Vision statement: To create a meaningful and purposeful future for all Ngadju People. Bushland surrounding Norseman Ngadju Country Western Australia

Transcription

1 Vision statement: To create a meaningful and purposeful future for all Ngadju People Bushland surrounding Norseman Ngadju Country Western Australia Ngadju Native Title Aboriginal Corporation Strategic Intent

2 CONTENTS Page 3 Page 4 Page 5 Page 5 Page 5 Page 5 Page 6 Page 7 Page 8 Page 8 Page 9 Purpose Chairpersons Statement Strategic Intent Vision Statement Mission Statement The Future Key Outcomes Key Strategies Key Performance Indicators Performance Measures Proposed Initiatives for Ngadju People 2

3 Purpose: The purpose of this Strategic Intent document for the Ngadju Native Title Aboriginal Corporation (NNTAC) is to identify the outcomes that the Ngadju People propose to achieve over the next 3 years on behalf of all Ngadju members. The document sets a clear direction with defined outcomes that will benefit Ngadju people well into the future. It is important that the foundations be structured now so that the Board and Ngadju Members can see what is planned for the future including the protection of our heritage, language, lore and culture while providing opportunities for achieving success. The key to the ongoing sustainability of Ngadju People will be to establish Business and Enterprise to create education and employment opportunities and to maintain a strong Ngadju Culture while protecting our Heritage, Lore and Culture. 3

4 Chairperson s Statement: Mrs Bronwyn Ray As Chairwoman of the Ngadju Native Title Aboriginal Corporation, the Prescribed Body Corporate (PBC), I take a great deal of pride and respect in working with the elected Ngadju Board of Directors, Elders, and the Broader Ngadju Community to consolidate our way forward over the next 3 years and beyond. Having finally succeeded in being recognised as the traditional owners of the land within the Ngadju Native Title Determination Area, importantly we must move forward and make positive steps in both protecting our Heritage and in identifying a meaningful purpose for our people. As Chair of the Board of Directors representing the Ngadju Members, there is a real enthusiasm to explore opportunities and identify businesses, enterprises and joint ventures that will help create employment opportunities for our people into the future. The PBC will maintain strong leadership, be guided by our Elders and will seek to ensure that solid foundations are made now to sustain our future. I am pleased to say that we will be reviewing all of the agreements made on our Native Title Claim area and endeavouring to negotiate improved agreements in accordance with the Native Title Act. Importantly, government bodies, mining companies any other entities must now deal directly with the Ngadju PBC before accessing Ngadju Country. In accordance with the Native Title Act, the PBC will be directly responsible for all (but not limited to) negotiations for: Land Access Heritage Plans Heritage Agreements Indigenous Land Use Agreements The protection and recording of all significant sites Lore and Culture Protection of Country including, land, waterways and all biodiversity Managing Compliance on Ngadju Country 4

5 Strategic Intent: The Ngadju Native Title Aboriginal Corporation as the Prescribed Body Corporate (PBC) wishes to be recognised as best practice in the field of managing, administering and developing strategic opportunities for Ngadju People. It will achieve this objective by building partnerships and strategic alliances with key stakeholders. Vision: To create a meaniful and purposeful future for all Ngadju People Mission: To create the best possible opportunities for Ngadju People by enabling them to reach their potential The Future: Ngadju Native Title Aboriginal Corporation will continue to improve its services to members by creating meaningful relationships and sound communication that will sustain the organisation and Ngadju people into the future. 5

6 Key Outcomes: 1. To communicate and liaise effectively with Elders and Ngadju members to ensure that their needs are being addressed 2. To ensure compliance with the Constitution (Rule Book) and the Legislation and Acts that form the governance requirements for the PBC and its Entities 3. To implement Policies and Procedures that govern the organisation in accordance with PBC requirements and the CATSI Act. 4. To provide the training and resources necessary for Directors and Staff to achieve agreed outcomes 5. To establish partnerships and joint venture opportunities that will create wealth and employment for Ngadju People 6. To work cooperatively and collaboratively with other indigenous organisations to leverage opportunities for all 7. To provide a safe and productive environment for staff, Directors and Members 8. To liaise with peek government bodies and private enterprise to exploit funding and business opportunities 9. To assess the ongoing performance of the organisation in accordance with agreed outcomes 10. To Report regularly to ORIC and other Entities in a timely and effective way 11. To undertake necessary audits to ensure compliance and identify opportunities for improvement 12. To create a harmonious environment for all to contribute to the goals set in this document 13. To establish the correct balance of staff and consultants in order to deliver agreed products and services 14. To celebrate our successes 6

7 Key Strategies: 1. Maintain effective communication strategies through newsletters, establishing and maintaining our web site and mail outs etc 2. Provide training to Directors and Staff to ensure that compliance requirements are understood and acted upon 3. Adopt Business strategies and relevant Policies and Procedures through agencies such as the WA Chamber of Commerce and Industry 4. Undertake a skills audit to ensure that training requirements can be identified 5. Identify and engage with appropriate business partners 6. Build rapport and effective communication and engagement with other indigenous groups 7. Assess opportunities for a Ngadju office in Perth and on country 8. CEO and Senior Managers to liaise with key personnel on a regular basis 9. Undertake annual organisational and staff performance reviews 10. Undertake all annual reporting requirements and engage auditors as agreed at each AGM 11. Identify improvement opportunities by reviewing strategies and processes deployed 12. Work closely with all organisational stakeholders to create win-win outcomes 13. Provide a staff structure and resources budget to be agreed by the Board and implemented by the CEO 14. Undertake professional development opportunities and reward people for their achievements 7

8 Key Performance Indicators: 1. Greater than 85% satisfaction in products and services provided 2. Greater than 25% annual increase in new businesses 3. Greater than 25% increase in new partnerships and Strategic Alliances 4. Achieving required rates of return on investment projects 5. Financial stability and growth 6. Regulatory compliance requirements maintained or exceeded 7. Improved Employment outcomes for Ngadju people 8. Improved engagement of Ngadju People in Business and Enterprise Performance Measures: 1. Community/Member feedback (qualitative and quantitative) 2. Number of new business initiatives established 3. Wealth creation 4. Staff satisfaction survey 5. Community recognition 6. Independent compliance audits 8

9 Proposed Initiatives and Outcomes: 1. A Master Plan for Ngadju Lands (congruent with State Policy) 2. Improved social housing for Ngadju People in Norseman and beyond 3. Provide accommodation and support solutions for Ngadju people visiting Perth for Health and other purposes including palliative care 4. The alleviation of poverty for Ngadju Members 5. Develop opportunities for Indigenous Tourism including interpretive signage 6. The provision of Health Services on Country 7. Sponsoring Education and Training opportunities 8. Employment and Business establishment including eco-tourism 9. Developing Heritage Plans, Agreements and ILUAs to generate wealth to reinvest into Ngadju initiatives 10. Homelands facility on Country 11. Community Cultural, Heritage and Language Centre 12. Protecting, Land, waterways and biodiversity 13. A safe house on Country 14. Develop initiatives such as a Solar Farm, bush medicine, agriculture 15. Ensure that all sites of significance are accurately recorded. 16. Caring for Country Program 17. Explore opportunities for Joint Venture Partnerships 18. Training and Mentoring of Ngadju people 19. Establishing new Heritage and Indigenous Land Use Agreements 20. Protecting Heritage 9

10 21. Protecting Country 22. Promoting the Ngadju language 23. Communicating and reporting to members regularly through the establishment of a web site and quarterly newsletters. Note: It is anticipated that these initiatives be funded as wealth is created by Heritage and Indigenous Land Use Agreements This Strategic Intent Document was endorsed by the NNTAC Board of Directors 26 May