLITY PLAN

The MLALC office is situated on the lower ground, which is accessed easily by those with disabilities.

The MLALC hold majority of their meetings at the Redfern Town Hall that provides for disabled

access. All meetings are held on premises that have appropriate access for all members.

23. LAND DISPOSALS

Lot 1 DP: 1139826, aka 1 Ralston Avenue, Belrose

Metro LALC Members and NSWALC have given approval to enter into a Project Delivery Agreement

for the above mentioned properties. The Project Delivery Agreement is with Partners Payce

Consolidated & Matthew Civil. This is a medium term project (3 to 5 years).

Lots 8, 9, 10, 11 DP 257403 Bantry Bay Road Frenchs Forest

Lots 8, 9, 10,11 DP 257403 Bantry Bay Road Frenchs Forest has been approved for sale by members

and NSWALC. Metro LALC is expecting in excess of $4.3 Million for the combined properties.

24. PROMOTIONS

MLALC has developed a PowerPoint presentation for stakeholders and interested parties.

CEO to implement a Cultural Engagement Strategy to engage all local governments within our

boundaries

Increased working partnerships with external stakeholders

Develop meaningful and sustainable relationships with key stakeholders within MLALC

boundaries

25. CONSUMER RESPONSE

Metro LALC Members and stakeholders will have a further opportunity to recommend strategies and

programs to the land council via surveys and email.

26. GUARANTEE OF SERVICES

The MLALC provide services to their members as per the ALRA 1983 amended and Aboriginal Land

Rights Regulations 2002.

27. PAYMENTS OF ACCOUNTS

All MLALC accounts are paid through the accounts office as they fall due and in accordance with the

regulations associated with the ALRA and other relevant financial reporting requirements.

28. TIME FOR PAYMENTS OF ACCOUNTANTS

Payments of all the MLALC are processed in a timely and professional manner.

29. RISK MANAGEMENT & INSURANCE ACTIVITIES

The MLALC has insurance to cover Public Liability, Business, Building & Properties, Workers

Comprehensive Cover and Motor Vehicles. Risk management is a high priority in all MLALC

practices, and legal advice sought is on all areas of concern.


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30. ETHNIC AFFAIRS PRIORITIES STATEMENT & ANY AGREEMENT

The MLALC recognizes and values cultural and ethnic diversity. The council through its

policy and procedures promotes, protects and celebrates culture, race, religion, sexual

orientation and other forms of diversity.

31. NSW GOVERNMENT ACTION PLAN FOR WOMEN

The MLALC is committed to equal employment opportunities, but has no plans that

specifically relate to this initiative of the Government.

32. OCCUPATION HEALTH & SAFETY

MLALC’s occupational Health & Safety (OH&S) policy is based on the New South Wales

Occupational Health & Safety Act 1983, administered by the Work Cover Authority and

Workers Compensation Insurance.’

MLALC is committed to the health and safety of all its employees, members and visitors, and

the rehabilitation of any injured employee. This will be achieved through continuous review

and improvement of its OH&S policy and management processes.

33. WASTE

The MLALC is committed to Government waste reduction policy, minimizes the generation

of waste, and uses recycled materials as and when practical.

34. MEDIA

Metro LALC has featured prominently in NSWALC Magazine TRACKER for the protection

and conservation of Aboriginal sites and places of significance, particularly in the case of

damage to Aboriginal engraving at Orlando Street Cromer. Metro LALC will be the first to

test the new laws on the protection of Aboriginal sites. The site was known to the Contractor

Ausgrid and the sub contractor through the AHIMS and yet the destruction occurred

regardless, which is a blatant insult and disrespectful.

Ausgrid have admitted they are at fault and are currently in negotiations with Metro on

compensation and reparation.

35. WORKING PARTNERSHIP

Metro LALC is working in Partnership with The City Of Sydney; Redfern Community

Centre; Tribal Warrior; Wyanga; Redfern AMS; Babarna Men’s Group; Sydney University;

UTS; NCIE; South Care; Gadigal Information Centre; Trail Care; Rural Fire Service; CMA;

Canada Bay Council; Warringah Council; SSYS Factree Youth Services; OEH; Crown

Lands; NPWL and others.


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COMMUN ITY MEMBERS AT METRO NAIDOC AWARD


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Community members

participating in Site Awareness program


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SUMMARY OF MILESTONES

Metro will be debt free by the year’s end.

Approval has been given for the Ralston Avenue

Belrose Joint Venture project

Addressing the Liabilities on lots 8,9,10 & 11

Bantry Bay Road Frenchs Forest.

Paying out the liability on the 99-year lease on

lots 8,9,10 Bantry Bay Road, Frenchs Forest.

Getting the Community Land & Business Plan

Approved by Members & NSWALC.

Principles of Cooperation with Canada Bay

Council

Principles of Cooperation with Sydney

University.

2012 Naidoc awards

Youth camps at Camp Wollemi

The commencement of an Wellbeing Centre at

Camp Wollemi.

NSWALC AWARD

“Paying respect to the eora nation”