NLC Corporate Plan 2016-17 to 2019-20€¦ · Northern Land Council Corporate Plan 2016/17 to...

CONTENTS

FOREWORD............................................................................................................................................1

1.INTRODUCTION..................................................................................................................................2

1.1INTRODUCTORYSTATEMENT.......................................................................................................2

1.2INTRODUCTIONTOTHENORTHERNLANDCOUNCIL...................................................................3

1.3OURLOCATIONSANDOFFICES.....................................................................................................4

1.4OURSTRUCTURE..........................................................................................................................5

2.PURPOSES...........................................................................................................................................7

2.1OURVISIONANDGUIDINGVALUES.............................................................................................9

OURVISION....................................................................................................................................9

OURGUIDINGVALUES...................................................................................................................9

3.ENVIRONMENT.................................................................................................................................10

3.1OUROPERATINGENVIRONMENT...............................................................................................10

Geographic...................................................................................................................................10

Social,EconomicandRegulatory..................................................................................................10

3.2ENVIRONMENTALSCAN.............................................................................................................12

4.PERFORMANCE.................................................................................................................................14

5.CAPABILITY.......................................................................................................................................17

HumanResources.............................................................................................................................17

InformationandCommunicationsTechnology................................................................................18

BudgetaryResources........................................................................................................................18

CapitalandInfrastructureResources...............................................................................................18

6.RISKOVERSIGHTANDMANAGEMENT.............................................................................................19

NorthernLandCouncilCorporatePlan2016/17to2019/20 1

FOREWORDTheNorthernLandCouncilhasaproudhistoryextendingoverfourdecades.ItsgenesiswasasanagencytohelpAboriginalpeopleintheTopEndengagewiththeWoodwardCommission,establishedin1973toinquireintolandrightsintheNorthernTerritory.

TheNLCbecameaCommonwealthstatutoryauthorityinJanuary1977whentheAboriginalLandRights(NorthernTerritory)Act1976cameintoeffect.Itsrolesandresponsibilitieshavemuchexpandedintheyearssince,andtheNLCtodayisthelargestIndigenousrepresentativeorganisationinAustralia,withmorethan250employees(nearly60percentofAboriginalorTorresStraitIslanderdescent).

Statutoryreportingrequirementshavealsoincreasedovertime,includingtheneed,underthePublicGovernance,PerformanceandAccountabilityAct2013,toproducethisCorporatePlan.

ThepurposeoftheplanistoprovideinformationaboutthesignificantactivitieswhichtheNLCwillundertakeoverthefouryears,2016/17to2019/20.Theplandescribesourpurposes,whatwewilldotoachievethosepurposesandhowwewillknowthatwehaveachievedthem.

TheNLCishavingtocopewithanincreasingworkloadinaclimateofbudgetconstraint,andtheattainmentofthegoalslaidoutinthisdocumentwill,toalargeextent,dependonfuturebudgetprovisions.

Itshouldbenoted,though,thattheorganisationiscommittedtoachievingsavingsandefficienciesthrougharegimeofrigorousmanagementandfinancialcontrols,andimprovedsystems(although,theinstallationofnewsystemssuchasforITanddistributionofroyaltiesisitselfdependentonfundsbeingavailable).


1.INTRODUCTION

1.1INTRODUCTORYSTATEMENTWe,astheAccountableAuthorityoftheNorthernLandCouncil,presentthe2016/2017NorthernLandCouncilCorporatePlan,whichcoversthefinancialyears2016/17to2019/20(aperiodoffouryears),asrequiredunderparagraph35(1)(b)ofthePublicGovernance,PerformanceandAccountabilityAct2013.

JoeMorrison SamuelBush-Blanasi

CHIEFEXECUTIVEOFFICER CHAIRPERSON


1.2INTRODUCTIONTOTHENORTHERNLANDCOUNCILTheNorthernLandCouncil(NLC)isanindependentstatutoryauthorityoftheCommonwealth,enabledbytheAboriginalLandRights(NorthernTerritory)Act1976(ALRA),anActoftheCommonwealthParliament.

UndertheAct,weareresponsibleforassistingAboriginalpeoplesintheTopEndoftheNorthernTerritorytoacquireandmanagetheirtraditionallandsandseas.SincetheActwaspassed,morethan50percentofthelandintheNThasbecomeAboriginalland,inadditiontoapproximately85percentofthecoastline.

AlargeproportionoftheremaininglandandseasissubjecttoNativeTitle.

TheALRAisastrongfoundationonwhichtobuildsocial,culturalandeconomicgrowthforTraditionalOwners.

TheNLC’sconstituencyisarepresentationoftheTraditionalOwnerswithinitsjurisdiction.TherearesevenregionswithintheNLC’sjurisdiction.TheNLCconstituencyhasabout36,000Aboriginalresidents,80percentofthemlivinginregionalandremoteareasinabout200communitiesranginginsizefromsmallfamilyoutstationstocommunitieswithpopulationsofabout3000people.ThemajorityofthesepeoplespeakanAboriginallanguageastheirfirstlanguage.Manyaremulti-lingual,andEnglishisoftenasecondarylanguage.Customarylawisaliveandvibrantandconstitutestheprimaryrulesbywhichpeoplecontinuetoconducttheirlives.

TheNLCisalsotheNativeTitleRepresentativeBody(NTRB)pursuanttotheNativeTitleAct1993fortheNorthernTerritory’snorthernregion,coveringapproximately605,819squarekilometresofland,includingtheTiwiIslandsandGrooteEylandt.

AsanNTRBundertheNativeTitleAct1993,theNLC’sstatutoryfunctionsareto:

• facilitateandassistnativetitleholderstomakenativetitleapplications;• respondtoproposedfutureactsandnegotiateagreementsincludingIndigenousLandUse

Agreements(ILUAs);and• assisttoresolvedisputesbetweenconstituentsaboutnativetitleapplications,futureacts,

ILUAsorothernativetitlematters.

TheNLCalsohasfunctionsunderthefollowinglegislation:theAboriginalLandAct(NT),CobourgPeninsularAboriginalLand,SanctuaryandMarineParkAct1996(NT),EnvironmentProtectionandBiodiversityConservationAct1999(Cth),MiningManagementAct2015(NT),MineralTitlesAct2016(NT),PetroleumAct2016(NT),GeothermalAct2016(NT),EnvironmentalAssessmentAct2013(NT),EnvironmentalProtectionandBiodiversityConservationAct1999(Cth),Nitmiluk(KatherineGorge)NationalParkAct1989(NT),NorthernTerritoryAboriginalSacredSitesAct1989(NT),PastoralLandAct1992(NT),SpecialPurposeLeasesAct1953(NT)andtheTerritoryParksandWildlifeConservationAct2006(NT).


1.3OURLOCATIONSANDOFFICES


1.4OURSTRUCTURETheNLC’ssupremegoverningbodyistheFullCounciloftheNorthernLandCouncil,madeupof83members;78CouncilorsareelectedeverythreeyearsfromacrosstheNLC’ssevenregions,andfivewomenareco-optedtomakethefullcomplementof83members.TheChairmanandDeputyChairmanareelectedbytheFullCouncil.TheCouncilhasalsoestablishedanine-memberExecutiveCouncilandsevenRegionalCouncils.TheExecutiveCouncilcomprisesamemberappointedfromeachofthesevenregions,plustheChairandDeputyChair.

TheFullCouncilrepresentstherightsandprioritiesofAboriginalpeoplewithintheNLCregion.Itshapespolicyandstrategicdirectionand,inaccordancewiththeALRA,approvesagreementsfortheuseofAboriginallandonbehalfofTraditionalOwners.

TheFullCouncilhasdelegatedsomedecision-makingpowerstotheExecutiveCouncilandtothesevenRegionalCouncils.

TheExecutiveCouncilappointstheChiefExecutiveOfficerwhohasday-to-dayresponsibilityfortheNLC’sadministrationandoperations.TheCEOworkscloselywiththeChairmanandtheExecutiveCouncilandisresponsibleforimplementingFullCouncildecisions,policiesandstrategies,andenforcingsoundcorporategovernance.

TheNLC’soperationsaremanagedbysevenbranches:

• SECRETARIAT:providespolicy,communicationsadviceandstrategicsupporttotheCEOandChairman,andtotheNLC’selectedarms.

• LEGAL:provideslegaladvicetotheadministrativeandelectedarms,andtoTraditionalOwners.

• ANTHROPOLOGY:identifiesandconsultswithTraditionalOwnersinordertosecureandprotecttheirrightsinland.

• REGIONALDEVELOPMENT:overseestheNLC’snetworkofnineregionalofficesbeyondDarwinandprovideslogisticssupportforconsultationsrequiredundertheALRAandNativeTitleAct.

• CARINGFORCOUNTRY:hostsandprovidesadministrativesupporttolandandseaRangerGroups,providespolicysupportandadviceonlandandseamanagementissuesandsupportsjointmanagementofNationalParks.

• MINERALS&ENERGY:providesadvicetoenableAboriginalpeopletounderstandthenatureandpurposeofmineralandpetroleumresourcedevelopmentproposalsontheirlandsandmanagepotentialenvironmentalimpacts.

• CORPORATESERVICES:deliversfinancial,IT,humanresourceandadministrativesupporttotheotherbranches,includingfleetassetmanagement.CorporateServicesisalsoresponsibleforcorporatecomplianceunderthePublicGovernance,PerformanceandAccountabilityActandthePublicInterestDisclosureAct.


TwospecialistcommitteesareincludedintheNLCstructure:

• TheWOMEN’SSUB-COMMITTEEoftheFullCouncildealswiththeprioritiesandissuesrelevanttoAboriginalwomenintheregion.

• TheAUDITCOMMITTEE,withanindependentChairperson,overseesgoodgovernanceandthemanagementofrisk.

Ourrelationshipswithgovernmentandnon-governmentorganisationsareimportantfordeliveringourgoalsandobjectives.Someofthesekeystakeholdersinclude:

o AustralianGovernment;o NorthernTerritoryGovernment;o LocalGovernmentShires;o Industries:Mineral,Petroleum,Pastoral,TourismandFishing;o Businesses;o Non-GovernmentOrganisations.


2.PURPOSESThepurposesoftheNLCoverthenextfouryearsareprescribedbytheAboriginalLandRights(NorthernTerritory)Act1976andtheNativeTitleAct1993.

OurresponsibilitiesarelaidoutunderSection23(1)oftheAboriginalLandRights(NorthernTerritory)Act1976:

• ToascertainandexpressthewishesandtheopinionsofAboriginalslivingintheareaoftheLandCouncilastothemanagementofAboriginallandinthatareaandastoappropriatelegislationconcerningthatland;and

• ToprotecttheinterestsoftraditionalAboriginalownersof,andotherAboriginalinterestsin,AboriginallandintheareaoftheLandCouncil;and

• ToassistAboriginalsinthetakingofmeasureslikelytoassistintheprotectionofsacredsitesonland(whetherornotAboriginalland)intheareaoftheLandCouncil;and

• ToconsultwithtraditionalAboriginalownersof,andotherAboriginalsinterestedin,AboriginallandintheareaoftheLandCouncilwithrespecttoanyproposalrelatingtotheuseofthatland;and

• WheretheLandCouncilholdsinescrowadeedofgrantoflandmadetoaLandTrustundersection12:

o TonegotiatewithpersonshavingestatesorinterestsinthatlandwithaviewtotheacquisitionofthoseestatesorinterestsbytheLandTrust;and

o Untilthoseestatesorinterestshavebeensoacquired,tonegotiatewiththosepersonswithaviewtotheusebyAboriginalsofthelandinsuchmannerasmaybeagreedbetweentheLandCouncilandthosepersons;and

• TonegotiatewithpersonsdesiringtoobtainanestateorinterestinlandintheareaoftheLandCouncil:

o wherethelandisheldbyaLandTrust--onbehalfoftraditionalAboriginalowners(ifany)ofthatlandandofanyotherAboriginalsinterestedintheland;and

o wherethelandisthesubjectofanapplicationreferredtoinsubsection50(1)(a)--onbehalfofthetraditionalAboriginalownersofthatlandoronbehalfofanyotherAboriginalsinterestedintheland;and

• ToassistAboriginalsintheareaoftheLandCounciltocarryoutcommercialactivities(includingresourcedevelopment,theprovisionoftouristfacilitiesandagriculturalactivities),inanymannerthatwillnotcausetheLandCounciltoincurfinancialliabilityorenableittoreceivefinancialbenefit;and

• ForlandthatisacommunitylivingareaandintheareaoftheLandCouncil--toassisttheowneroftheland,ifrequestedtodoso,inrelationtoanydealingsintheland(includingassistanceinnegotiatingleasesof,orothergrantsofinterestsin,theland);and

• ToassistAboriginalsclaimingtohaveatraditionallandclaimtoanareaoflandwithintheareaoftheLandCouncilinpursuingtheclaim,inparticular,byarrangingforlegalassistanceforthemattheexpenseoftheLandCouncil;and

• Tonegotiate,andenterintoagreements,asnecessary,forthepurposesofsubsection70(4);and

• Tocompileandkeep:o aregisterrecordingthenamesofthemembersoftheLandCouncil;and


o aregisterrecordingthenamesofthemembersoftheLandTrustsholding,orestablishedtohold,AboriginallandinitsareaanddescriptionsofeachareaofsuchAboriginalland;and

• Tosupervise,andprovideadministrativeorotherassistancefor,LandTrustsholding,orestablishedtohold,Aboriginallandinitsarea;and

OurresponsibilitiesasaNativeTitleRepresentativeBodyunderSection203B(1)oftheNativeTitleAct1993are:

• thefacilitationandassistancefunctionsreferredtoinsection203BB;• thecertificationfunctionsreferredtoinsection203BE;• thedisputeresolutionfunctionsreferredtoinsection203BF;• thenotificationfunctionsreferredtoinsection203BG;• theagreementmakingfunctionreferredtoinsection203BH;• theinternalreviewfunctionsreferredtoinsection203BI;• thefunctionsreferredtoinsection203BJandsuchotherfunctionsasareconferredon

representativebodiesbythisAct.

OurpurposesasprescribedaboveareaddedtobyourVisionandValues.


2.1OURVISIONANDGUIDINGVALUES

OURVISIONTohavethelandandsearightsofTraditionalOwnersandaffectedAboriginalpeopleintheTopEndoftheNorthernTerritoryrecognisedandtoensurethatAboriginalpeoplesbenefitsocially,culturallyandeconomicallyfromthesecurepossessionofourland,watersandseas.

OURGUIDINGVALUESWewill:

• PromotetheculturalintegrityoftheFullCouncilanditsmembershiptothebroaderAboriginalcommunity;

• ConsultwithandactwiththeinformedconsentofTraditionalOwnersinaccordancewiththeALRAandtheNTA;

• AcknowledgethelinguisticandculturaldiversityoftheregionandcommunicateclearlyandeffectivelywithallAboriginalpeople;

• Respect,promoteandsupportAboriginallaw,traditionandpractice;

• BeresponsivetoTraditionalOwnerneedsandadvocateonAboriginalpeoples’behalf;

• Beopen,transparentandaccountable;

• Behaveinamannerthatisappropriateandsensitivetoculturaldifferences;

• Upholdtheprinciplesandvaluesofsocialjustice,andactwithintegrity,honestyandfairness;

• Treatourstakeholderswithrespect;and

• Proudlyreflectthecorporateimageoftheorganisation.


3.ENVIRONMENT

3.1OUROPERATINGENVIRONMENT

Geographic• TheNLCoperatesacrossanareaofapproximately605,819squarekilometres,plus(forNTRB

purposes)thesurroundingseasincludingtheTiwiIslandsandGrooteEylandt;• Thisareatakesinawidevarietyoflandscapesfromdesertcountrytovastwetlandsystems,

tropicalsavannahandcoastalregions;• Substantialpartsoftheregionarepoorlyservedintermsofroadsandcommunications

infrastructure;• Theareaofoperationiswithinthewet-drytropicsofAustraliaand,about93%oftheregion’s

annualrainfalloccursinthewetseason(fromNovembertoApril),whenmanyoftheconstituentpopulationsareaccessibleonlybycharterflights;

• Theconstituentsliveinabout200scatteredcommunitiesranginginsizefromsmallfamilygroupstosettlementsofupto3,000people.

TheenvironmenthasasubstantialimpactontheworkoftheNLC,affectingtravelandcommunications,andthecostsofprovidingcoreservicescanbedisproportionatetoservicingurbansettings.

Thechallengingandremotegeographyimpactsthecostsof:

• Travel&accommodation;• Communications,includingtelephoneandinternetservices;• Housingandaccommodationforregionalandvisitingstaff;• MeetingsandconsultationwithTraditionalOwnersinremoteplaceswithscattered

populations;and• Capitalandrecurringmotorvehicleexpenses,andwearandtearonthesevehicles.

Social,EconomicandRegulatory• Overthepastfewyears,variousgovernmentinitiatives-suchastheIntervention,the

introductionofthesupershiresandtheWhitePaperonDevelopingNorthernAustralia-haveledtoagrowthoftheNLC’scorefunctions,especiallyinincreasinglanduseagreements;

• ThedemandingpolicyenvironmentbroughtaboutbysuccessivegovernmentscontributestoadditionalworkloadsforNLCstaffandtheCouncil;

• Extensiveminingactivityleadstopressureonstaffresourcesfordealingwithlargescaleandhighlytechnicalprojectssuchashydraulicfracturing;

• SincethepassingofALRA,approximately50percentoflandintheNThasbecomeAboriginalfreeholdlandinadditionto85percentofthecoastline;

• AlargeproportionoftheremaininglandmassissubjecttoNativeTitle.

AlltheabovemattersimpactsignificantlyontheNLC’sresources(humanandfinancialresources,inparticular)requiredtomeetincreasingdemandsforprocessingthirdpartiesaswellasadvocatingfortheinterestsoftheNLCconstituents.


Asthevolumeofcoreworkincreases,thereisacorrespondingneedforincreasedcapacitytomeetdemand.Whilerecentefficiencyinitiativeshavedeliveredsavings,increasedfundingisneededtomeetthegrowingdemandforservices;otherwise,theefficiencyofthoseservicesmaybecompromised.


3.2ENVIRONMENTALSCANAnenvironmentalscanusinganexaminationofStrengths,Weaknesses,OpportunitiesandThreatsproducesthefollowingtable.

STRENGTHS(NLChasfullorpartialcontrolofthesefactors)

WEAKNESSES(NLChasfullorpartialcontrolofthesefactors)

ChangeManagementiscontinuingtocreateefficienciesandimprovegovernance.However,eachstageoftheChangeManagementprocessisslowbecauseoftheneedtoprioritisethebudgettothemoreurgentdemands.

Capacity-buildingacrosstheorganisationisrequired,butrestrictedbudgetshavemeantthatthisisnotprioritisedashighlyasitshouldbe.

ImprovementofFinancialManagementsystemshasallowedmanagementtobettercontroltheNLC’sfinancesandassetsandfindefficiencydividends.

Reformofroyaltysystemscontinues–but,withoutasignificantinjectionoffunds,improvementislimitedbycapacity.

RegionalOfficestructurescanbefurtherdeveloped,toallowadevolutionofsystemsandservicestotheregionswhereactivitiestakeplaceandAboriginalpeoplelive.

Notenoughstaff,andnotenoughstaffofrequiredskills–thisfactorisafundingissueaswellasoneoftheavailabilityofskilledstaff.

AstrongandengagedFullCouncil,RegionalCouncils,andExecutiveCouncilstructuremeansthatpolicyandstrategyisderivedfromtheconstituentsupwards.

NotfullyfundedtoreacttoexpectationsofTraditionalOwners–theNLChasonlypartialcontrolbecausetheannualbudgetisbeyonditscontrol,whileprioritisationofthebudgetleadstostraininotherareasofNLCoperations.

TheNLChasaprovenconsultationprocessforobtainingfree,priorandinformedconsentoftraditionalowners.Thiscanbefurtherdevelopedbutneedsadditionalfundingformorecapacitytoreinforcethestress-pointscausedbyincreasingdemand.

Successionplanningandmentorshipstillrequiresattention.

SuccessfulrangerprogramsandCommunityDevelopmentinitiativescanenhancetheNLC’spresenceincommunitiesandthedeliveryofbetterservices

Outdatedtechnologyandotherequipment.Thisisbeingreviewedandwillbeupdatedininstalments.


OPPORTUNITIES(NLChaslittleornocontroloverthesefactors)

THREATS(NLChaslittleornocontroloverthesefactors)

ACommunityPlanningandDevelopmentUnitcanfacilitatelocaliseddevelopmentfortraditionalownersandtheaffectedcommunity.

Insufficientfundingforstart-upandon-goingoperations.

Changeindemographics–increasingAboriginalpopulationcouldleadtoincreasingopportunitiesforAboriginalpeople,butwillcertainlyleadtoincreaseddemandforservices.

Non-viabilityofsomeShiresandAboriginalCorporationswillmeanacallonnon-coreNLCservices.

Youngerpeople’sexpectationsabouteducation,employment,andeconomicopportunities,aswellasimprovementstosocialandhealthservices–beyondthecontroloftheNLC,butcouldleadtoamassivedemandforNLCservices.

Impactofmineralandpetroleumdevelopmentandproductioninparticular.

Theabovefactorshavebeenconsideredwhenformulatingstrategies.


4.PERFORMANCEThePerformanceandMeasurementFrameworkoftheNLCoverthenextfouryearsislaidoutinthetablebelow.

ThedetailedGoals,ObjectivesandStrategiesoftheNLC’sStrategicPlanhavebeencategorisedintofivelongtermpriorities:-

1. TheprosecutionoftheNLC’sALRAandNTAresponsibilitiestoacquireandprotectAboriginalpropertyrights;

2. FacilitatingCommunityDevelopmentsoastoprotectanddevelopAboriginaluseoflandandseas;

3. MaintainingandcontinuingtostrengthenRangergroupsoncountrytofurtherprotectandmaintainAboriginallandandseas;

4. DevelopandmaintainacomprehensivecommunicationssystemtofacilitatetheprovisionofinformationandadvocacyofTraditionalOwners’interests;and

5. ContinuallyimprovingtheNLC’spoliciesandprocedurestoachieveefficiencyandbestpracticegovernance.

Thedeliverystrategiesandmeasurementsofperformanceforthefutureyears2017/18to2019/20aresubjecttochangedependingoncircumstancesandtheenvironmentatthetime,andwilllikelychangetoincorporateactualperformanceinpastyearsandanynewfactorsemergingwhenthecorporateplanforthoseyearsarebeingprepared.

ProsecuteALRAandNTAresponsibilitiestoacquireandprotectAboriginalpropertyrights.DeliveryStrategy:

2016/17to2019/20ResourcetheLegalandAnthropologyBranches(subjecttobudget)toprovidecapacityinHumanResourcesandsystemssothatthelegislativeresponsibilitiescanbeprosecutedefficientlyandinatimelymanner.UpdateGISMappingcapabilities.Throughthemanagementoftheavailablecapacity,continuetheprosecutionofLandRightsclaims,andthecourtscheduleofNativeTitleclaims.Throughthemanagementofavailablecapacity,consultwithTraditionalOwnersandnegotiateLandUseAgreementsandothercommercialagreements.Providepolicyandadvocacyforculturalintegrityandprotectionofintellectualandculturalrights.Measurement:

2016/17 2017/18 2018/19 2019/20• Legaland

AnthropologyBranchvacantpositionsfilledinaccordancewiththebudgetforthe

• LegalandAnthropologyBranchvacantpositionsfilledinaccordancewiththebudgetforthe




year• 10%ofremaining

ALRAlandclaimsfinalised

• NativeTitleclaimscompletedinaccordancewithCourtschedule

• 75%ofLandUseAgreementsonfootarecompletedintheyear.













FacilitateCommunityDevelopmentsoastoprotectanddevelopAboriginaluseoflandandseasDeliveryStrategy:

2015/16to2019/20CreateaCommunityPlanningandDevelopmentUnittoassistandfacilitateTraditionalOwnersaccesstoresourcestoeconomicallyandsociallydeveloptheirowngroups,andtosupportAboriginalCorporationsandAssociationsintheirdevelopment.Developandpromotean“economicprospectus”fortheregion,identifyingthedemand,capabilityandopportunitiesforTraditionalOwnerstoparticipateineconomicdevelopmentontheirlands.Measurement:

2016/17 2017/18 2018/19 2019/20• Community

PlanningandDevelopmentUnitiscreatedandmodeltestedwithoneAboriginalgroup.

• CommunityPlanningandDevelopmentUnitisinexistenceandfunctioning,andimplementedinthreeregions.

• Scopeandcommencethepreparationofaneconomicprospectusforthetestregion.

• CommunityPlanningandDevelopmentUnitisfunctioninginalltheNLC’ssevenregions.

• Completethepreparationoftheeconomicprospectusforthetestregion.

• Reviewofoperationsiscompletedwithrecommendedimprovementsandscope.

• CommencemarketingoftheeconomicdevelopmentopportunitiesonAboriginallandstothirdparties;


MaintainandcontinuetostrengthenRangergroupsoncountrytofurtherprotectandmaintainAboriginallandandseasDeliveryStrategy:

2016/17to2019/20StrengthenthecapabilitiesofRangerGroupsthroughtrainingandcapacitybuilding.ContinualimprovementofoperationsofRangergroups,managementactivitiesofIPAsandjointlymanagedparks.Measurement:

2016/17 2017/18 2018/19 2019/20• Subjecttofunding,

CaringforCountryBranchreviewandplansendorsedandimplementationcommences

• CapabilitiesofRangergroupsandmanagementofIPAsandmanagedparksmeetbestpractice




DevelopandmaintainacomprehensivecommunicationssystemtofacilitatetheprovisionofinformationforandprovisionofadvocacyofTraditionalOwners’interestsDeliveryStrategy:

2016/17to2019/20Developandimplementacommunicationsandpublicrelationsplan.Organiseevents,andprepareresourcesandpublications,publishtheLandRightsNewsquarterly;developaprogramofmediareleasesandpressconferencesaroundissuesoftheday.MaintainthealliancewithAboriginalPeakOrganisationsNorthernTerritory(APONT).RegularlyliaisewithAboriginalAreasProtectionAuthorityandotherinstitutions.Measurement:

2016/17 2017/18 2018/19 2019/20• LandRightsNews

publishedontime.

• Pressreleasesorspeechesatforumsarepublished,advocating

• LandRightsNewspublishedontime.

• Pressreleasesorspeechesatforumsarepublishedadvocating






AboriginalrightsandtheroleoftheNLC.




ContinuouslyimprovingtheNLC’sPoliciesandProceduressystemsformoreefficiencyandbestpracticegovernance.DeliveryStrategy:

2016/17to2019/20Develop,implement,andcontinuallyimprovepoliciesandproceduresthatwillstrengthenthegovernanceandmanagementoftheorganisation,sothatNLCoperatesinaccordancewithbestpracticeprinciplesandmeetsallstatutoryreportingobligationsinordertoprovideitsAboriginalconstituentswithresponsive,transparentgovernanceandadministration.Measurement:

2016/17 2017/18 2018/19 2019/20• Previousyear’s

FinancialStatementsaresubmittedandpublishedontime.

• Policiesandproceduresareimplemented.

• Allexternalandinternalauditrecommendedactionsarecompleted.

• Allfilingsarecompletedontime.

• Policiesandproceduresarereviewedannually.



• PoliciesandProceduresarereviewedannually.



• PoliciesandProceduresarereviewedannually.

5.CAPABILITYThelongtermstrategiesthattheNLCwillimplementineachofthefouryearscoveredbythiscorporateplanhavebeendetailedinthepreviouschapter.

TheNLC’scapabilitytodeliveroutcomesisbasedonthefollowingresources:

• HumanResources;• InformationandCommunicationsTechnology;• Budget;• Capitalandinfrastructureresources.

HumanResourcesTheNLC’shumanresourcescapabilitiesrelyonhardworkingandexperiencedstaff.TheNLCcontinuestobeunder-resourcedintermsofpersonnelnumbers(capacity)aswellastheskillsandabilitiesrequired(capability).Whilethelattercanbemetthroughappropriatetrainingandupskilling,theformerdependsontheannualbudgetfromgovernment.


Inordertoprovidethehumanresourcesrequired,theNLCwillneedtofillallidentifiedvacancies,accessstaffwithmoreexperienceandrequiredskills,programprofessionaltraininganddevelopment,andspecificallyattractprofessionallyqualifiedAboriginalpeople.

InformationandCommunicationsTechnologyTheNLCcontinuestodealwiththeissueofageingequipmentandunsuitablesoftware.In2016/17theNLChascommissionedareviewbyEYtoidentifysolutions.

ThechallengeoverthenextfouryearsistoensurethattheneedsoftheorganisationforspecialistsoftwaresuchasGISmappingsoftwareandspeciallyconfiguredEnterpriseResourcePlanningsoftwarearemetinordertoimplementitsstrategies.Thiswillalsorequireregularupgradingofhardwareandothersystemsinordertomaintainanefficientinformationtechnologyresourcetosupporttheincreasinglydigitalworkload.

BudgetaryResourcesTheNLC’sfundingisderivedmainlyfromtheAboriginalsBenefitAccountandfromtheNativeTitlefundingstreams,aswellassomeothergrant-fundedactivities.

WhileABAfundinghasnotincreasedinrealterms,theactivityarisingfromthenumberofLandUseAgreementsandlandclaimsbeingadministeredhassubstantiallyincreasedoverthepastsixyears.

TheNLCthereforecontinuestofaceconstraintsfromtheincreasingactivity,asagainsttheannualABAfunds.Theriskifthesebudgetaryresourcerequirementsarenotmetisthattheimplementationofsomestrategieswillbedelayed.

CapitalandInfrastructureResourcesDuetothegeographicenvironmentinwhichtheNLCoperatesthereisarequirementforsignificantinvestmentinmotorvehicles.Motorvehiclesareusedmostlyoff-roadandtheirvaluesdepreciatefast.

ThereisaneedtoacquiremorevehiclesandreplacethemregularlyinordertofortheNLCtoincreaseitsworkcapacity.TheNLC’sstrategyistomitigatecostbyreplacingvehiclesregularlybeforetheirtrade-invaluesdepreciate.


6.RISKOVERSIGHTANDMANAGEMENTTheorganisation’sriskoversightandmanagementsystemisdesignedtoprovideappropriateinformationtotheAccountableAuthorityatappropriatetimes.

TheNLC’sriskoversightandmanagementsystemisbasedonariskmanagementplanandrisk-mitigationstrategies,includingconsiderationof:-

• Riskavoidance(e.g.avoidanceoftheactivitythatgivesrisetotherisk).

• Risktransfer(e.g.insurance).

• Riskmitigation(limitoftheactivity)

• Monitoringofidentifiedrisksandhowthesearebeinghandledonaregularbasis.

• Ensuringidentifiedrisksarewrittenintothejobdescriptionsofrelevantstaff,clearlysettingoutresponsibilityandaccountability.

Akeypartoftheriskmanagementstrategiesistheincorporationofstrongfinancialandmanagementcontrolsaspartofthefinancialpoliciesandprocedures,includingauthoriseddelegationsandcomputercontrolledprocurementandpaymentpolicies.

TheNLC’sAuditCommitteehasoversightofriskmanagement.TheAuditCommitteehasamajorityofindependentmembersandmeetsatleastfourtimesayear.Aspartofregularreviews,theAuditCommitteewillconsiderwhethertherearerisksadditionaltothoseintheregisterthatneedtobeassessedandmanaged,andwhetherexistingstrategiestomanageriskneedtobemodified.

TheAuditCommitteealsohasoversightoffinancialmanagementandcompliancewithstatutoryreportingresponsibilities.

TheNLC’sInternalAuditCharterensuresthattheInternalAuditfunctionwillbecontractedtoanindependentpublicaccountingfirm,independentofmanagement.ThescopeoftheInternalAuditorwillbetoplayanactiverolein:-

• Developingandmaintainingacultureofaccountability;

• Facilitatingtheintegrationofrisk-managementintoday-to-daybusinessactivitiesand

processes;and

• Promotingacultureofcost-effectivenessandself-assessment.

Thescopeofinternalauditingactivityincludes,butisnotlimitedto,theexaminationandevaluationoftheadequacyandeffectivenessoftheorganisation’sgovernance,riskmanagementandinternalcontrols,aswellasthequalityofperformanceincarryingoutassignedresponsibilitiestoachievetheNLC’sgoalsandobjectives.

TheAuditCommitteewillreporttotheExecutiveCouncilonceaquarter.

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