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Bathurst Local Aboriginal Land Council

Community, Land and Business Plan

2014 -2019

Bathurst Local Aboriginal Land Council Community, Land & Business Plan 2014 -2019

DISCLAIMER

The Bathurst Local Aboriginal Land Council provide this information in good faith, and have made every

effort to ensure that it reflects as much as possible the anticipated outcomes.

The Bathurst Local Aboriginal Land Council do not accept liability for any loss or damage arising from any

negligence resulting from the conclusions made from what information has been gathered within this

document.

The Bathurst Local Aboriginal Land Council expressly disclaim any liability and responsibility to any person

in respect of anything, and of the consequences of anything, done or omitted to be done by any such

person in reliance upon the contents of this document.

No assurance is expressed or guaranteed


Bathurst LALC – Community Land and Business Plan 2014 – 2017

Contents Page No

Title Page

Disclaimer 3

Table of Contents 5

Executive Summary 6

Introduction 7

Vision Statement 7

Values Statement 7

Legislative Framework 8-9

Location (Map) 10

Land Claims 10-15

Organisational Structure 16

SWOT Analysis 17

Business Environment 18

Stakeholder Analysis 18

Membership 29

Demographic Analysis 19-21

Establishing Bathurst LALC goals 21

Overview of Goals 23-24

Action Plans 25-29


Executive Summary

The Bathurst Local Aboriginal Land Council was formerly known as the Windradyne Local Aboriginal Land

Council. The Windradyne Local Aboriginal Land Council was incorporated in January 1984 under the NSW

Aboriginal Land Rights Act 1983 (ALRA)

The Bathurst boundaries are located in the Wiradjuri people’s ancestral lands. The Wiradjuri people were

known as the people of the three rivers; the Wambool (Macquarie), the Kalari (Lachlan) and the

Murrumbidjeri (Murrumbidgee). The Wiradjuri people have significant heritage in the area with many

Aboriginal sites and features being identified.

The Bathurst LALC has a mandate over a large geographical area – some 10.000 sq. km – an area which

includes the cities of Bathurst (the location of the LALC office) and Lithgow, major towns of Portland,

Wallerawang and Kandos as well as several smaller hamlets.

The local Government authorities of Bathurst Regional Council, the Lithgow City Council and the Mid-

Western Regional Council, have responsibility for the broader social, economic and operational aspects of

the Bathurst LALC area.

The Bathurst-Lithgow and the Mid-Western Councils acknowledge the Wiradjuri people as the traditional

owners and custodians of the local government area.

Since its creation in 1984, under the NSW Aboriginal Land At 1983, the Bathurst LALC has constantly focused

on improving the life of its members through meeting the needs of health, education and family support.

Over the last five years the Bathurst LALC has achieved the following for its members and community:

Rental housing has been maintained

Property ownership has grown and Land Claim applications have been lodged

Ongoing liaison with Regional Councils and State Government departments

Completed the Shape application with NSWLAC

In partnership with TAFE Western delivered First Aid training to 60 people, WHS training to 40

people and Heavy Vehicle training to 5 people.

Flora and Fauna Report for Mt Panorama

Aboriginal Heritage Assessments

Partnering with local organisations to provide members with the opportunity to undertake Work

Development Orders, Community Service Orders, volunteering and work experience (St Vincent de

Paul, Bathurst City Community Club, Probation and Parole and Community Corrections).

Partnering with Veritas House in the set-up of an advisory committee for youth in out of home care

with an emphasis on cultural issues.

Maintained clear referral pathways for welfare, housing and parenting support with St Vincent de

Paul, Bathurst Emergency Accommodation and Centacare.

This Community, Land and Business Plan has been developed in line with the legislative requirements of

the 2006 amendments to the ALRA. The plan has identified realistic and achievable goals for the Bathurst

LALC and the strategies needed for their achievement.


Introduction

The Bathurst Local Aboriginal Land Council was formerly known as the Windradyne Local Aboriginal Land

Council.

The Windradyne Local Aboriginal Land Council was incorporated in January 1984 under the NSW Aboriginal

Land Rights Act 1983 (ALRA).

The renaming to Bathurst Local Aboriginal Land Council was published in the NSW Government Gazette

No. 53 dated 14 November 2002.

This Community, Land and Business Plan has been developed in accordance with the legislative

requirements of the 2006 amendments to the ALRA. The plan will help support the way in which the

Bathurst LALC will commit its resources and time and provide a focus for its efforts over the next five years.

It will also identify how the Bathurst LALC intends to manage its operations and provides a clear direction

for the Board and members.

VISION STATEMENT

The Bathurst Local Aboriginal Land Council is committed to the advancement, protection and promotion of

the heritage and culture of their members and all Aboriginal people,

The Bathurst Local Aboriginal Land Council will achieve this through the proper protection, acquisition,

management and development of its assets to achieve long-term generational self-sustainability.

VALUES STATEMENT

The values possessed by the Bathurst Local Aboriginal Land Council include:

strong community collaboration, communication and consultation

to nurture and support the distinct community

strong commitment to develop pathways to preserve and enhance cultural sites and heritage

the active participation of community members in all decision making processes

awareness of local issues and community needs

strong networks with Local Government

skilled and dedicated volunteers prepared to give their time and knowledge

fairness and equity in dealing with all in the community

patience and respect in dealing with all in the community

positive outlook and seek solutions to any issues raised

commitment to achieving the community’s goals

accountability and responsibility of all in the performance of their duties.


LEGISLATIVE FRAMEWORK

The Bathurst Local Aboriginal Land Council is bound by the key legislative requirements which determine

the objects and functions of a Local Aboriginal Land Council as contained in the amended ALRA, with special

references to the Statutory Framework 1.3 of the Plan overview.

The Bathurst LALC is an incorporated body under the ALRA. The ALRA (Section 51) states that the objects

of each Local Aboriginal Land Council are “to improve, protect and foster the best interests of all Aboriginal

persons within the Council’s area and other persons who are members of the Council”.

The Bathurst LALC also notes the importance of specific functions contained within Section 52 of the ALRA

in relation to its operation and special focus.

Compliance with the Act

Land acquisition in accordance with the At

Land use and management in accordance with the Act

The protection of Aboriginal culture and heritage and community awareness within the Bathurst

LALC area.

The importance of financial stewardship according to the Act

The importance of Community Benefit Schemes for the Bathurst LALC and provision for all

members

The importance of Community Social Housing Schemes for the Bathurst LALC and provision for all

members

The importance of Public Health for Bathurst LALC members

The protocol for the establishment of Trusts and strong liaison with NSWALC and compliance

The compliance concerning the transfer of land and other assets within the legislation of the ALRA.

The functions of the Bathurst LALC include:

Protect the interests of Aboriginal persons in its area in relation to the acquisition, management,

use, control and disposal of land.

Take action to protect the culture and heritage of Aboriginal persons in the Council’s area, subject

to any other law.

Promote awareness in the community of the culture and heritage of Aboriginal persons in the

Council’s area.

Prepare and implement in accordance with the Act, a community, land and business plan.

Manage in accordance with the Act and consistently with its community, land and business plan,

the investment of any assets of the Council.

Facilitate business enterprise in accordance with the Act, and the regulations, and consistently with

the community, land and business plan.

Directly or indirectly provide community benefits under the Community Benefits Scheme.

Provide, acquire, upgrade or extend residential accommodation for Aboriginal persons within its

area.

Establish or participate in the establishment of a Trust for the purpose of providing a Community

Benefits Scheme.

Make claims on vacant crown land


Acquire land and to use, manage, control, hold or dispose of, or otherwise deal with, lands vested

in or acquired by the Council.

Acts that also relate to the day-to-day operations of the Bathurst LALC include:

ACT IMPACT

Residential Tenancies Act

Establishes rights and obligations of landlords and tenants. Governs LALC rental housing operations

Anti-Discrimination Act

Requires equality of opportunity, particularly in employment, irrespective of race, religion, sex, marital status, etc. Certain exemptions are available to LALC where Aboriginality is a reasonable condition of employment

Environmental Planning and Assessment Act

Establishes framework under which land is managed and used in NSW. Sets out framework of planning instruments used by the State/Local Govts, including: • State Environmental Planning Policies; • Regional Environmental Plans; • Local Environment Plans; and, • Development Control Plans. Each of these items (plus rules established by Govt agencies) must be complied with if LALC want to use land granted or acquired. This could be establishing a business, developing or selling land or reserving land for cultural purposes

Local Government Act

Establishes role, functions and constraints on Local Govt in NSW. Impacts upon the LALC in terms of payment of rates, provision of services (parks, library, child care facilities) and approving applications for land development

National Parks and Wildlife Act

Establishment, preservation and management of national parks, historic sites and certain other areas to assist in the protection of certain fauna, native plants and Aboriginal objects Key impact for LALC is the provisions relating to the identification, assessment and management of areas of Aboriginal cultural heritage. This Act sets rules under which LALC undertakes site inspections and prepares reports recommending preservation or consent to destroy

Commonwealth and State Taxation Legislation

LALC is exempt from a range of State and Commonwealth taxes and charges, including: • Stamp duty and vendors duty on property transactions (automatic); • Land tax (automatic); • Income tax (application to the Australian Tax Office required); and • Fringe benefit tax (application to the Australian Tax Office recommended).


LOCATION

Bathurst LALC Boundary Map

LAND CLAIMS

As at 31 May 2014 the Bathurst LALC has 17 land claims with an “incomplete” status.

The Bathurst LALC claim for the Sir Joseph Banks Nature Reserve has been successful with the LALC taking

control of the reserve in 2010. Currently a dual naming process is being undertaken by the Geographical

Names Board and given to the Minister for approval


The Land Claims lodged by Bathurst LALC and currently outstanding are in the following locations.

Parishes of

Castleton Turon Sofala Peel

Peel Wiagdon Rylstone Bathurst

Gindantherie Thornshope Kelso Tabrabucca

Walberton Waterbeach Clandulla Capertree

Dulabree Bindo Coolcawn Cullen Bullen

Milah Murrah Manangaroo Barton Tayar

Waltham Lowry Castleton Mullgunnia

Hartley Jocelyn Eskdale Crudine

Coorongooba Barton/Gindanth Kelgoola Keniworth

Let Lidsdale Lowther Bocobie

Bandamora Antonia Airly Coolamigal

Kanimbla Jedburgh Binco Never Never

Hearne Coolcalwin Ganguddy Capetee

REGISTER OF LAND AND PROPERTY HOLDINGS

The Bathurst LALC has categorised its land holdings into three main areas: rental, cultural, and vacant/not

yet determined. The following table contains a summary of its key attributes of each property. The

valuations shown are as detailed in the 2013 Audit Report – relevant at 30 June 2013.

Rental Property

The Bathurst LALC currently receives rent from several unit properties. The management and rent

collection of these properties is undertaken by Ray White Real Estate on behalf of the Bathurst LALC. The

rent collected from the Bathurst LALC houses less maintenance and other upkeep costs is available for

the LALC. Ray White Real Estate do charge a fee for their services.

Houses with Titles held by the Aboriginal Housing Office include:

1. 1/33 Rose Street

2. 2/33 Rose Street

3. 5 Keefe Close

4. 13 Endurance Court

5. 33 Lavelle Street

At present Ray White Real Estate is collecting approximately 95% of the $150.00 - $220.00 weekly

rent for the properties occupied. These properties are in good repair and maintenance is up to

date.


Details of properties are:

Lot/DP or Claim Number

Title Held

Area M2

Constraint on

sale

Address/ Location

Tenants

Rent Per

week

Value June 2013

Description

Lot 4 DP

259968

Yes

568

S40/ALRA 1983

DP61033 DP735655 Drainage Easement

S56753 Covenant

90

Bannerman Crescent

Kelso NSW 2795

Yes

$180.00

$195,000

Residential

Lot 210

DP 249576

Yes

716

S40/ALRA

1983

75 Corry Place

Windradyne NSW 2795

Yes

$150.00

$195,000

Residential

Lot 35

DP 243500

Yes

569

S40/ALRA

1983

54

Currawong Street South

Bathurst NSW 2795

Yes

$150.00

$155,000

Residential

Lot A

DP 905769

Yes 1,018 S40/ALRA

1983

149 Russell Street

Bathurst

Yes $248,155 Residential

Lot 12 DP 259022

Yes 604 S40/ALRA

1983

4 Schofield Way Kelso NSW 2795

Yes $150 $195,000 Bathurst LALC Office

Lot 199 DP 249576

Yes 753 S40/ALRA

1983 Caveat by

Aboriginal and Torres Strait

Islander Commission

64 Stack Street

Windradyne NSW 2795

Yes $180 $145,000 Residential

Lot 5 DP 6444

15.11.85

Non-urban

4 ha plus portion of 810ha portion

of 34 of Parish

$145,000 34 Crown Grants

Edgells Lane Kelso NSW 2795

No Non-Urban

Lot 1 DP

1016057

9.11.01

Non-urban

1585 m2

$25,700 S40 S40AA

1/3 Margaret

Street Kandos

NSW 2848

No Undet


Lot 2 DP

1016057

9.11.01

Non-urban

1578 m2

$25,700 S40A S40

1/3 Margaret

Street Kandos

NSW 2848

No Undet

Lot 21 DP

727002

17.10.88

Non-urban

1010 m2

$15,700 S36(5A) S40 S42 S44 S45

Roxburgh Street Sofala NSW 2795

No Undet

Lot 23 DP

727002

17.10.88

Non-urban

986.9 m2

$15,700 S36(5A) S40 S42 S44 S45


No Undet

Lot 25 DP

727002

17.10.88

Non-urban

963.5 m2 $15,700 S36(5A) S40 S42 S44 S45


No Undet

Lot 27 DP

727002

17.10.88

Non-urban

940 m2 $15,700 S40 S42 S44 S45


No Undet

Lot 89 DP 758908

9.2.81 Non-urban

506 m2

$11,800 S40 506 Hill End Road

Sofala NSW 2795

No Undet

Lot 581 DP 727000

28.04.89

Non-urban

2.6 m2

$102,000 S40 S41 S42 S45

Sofala Wattle

Flat NSW 2795

No Non-urban

Lot 579 DP 72700

31.08.89

Non-urban

2,336 m2 $43,600 S40 S41 S42 S44 S45

Sofala Wattle

Flat NSW 2795

No Non-urban

Lot 212 DP 755803

17.11.88

Non-urban

1.0ha $73,200 S40 S42 S44 S45

Bathurst NSW 2795

No Non-urban

Lot 220 DP 755803

13.09.88

Non-urban

4,397 m2 $73,200 S40 S42 S44 S45

Bathurst NSW 2795

No Non-urban

Lot 354 DP 726999

Non-urban

1,743 m2 $36,500 S40 S42 S44 S45

Bathurst NSW 2795

No Non-urban


Lot 180 DP 755789

20.01.99

Non-urban

1,450 m2 (Approx.)

$124,000 S40 S40AA

Saville Row

Kandos NSW 2795

No Undet

Lot 240 DP 755789

12.01.01

Non-urban

1350 m2 (Approx.)

Incl S40 S40AA

Saville Row

Kandos NSW 2795

No Undet

Lot 242 DP 755789

12.01.01

Non-urban

607 m2 (Approx.)

Incl S40 S40AA

Saville Row

Kandos NSW 2795

No Undet

Lot 243 DP 755789

12.01.01

Non-urban

728m2 (Approx.)

Incl S40 S40AA

Saville Row

Kandos NSW 2795

No Undet

Lot 244 DP 755789

12.01.01

Non-urban

850m (approx.)

Incl S40 S40AA

Saville Row

Kandos NSW 2795

No Undet

Lot 245 DP 755789

12.01.01

Non-urban

1012m2 (approx.)

Incl S40 S40AA

Saville Row

Kandos NSW 2795

No Undet

Lot 249 DP 755789

20.01.99

Non-urban

1450m2 (approx.)

Incl S40 S40AA

Saville Row

Kandos NSW 2795

No Undet

Lot 250 DP 755789

20.01.99

Non-urban

1450m2 (approx.)

Incl S40 S40AA

Saville Row

Kandos NSW 2795

No Undet

Lot 218 DP 755803

10.04.88

Non-urban

8,549m2 $39,000 S40-42 S44 S45

Village of Wattle

Flat Wattle

Flat NSW 2795

No Undet

Lot 301 DP

1093099

18.07.06

Busn 1,047m2 $55,000 S40 S40AA

29 Cox Street

Rylstone NSW 2849

No Busn

Lot 70 DP

1124709

5.05.08

Non-urban

6.42ha $160,000 S40 S40AA

Mineral Depth

Exclusion

Kandos NSW

No Undet


Lot 250 DP

1148187

25.05.10

Non-urban

35.39ha $425,000 S40 S40AA

Mount Panorma Bathurst

NSW 2795

No Land

Lot 16 DP112470

4

Non-urban

7.92ha $50,000 S40 S40AA

16 Saville Row

Kandos

No Land

Lot 1 DP

1146310

07.05.10

Non-urban

2435m2 $130,000 S40 S40AA

Ardsley Lane, Peel

No Land

Lot 11 01.11.13

Non-urban

2435m2 $54,000 S40 S40AA

Capertee No Land

Lot 18 DP

758446

11.01.12

Non-urban

18338m2 $2,990 S40 S40AA

Glen Davis

No Land

Lot 16 and 17

DP 758446

11.01.12

Non-urban

366.76m2 $5,400 S40 S40AA

Glen Davis

No Land

Lot 4 DP 30208

10.11.12

Non-urban

$372,937 S40 S40AA

4-196 Keppel Street,

Bathurst NSW 2795

No Residential

Lot 175 DP

1186814

1.304ha Clandula To be determined


ORGANISATIONAL STRUCTURE

Chair of the Board Ms Shirley Scott Mr Tony Riley Ms Robin Riley Ms Kerry Farrell Ms Wendy Hartnett

Members

CEO

Ms Tonilee Scott

Administration

Ms Amy Armstrong

Property Maintenance

Social Housing

Business Development

Community

Benefits

Scheme

Cultural

Development

Cultural Tourism Park


SWOT ANALYSIS

STRENGTHS OPPORTUNITIES

Committed board and CEO

Financially viable and owns own premises

Close working relationship with the Bathurst Aboriginal Interagency

80 voting members who are highly committed

Dedicated and professional staff

Maintains FI funding status

Generates substantial non-grant income from rental properties

Pride in Aboriginal culture and heritage through site identification and conservation

Good rapport with local community and business community

Provide support for members through various programs

Broaden opportunities with other Aboriginal organisations

Broaden partnership opportunities with other likeminded organisations and businesses

Develop plans to obtain optimum outcomes from the management of land assets

Pursue further land claims

Develop social enterprise on Mt Panorama

Further support the health and wellbeing needs of the community

Develop programs that support and involve young people

WEAKNESSES THREATS

Insufficient attention given to property development

Inadequate youth facilities

Undeveloped cultural skills, knowledge and language

Relationships with land owners POOR in relation to misconceptions involving site assessment processes

Transient population

Affordable childcare limiting employment opportunities

Deterioration of relations with the Local Government

Reduction of funding sources

Changes in State and Federal Government policy and priorities

Lack of youth leadership in the community

Amalgamation with other LALC’s


BUSINESS ENVIRONMENT

INTERNAL CUSTOMERS NEEDS

Members and the local Aboriginal community Improved access to health, housing, education, training and employment opportunities Need for long term generational self-sufficiency

Staff and volunteers Job security Professional development Leadership and clear direction

Suppliers of goods and services Ongoing business opportunities

EXTERNAL CUSTOMERS NEEDS

Traditional owners Consultation and consideration of Traditional Owner views and ideas

Local Aboriginal controlled businesses Consultation and agreement on strategies to address common issues and goals with no duplication of service

Local Business Improved relations and joint cooperation

Local, State and Federal Government bodies Achieve goals through appropriate assistance and funding opportunities Be accountable and responsible

Other industry bodies Achieve goals such as tourism, heritage and culture, education and training

Media Positive interest stories LALC to be responsive to issues

Land Owners/Developers Utilise our land

Broader community Realise our full potential economically, socially, culturally

STAKEHOLDER ANALYSIS

Key Stakeholders

Members of the Bathurst LALC

Bathurst Regional Council

NSW State Government

Australian Government

NSW LALC

CENTRAL West Local Lands Service

Bathurst Aboriginal Working Party

TOWRI Corporation

TOWRI Aboriginal Pre School Group

Wellington Medical Centre

Community Health

Multi Services Aboriginal Corporation

Aboriginal Access Service


TAFE Western Bathurst

Aboriginal Home Care Service

Greater Western Area Health Service

Local Job Services Australia providers

Bathurst Prison

Local schools

MEMBERSHIP

The Bathurst LALC currently has 108 members of which 80 are voting members. The membership base

represents approximately 7% of the total Aboriginal population residing within the Bathurst LALC

boundaries.

DEMOGRAPHIC ANALYSIS

A demographic overview of the Bathurst LALC has been established from member information obtained

from the Bathurst LALC records. This information has then been correlated with indigenous statistics

obtained from the Australian Bureau of Statistics 2011 Census, relevant to the specific Local Government

Areas within the LALC boundaries.

People Bathurst %

New South

Wales % Australia %

Aboriginal 1,567 95.8 164,612 95.4 495,757 90.4

Torres Strait Islander 33 2.0 4,767 2.8 31,407 5.7

Both Aboriginal and Torres Strait Islander 35 2.1 3,242 1.9 21,206 3.9

Total 1,635 -- 172,621 -- 548,370 --

Male 858 52.5 85,080 49.3 270,331 49.3

Female 777 47.5 87,540 50.7 278,037 50.7

For the 2011 Census in Bathurst (Indigenous Areas), there were 1,635 Aboriginal and Torres Strait Islander

people. Of these, 858 (or 52.5%) were male and 777 (or 47.5%) were female


Bathurst % New South

Wales % Australia %

0-4 years 207 12.7 21,409 12.4 67,415 12.3

5-14 years 389 23.8 41,174 23.9 129,670 23.6

15-24 years 388 23.7 33,389 19.3 105,652 19.3

25-54 years 527 32.3 58,441 33.9 192,627 35.1

55-64 years 73 4.5 10,892 6.3 32,232 5.9

65 years and over 50 3.1 7,316 4.2 20,772 3.8

Median age 20 -- 21 -- 21 --

In Bathurst (Indigenous Areas) the median age of Aboriginal and Torres Strait Islander people was 20 years. Of

the Aboriginal and Torres Strait Islander people 36.4% were children aged 0 to 14 years and 3.1% were people

aged 65 years and over.

Australian Indigenous Language, top responses

Bathurst %

New South

Wales % Australia %

Nyungar 3 0.2 4 0.0 341 0.1

Wiradjuri 3 0.2 109 0.1 136 0.0

Other Australian Indigenous Languages, nec 3 0.2 111 0.1 562 0.1

English only spoken at home 1,424 87.1 163,100 94.5 453,895 82.8

English was the only language spoken at home by 87.1% of Aboriginal and Torres Strait Islander people in

Bathurst (Indigenous Areas). Nyungar 0.2%, Wiradjuri 0.2% and Other Australian Indigenous Languages, nec

0.2% were the only other responses for language spoken at home.


Employment

Bathurst %

New South

Wales % Australia %

People who reported being in the labour force, aged 15 years and over

Worked full-time 215 47.0 27,768 49.3 86,714 48.7

Worked part-time 126 27.6 15,016 26.6 47,035 26.4

Away from work 31 6.8 4,026 7.1 13,959 7.8

Unemployed 85 18.6 9,537 16.9 30,462 17.1

Total in labour force 457 -- 56,347 -- 178,170 --

There were 457 people who reported being in the labour force in the week before Census night in Bathurst

(Indigenous Areas). Of these 47.0% were employed full time, 27.6% were employed part-time and 18.6% were unemployed.


ESTABLISHING THE BATHURST LALC GOALS

Issues identified included:

Suitable youth opportunities

Training, work experience and employment opportunities

Improving cultural and social activities

Improving access to recreational activities

Housing

Improving financial quality of life

Increase access IT

GOALS

GOAL STRATEGY PROGRAM

1 Maintain and develop existing rental housing program

Social housing

2 Provide access to training and employment opportunities through partnerships with JSA’s, TAFE, and local business

Community benefits scheme

3 Work with other likeminded organisations to increase social and recreational opportunities

Community benefits scheme

4 Increase family access to technology Community benefits scheme

5 Increase community participation Community benefits scheme

6 Investigate the financial viability of a cultural arts and craft business

Culture and Heritage Business enterprise

7 Prepare a feasibility study for the Cultural Tourism Park at Mt Panorama

Culture and heritage Business enterprise

8 Develop and implement youth camps at Mt Panorama

Community Benefits Scheme Culture and Heritage Business Enterprise

9 Improve the ability of the LALC to deliver services Human Resources

10 Increase the economic base of the LALC through land claims and strategic acquisition, management and disposal strategies

Land Acquisition, management and development Investment of Assets


OVERVIEW OF GOALS

1. Maintain and develop existing rental housing program

Under the ALRA the Bathurst LALC must demonstrate that the Social Housing Program is fair and equitable,

managed in a transparent manner and can meet its debts as they fall due. The need for further rental

housing has been established through conversations with members and the increasing waiting list.

In order to expand this program a review will be undertaken. This will include:

The current rental policy and procedures including rental arrears.

Maintenance issues

Cost of upgrading housing

Appropriate housing

2. Provide access to training and employment opportunities through partnerships with JSA’s, TAFE,

and local business

The Bathurst LALC participated in the BATHURST GROWS project (State Government, Office of

Communities, Volunteering Unit) in 2012 -2013. This project provided a volunteering pathway to

employment resulting in Aboriginal persons securing employment. The Bathurst LALC will build on this

model in the coming years by continuing to work with current partners and identifying new partners to

provide ongoing opportunities.

3. Work with other likeminded organisations to increase social and recreational opportunities.

Community members have identified the need to increase appropriate social and recreational

opportunities for the Aboriginal community. The Bathurst LALC will work with existing sport and recreation

organisations to increase the access and diversity of local opportunities.

4. Increase family access to technology

The Bathurst LALC acknowledges that many community members have limited access to computers and

associated technology. The LALC will work with other stakeholders to increase access through Seniors

Kiosks, purchasing computers at a lower cost and community participation and education programs (Know

Your Gizmo).

5. Increase community participation

The Bathurst LALC seek to involve members in a variety of ways that enhance the sustainability of the LALC

and improve the quality of member’s lives. This involvement includes engaging volunteers in the

Community Benefits and Social Housing Schemes, Adventure and Cultural Camps and Enterprise

Development


6. Investigate the financial viability of a cultural arts and craft business

Currently the Bathurst LALC work in partnership with Bathurst Prison Girrawa Centre to support Aboriginal

inmates in the creation of art and tourist artefacts. Currently in Bathurst there is no business that has a

retail presence in the sale of Aboriginal arts and crafts. The LALC will investigate whether there is the

potential to set up a social enterprise retail business that incorporates art and a coffee shop within the CBD

of Bathurst. This business would also generate income opportunities for local members who are artists.

7. Prepare a feasibility study for the Cultural Tourism Park at Mt Panorama

The Bathurst LALC has been steadily upgrading the Mt Panorama (Whalu) park with the intention of

developing a Cultural Tourism Park. A feasibility study to determine the financial viability of a park is the

next step.

8. Develop and implement youth camps at Mt Panorama

The Bathurst LALC’s focus on the protection and promotion of Aboriginal culture will be embedded in the

adventure and cultural camps that will be developed as part of this community, land and business plan.

9. Improve the ability of the LALC to deliver services

Expanding the ability of the LALC to deliver services relies upon being able to harness talent through the

utilisation of volunteers, community participation of members, accessing a diverse range of funding and

developing sustainable business opportunities.

10. Increase the economic base of the LALC through land claims and strategic acquisition,

management and disposal strategies

To continue to operate into the future the Bathurst LALC must continue to create opportunities for financial

sustainability. This includes continuing to convert land assets into income producing financial assets and

the prudent and appropriate management of property owned by the LALC.


Goal 1

Maintain and develop existing rental housing program

Action Responsibility Start Date Due Date Budget

1.1 Annually review and update policies and procedures to ensure they reflect the amendments to the ALRA

Administration July (yearly)

September (yearly)

0%

1.2 Ensure timely repairs and maintenance are conducted according to LALC policy and procedures

Administration Ongoing 0%

1.3 Acquire additional rental housing by preparing submissions to obtain funding for rental properties

CEO Ongoing 0%

Goal 2

Provide access to training and employment opportunities through partnerships with JSA’s, TAFE, and local business


2.1 Maintain existing collaborative partnerships with TAFE, DSS, JSA’s, BCCC, ICC, Office of Communities NSW, DAA

CEO July2014 Ongoing 0%

2.2 Develop training modules that directly relate work experience in hospitality, cultural tourism, biodiversity

CEO November 2014

Ongoing 0%

2.3 Develop a proposal for the Green Army Program

CEO November 2014

March 2014

0%

2.4 develop an ongoing work experience program with the Bathurst City Community Club

CEO September 2014

Ongoing 0%


Goal 3

Work with other likeminded organisations to increase social and recreational opportunities.


3.1 Develop and implement a school holiday program with the Bathurst City Community Club and the Kelso Community Centre

CEO October 2014

Ongoing 0%

3.2 Partner with Sport and Recreation and local clubs to identify opportunities for greater participation in sport.

CEO January 2015

Ongoing 0%

3.3 Partner with the BCCC set up Koorioke

CEO January 2015

Ongoing 0%

Goal 4

Increase family access to technology


4.1 Partner with Albury Wodonga Volunteer Resource Bureau and the Bathurst City Community Club to run 3 “Know Your Gizmo” programs a year

Administration September 2014

0%

4.2 Investigate refurbished computers, pricing and access for members

Administration September 2014

0%

4.3 Investigate opportunities for shared computer use with other organisations

Administration October 2014

0%


Goal 5

Increase community participation


5.1 Engage more members in NAIDOC events

Board CEO Administration

October 2014

Ongoing 0%

5.2 Engage community in a mural for the brick wall at the BLALC

Board CEO Administration

January 2014

0%

5.3 Expand the Work Development Order and Community Service Order programs through increasing local partnerships.

CEO August 2014

0%

5.4 Identify strategies for encouraging younger members

Board CEO

September 2014

0%

Goal 6

Investigate the financial viability of a cultural arts and craft business


6.1 Work with the Girrawa to identify business markets and products for an arts and crafts business

CEO August 2014

0%

6.2 Investigate costs for shop front and gallery

CEO August2014 0%

6.3 Develop business plan for arts and crafts business and look for funding

CEO September 2014

0%


Goal 7

Prepare a feasibility study for the Cultural Tourism Park at Mt Panorama


7.1 Undertake detailed financial assessment ( business plan) and risk analysis

CEO January 2015

0%

7.2 Liaise with NSWLALC to ensure compliance

CEO February 2015

0%

7.3 Seek support and funding at all levels of government

Board CEO

April 2015 0%

Goal 8

Develop and implement youth camps at Mt Panorama


8.1 Work with the Girrawa, Veritas, PCYC and Interchange to develop an adventure camp calendar on Wahluu

CEO March 2015

ongoing 1%

8.2 Source and develop a range of activities that cater for all abilities

volunteers October 2104

March 2015

0%

8.3 Develop and maintain adventure campsite

Volunteers November 2014

Ongoing 0%


Goal 9

Improve the ability of the LALC to deliver services


9.1 Work with Albury Wodonga Volunteer Resource Bureau to implement a sustainable Volunteer Management program

CEO November 2014

ongoing 0%

9.2 Engage our members to grow LALC services

Board ongoing 0%

9.3 Investigate opportunities to grow our service delivery in cost effective ways

CEO February 2015

Ongoing 0%

Goal 10

Increase the economic base of the LALC through land claims and strategic acquisition, management and disposal strategies


10.1 Continue to submit land claims that strengthen the financial viability of the LALC

CEO Ongoing 0%

10.2 Ensure that compliance requirements of the ALRA are met in all land acquisitions.

CEO Ongoing 0%

10.3 Look at options to convert some non-income producing assets into income producing assets.

CEO Ongoing 0%

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