iii. Description of phases of supply chain development using NetChain Analysis

Phase 2: 2012 – 2013- no vertical integration, weak market signals- increased community participation (2610 kg, 100+ pickers)- pooled support between the suppliers (TRs) and the

consolidator (TDC) - small scale with external funds supporting- not economically viable

iii. Description of phases of supply chain development using NetChain Analysis

Phase 3: 2014 – 2017- little vertical integration, weak market signals- pooled support between the suppliers (TRs) and the

consolidator (TDC) - increased community participation

(3800-5500kg p.a., > 150 harvesters) - external funding from external agent (ABA)- reliant on KSE to link with markets (didn’t happen)- larger scale - PWAC and external funds covering costs

Phase 3: 2014 - little vertical integration, weak market signals- pooled support between the suppliers (TRs) and the

consolidator (TDC) - increased community participation

(3800external funding from external agent (ABA)

iii. Description of phases of supply chain development using NetChain Analysis

Phase 4: 20018- 2019- good vertical integration, strong market signals - pooled support between supplier and consolidator- high community input (11000 kg; 200 harvesters)- no dependence on intermediaries- viable business structure

Phase 4: 20018- 2019good vertical integration, strong market signals pooled support between supplier and consolidatorhigh community input (11000 kg; 200 harvesters)no dependence on intermediariesviable business structure

Phase 4: 20018- good vertical integration, strong market signals - pooled support between supplier and consolidator- high community input (11000 kg; 200 harvesters)- no dependence on intermediaries- viable business structure

iv. Factors important in developing the KP enterprise

DiscussionSocial enterprise - cultural and social outputs/values

- economic subsidies (CDEP/CDP/funding)- small scale, low financial risk, low returns- capacity building- valuable social/cultural outputs- vulnerable (policy/funding changes)

Finish external funds FAILUREGets too big

- larger scale, higher risks and returns- more responsive to market signals

Transition - greater business acumen- strong network building across value chain- community ownership (TOs)

Financial enterprise- economically viable; not dependent on external funding- larger scale; can still provide cultural and social benefits

Initialstartup

Phase 1

Phase 2

Phase 3

Phase 4

Wadeye KP

DiscussionSocial enterprise - cultural and social outputs/values

- economic subsidies (CDEP/CDP/funding)- small scale, low financial risk, low returns- capacity building- valuable social/cultural outputs- vulnerable (policy/funding changes)

Finish external funds FAILUREGets too big

- larger scale, higher risks and returns- more responsive to market signals

Transition - greater business acumen- strong network building across value chain- community ownership (TOs)

Financial enterprise- economically viable; not dependent on external funding- larger scale; can still provide cultural and social benefits

Initialstartup

Phase 1

Phase 2

Phase 3

Phase 4

Wadeye KP

Extra support- financial- training- business

Conclusion and Recommendations▪ Government subsidised industries are nothing new

▪ External subsidies may inadvertently be retarding the development of Aboriginal business - initially they are a great benefit (build horizontal connectivity)- if always dependent on external subsidies will limit empowerment and growth - need to be able to identify stage when a social enterprises is ready to transition

into financial enterprises and provide right support;

▪ Need more business advice and support (expanded toolbox)- research and market connections (products, markets); - business pathways and planning (review of policy direction)

▪ Coordinated multi-sector investment needed – towards a common community goal

Acknowledgments

• Wadeye community: - Traditional Owner Groups- Thamarrurr Development Corporation- Thamarrurr Rangers- Palngun Wurangat Aboriginal Corporation

• Charles Darwin University

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Thank you

Contact: julian.gorman@cdu.edu.au