Noongar boodja
Ph: (08) 9358 7400 | Fax: (08) 9358 7499
Email: [email protected]
Web: www.noongar.org.au1490 Albany HighwayCannington WA 6107
PO Box 585Cannington WA 6987
AnnualRep rt
2 15
SOUTH WEST ABORIGINAL LAND AND SEA COUNCIL
CONTENTS
4 Chairperson’s Report
5 Chief Executive Officer’s Report
7 SWALSC Directors’ Profiles
10 Noongar Native Title - Process
Diagram
11 Regional Development and
Implementation Unit Report
11 Land Unit Report
12 Legal Services Unit Report
13 Leadership Unit Report
13 Research Unit Report
14 Corporate Services Unit Report
15 SWALSC Overview
19 Directors’ Report
20 Statement by the Directors
21 Independent Auditor’s Report
24 Statement of Comprehensive Income
for the year ended 30 June 2015
25 Statement of Financial Position as at
30 June 2015
26 Statement of Changes in Equity for
the year ended 30 June 2015
27 Notes to the Financial Statements for
the Year ended 30 June 2015
40 Appendix 1
41 Appendix 2
42 Appendix 3
43 Glossary and Definitions
REPORTS STATEMENTS
Production and design by Amy
Williams. This report and the
information contained in it are subject
to copyright, the ownership of which
resides with the South West Aboriginal
Land and Sea Council Corporation, and
may not be copied in whole or part
without the consent of the copyright
holders.
The South West Aboriginal Land and
Sea Corporation is a Deductible Gift
Recipient under Division 30 of the
Income Tax
Assessment Act 1997
Australian Business Number (ABN)
42 485 265 673
Indigenous Corporation Number (ICN)
3832
South West Aboriginal Land
and Sea Council
Ph: (08) 9358 7400
Toll Free: 1800 617 617
Fax: (08) 9358 7499
Email: [email protected]
Web: www.noongar.org.au
1490 Albany Highway
Cannington WA 6107
PO Box 585 Cannington WA 6987
3
South West Aboriginal Land and Sea Council
21 September 2015
The Hon Nigel Scullion MP
Minister for Indigenous Affairs
Parliament House
GPO Box 1566
Canberra ACT 2600
Dear Minister
Annual Report - South West Aboriginal Land and Sea Council
In accordance with clause 42 of the Native Title Funding Agreement, I have pleasure in presenting the Annual Report
for the South West Aboriginal Land and Sea Council Aboriginal Corporation together with the audited financial
statements for the financial year ended 30 June 2015.
Yours sincerely,
Jeanice Krakouer
Chairperson
South West Aboriginal Land and Sea Council
Telephone: 9358 7400 or 1800 617 617
Facsimile: 9358 7499
1490 Albany Highway, Cannington WA 6107
PO Box 585, Cannington WA 6987
www.noongar.org.au
ABN 42 485 265 673. ICN 3832.
In making this report, I would like
firstly to thank the former Directors,
led by the former Chairperson,
Cherry Hayward. Throughout the
course of their term, the negotiations
with the State for the South West
Settlement were completed, leading to
the successful Authorisation meetings
which concluded in March 2015.
This has been an outstanding
achievement for the South West
Aboriginal Land and Sea Council
(SWALSC) as a Corporation and for
the entire Noongar community. I am
convinced that the community has
spoken truly and that the Settlement is
the best way forward for us within the
Native Title arena.
I would also like to take this opportunity
to thank our Chief Executive Officer
through this period, Glen Kelly, and his
team for their untiring and dedicated
work during this demanding time.
We are now moving through to the
complex post-authorisation period
when we will assist the Agreement
Groups to establish Regional
corporations and SWALSC will transition
to being an entirely new form of service
provider to our community, as we aspire
to be appointed the Central Services
Corporation in the new governance
structure.
One of the first actions of the new Board
of Directors has been to commission a
new Strategic Plan for the Corporation
to lead the way into the future. A copy
of this plan is now available on our
website.
I was delighted to be elected as a
Director of SWALSC in the recent
elections and was honoured to be
appointed as Chairperson of the
Corporation by the Board of Directors.
I assure all members that I, along with
the other Directors, will be working hard
in the interests of our community as we
move to realise the full potential of the
Settlement over the coming year.
Warm wishes,
Jeanice Krakouer
Chairperson
ChAiRPERSON’S REPORT
Jeanice Krakouer CHAIRPERSON
5
I am proud to present this report
on an historic year for the South
West Aboriginal Land and Sea
Council (SWALSC) which resulted
in the authorisation of a world-class
settlement, including a Bill recognising
Noongar People as the Traditional
Owners of Noongar Boodja. The
2014/2015 year saw great changes and
our busiest year ever.
We ran Agreement Information Meetings
between September and November
2014 for members and native title
holders regarding the details of the
proposed settlement offer from the
State.
Members endorsed a new Rule Book at
a Special General Meeting in December
2014, which called for new Election
Rules to meet the new eligibility
requirements for Directors.
From January to March 2015, we ran six
historic Indigenous Land Use Agreement
(ILUA) Authorisation Meetings across
Noongar country, where the majority
of attendees at each meeting voted to
authorise the ILUAs.
From February to May 2015 we were
busy running the first Election of
Directors under the new Rules. In
May 2015, Directors were elected in
Ballardong, Whadjuk and Wagyl Kaip
Wards. From May to July 2015 we ran
by-elections to fill vacancies in Gnaala
Karla Booja, South West Boojarah
and Yued Wards. Profiles of the new
Directors are included at pages 7-9 of
this Report.
We deferred the 2014 AGM from
November 2014 to May 2015 to avoid
a clash with the original schedule for
Authorisation meetings. This AGM
marked the departure of the outgoing
Board and the appointment of the
incoming Directors.
The new Directors developed a new
Strategic Plan for 2015-2020, which is
now being circulated. You can access a
copy at our website www.noongar.org.
au or phone our office and we will post
you a copy.
Having been signed by Noongar
applicants and certified by SWALSC and
relevant State representatives, the ILUAs
were signed by the Premier on 8 June
2015 and subsequently lodged with the
National Native Title Tribunal.
Following the Authorisation meetings,
SWALSC was subject to a large number
of staff redundancies and we farewelled
many staff members whose positions
were no longer required. Their selfless
commitment and hard work is of
particular note as they knew that a
successful outcome would mean the
end of their jobs at SWALSC. I thank
each and every one of them for their
contribution to securing a world class
native title settlement on behalf of
Noongar People.
We have provided a submission on the
State’s amendments to the Aboriginal
Heritage Act which considerably
weakened the limited protection
of important heritage sites and we
continue to strenuously object to
deregistration of rivers and important
sites.
New Noongar consultation benchmarks
have been set by the high level of
engagement between the Whadjuk
Working Party and the Metropolitan
Redevelopment Authority on major
projects and developments including
the Perth Stadium, Gateway WA and
Yagan Square.
In addition to the above work, it was
business as usual, with a busy schedule
of meetings of Board of Directors,
Membership Sub-Committee, Working
Parties and Future Act Sub-Committees,
as well as future act negotiations.
Looking towards 2015/2016
Managing the work ahead will be
challenging but, with a strong Board of
Directors in place, committed staff and
the support of the Noongar community,
we are confident that we will continue
to exceed expectations.
This Annual Report contains a diagram at
page 10 Gnullark Koorliny Kolbang – Us
Going Forward which sets out SWALSC’s
work programme through to October
2016. Our three main areas of focus will
be:
• ILUA Process: Ensure compliance
with the legal processes as set out
in the ILUAs;
• Trustee Appointment: Participate
in the Trustee selection process
and establishment of associated
committees. Ensure that
investment, funding agreements
and funding payments comply with
the Trust Deed; and
ChiEf ExECuTivE OffiCER’S REPORT
Wayne Nannup CHIEF ExECuTIvE OFFICER
• Lands, Regional corporations
and Central Services Corporation
activities: Facilitate the
establishment of the six Regional
corporations (RCs), including
Agreement Group meetings
required.
Acknowledgements
Firstly, I acknowledge the outgoing
Directors for their leadership
throughout the intensely difficult
negotiation and authorisation phases.
The Noongar Negotiation Team should
also be acknowledged for their great
resolve to achieve the best outcome
possible for Noongar People.
Secondly, I congratulate the new
Directors on their election and
appointment, for a term that will be
equally intense, given the enormous
work programme ahead. I look forward
to a strong and positive working
relationship with the new Board and
implementing their Strategic Plan.
I would also like to thank the SWALSC
staff who remain, for bouncing back
after the Authorisation Meetings and
getting on with the job of implementing
the ILUAs. Although it feels like our
work has increased and our numbers
have decreased, I’m confident that the
staff will continue to demonstrate their
dedication and commitment to getting
the job done.
The final acknowledgement is for Glen
Kelly, although I’m not sure that words
can capture the contribution he made
over nine years as SWALSC’s CEO. In
particular, his leadership during the
negotiations and authorisation of
the most comprehensive native title
agreement in Australian history – an
achievement that most regarded as
impossible – was monumental. That he
withstood the constant challenges and
overcame the obstacles put in his way,
and that he remained focused on the
outcome, is testament to his courage,
vision and determination to build a
foundation for a strong and united
Noongar Nation.
Conclusion
In closing, I congratulate the Noongar
community for recognising the
opportunities that the Noongar Native
Title Settlement presents and having
the courage to vote for a better future.
This is the first crucial step on a journey
towards building a strong Noongar
Nation with an improved health,
education, employment and economic
outlook, and to producing a new
generation of Noongar leaders.
Although there was strong opposition
to the native title settlement, we
encourage everyone to get involved
in the establishment of the Regional
corporations so that they can work to
represent the interests of all Noongar
People.
There are exciting and challenging times
ahead and I look forward to serving the
Noongar community as it heads in this
new direction.
Wayne Nannup
Acting Chief Executive Officer
7
Jeanice was elected as Director by
the Wagyl Kaip members. Jeanice
understands the importance of good
governance and procedures. She has
extensive experience serving on boards
at a State, Regional and local
community level. As a community
member she understands the needs,
aspirations and struggles faced by the
Noongar community. As the newly
appointed SWALSC Chairperson, she
is keen to promote new opportunities
for a brighter future for our Noongar
community.
Michael Hayden Jnr is a Njaki Njaki
Noongar and the Director for Ballardong
Ward. He has over 15 years professional
experience. This includes policy,
community and business development,
contract management, native title and
strategic engagement with Aboriginal
communities across WA. He was a
key player in the establishment and
re-establishment of several key Noongar
and non-Noongar organisations. Michael
wants SWALSC to focus on empowering
Noongar People to influence and create
sustainable change.
Dean was elected as Director, Gnaala
Karla Booja Ward. Dean has a passion
for employment, training and mentoring
services. He has extensive advocacy
experience, representing community
on health, accommodation, training and
employment issues. Dean is a business
owner, is active on various committees
and currently employed as a VTEC
Mentor by the Chamber of Commerce
WA.
SWALSC DiRECTORS’ PROfiLES
Jeanice Krakouer DIRECTOR AND CHAIRPERSON Wagyl Kaip Ward e: [email protected]
Michael Hayden Jnr DIRECTOR Ballardong Ward e: [email protected]
Dean Wynne DIRECTOR Gnaala Karla Booja Ward e: [email protected]
Brendan Moore is the Director for
Yued Ward. He has an undergraduate
Science degree, Master’s degree and
represents his family on the Whadjuk
Working Party. He was involved in the
early development of the Kaardtijin
Noongar website and the establishment
of the Walyalup Aboriginal Cultural
Centre in Fremantle. Brendan believes
in demonstrating the highest standards
of integrity and good governance and is
committed to Noongar advancement.
Jack was elected for a fifth consecutive
term as Director of the South West
Boojarah Ward. He believes in strong
governance and is confident that
SWALSC can rise to the challenges that
lie ahead. He is keen to ensure that the
Noongar community is well positioned
to embrace the opportunities
presented by the South West (Noongar)
Settlement.
Jack Hill DIRECTOR South West Boojarah Ward e: [email protected]
Gordon was elected for a second
consecutive term by the Whadjuk
members. He believes in, and is
committed to good governance,
accountability and transparency. He
is keen to build the Noongar Nation.
He believes that our Noongar culture,
language, land and economics
provides a solid foundation for future
generations. Gordon is actively
involved in business and a number
community organisations.
Gordon Cole DIRECTOR Whadjuk Ward e: [email protected]
Brendan Moore DIRECTOR Yued Ward e: [email protected]
9
Ted Hart was on the Interim
Executive Committee from SWALSC’s
commencement and was Chairperson
between 2003 and 2008, continuing as
a Director until the present time. Ted
has extensive knowledge of the South
West (Noongar) Settlement and the
Heritage Act. He has vast experience in
corporate governance through serving
on various Boards. Ted believes in strong
governance and quality management,
and is a strong and passionate advocate
for Noongar People.
Fay Slater has represented the interests
of Noongar People over many years in
organisations including the Local Shire,
local Aboriginal Corporation and the
Church. Fay has served on the Executive
Committee and SWALSC Board over
consecutive terms since May 2005.
She has extensive experience and
knowledge of corporate governance
and the issues faced by Noongar People.
Fay is passionate about improving the
lives of Noongar People through the
advancement of health and related
initiatives.
Ted Hart INTERIm ExPERT DIRECTOR e: [email protected]
FAy SLATER INTERIm ExPERT DIRECTOR e: [email protected]
noongar native title settlement - process diagramgnullark koorliny kolbang - us going forward
ILuA PROCESS TRuSTEE APPOINTmENT NOONGAR CORPORATIONSExecution Date First round of Agreement Group
Meetings and workshopsConclusive Registration & Consent Orders
for NT Determination
Settlement Effective Date
Trustee Selection t sesses responsesPre Incorporation meetings for
Regional corporations
Trust Effective Date
Successful Trustee notified
Trustee enters pre appointment agreement
with State (to enable establishment)
RCs hold first meetings post
Incorporation
Future & Operations Fund payments
received by Trust
Regional corporations sign agreement to
Novate the ILUA in each region to the RC
Regional and CSC Corps sign Funding
Agreement with Trustee corporations
receive initial Funds
Trustee establishes Noongar Advisory
Company
Trustee establishes all Trust Committees
Trustee establishes “Land Sub”
Trustee appoints Regional corporations &
CSC as “Eligible Noongar Entities” (ENE)
Trustee invests Funds according to agreed
policies
Trustee signs Funding Agreement with RCs
and the CSC
Trustee makes Funding payments to
corporations
RCs and CSC achieve “Eligibility” as
ENEs
RCs and CSC are appointed as ENEs
Housing Land Transfers commence
“Annexure X” Land transfers commence
Further land identifications commence
CSCs ENE “Common Platform” is
available Land Unit systems available
for RCs and Trustee
ENEs able to commence operations
Rep
ort
s
11
REgiONAL DEvELOPMENT AND iMPLEMENTATiON uNiT REPORT
following the successful
authorisation of the ILUAs
in all six Noongar regions,
the primary task of the
Regional Development Unit (RDU)
is to maintain momentum by
initiating the process of community
engagement, communication and
participation of understanding all the
ILUA implementation requirements.
This will include discussions on
establishment of the six Eligible
Noongar Entities which will become
the Regional corporations. We can now
point toward the future opportunities
for the Noongar community. While
not perfect, many components of the
ILUA go to addressing the aspirations
that have been articulated by Noongar
people over a very long time.
Whilst the six ILUAs are yet to be
conclusively registered by the National
Native Title Tribunal, RDU must
continue engagement with the Noongar
community to build an understanding
of the process, and the ownership of
and participation in the establishment
of the governance structures.
Securing the Alternative Settlement
Agreement with the State government
is the culmination of a long-term
strategic approach that has required a
commitment by SWALSC for more than
a decade. This has also been driven
by feedback to SWALSC following
discussions with thousands of Noongar
community members.
As we go forward toward
Implementation, it is RDU’s
responsibility to articulate the
opportunities the ILUA presents
(Noongar to Noongar Domain). For
this to be successful it is vital the
engagement is open and transparent.
The RDU will be seeking feedback from
the Noongar community regarding their
inspirational future directions and ways
to improve the processes.
Native Title business will also be
carried out by the RDU team where
necessary in support of the Legal Unit.
Gail Beck, Regional Development Unit
Manager
LAND uNiT REPORT
The Land Unit contributed to
negotiation of the ILUAs, with
a focus on matters including
finalisation of:
• Land Base Strategy;
• Access to Unallocated Crown Land
and Unmanaged Reserves;
• Access to Department of Water
Lands;
• Joint and Cooperative
Management; and
• Housing.
Following the completion of
negotiations, we were directly involved
in the Authorisation meetings by
preparing and providing information
on land, maps, Joint and Cooperative
Management, Access, as well as
providing logistical support.
With Authorisation now complete, we
are focussed on core Land Unit services
and how we can actively participate in
the establishment of the new Regional
corporations, with the following being
priority activities:
• Assess all land offered by the
State, including field visits (with
RDU support) and provide land
selection advice to Working
Parties;
• Assist with the coordination of
Heritage matters (responsibility for
heritage management transferred
to the Land Unit in July 2014)
including the implementation
of the Noongar Standard
Heritage Agreement and ongoing
consultation with Working Parties;
• Prepare Land related policies for
consideration by the Regional
corporations;
• Prepare for implementation
of Cooperative Management
Agreements;
• Obtain advice on the design
and establishment of a Land
Information Management System;
and
• Prepare information for discussion
by the Regional corporations.
We will actively participate in
community discussions on all core
Land Unit services including Joint and
Cooperative Management, Land Access,
the Noongar Land Estate and the
Noongar Standard Heritage Agreement
process.
Glenn Shaw, Land Unit Manager
LEgAL SERviCES uNiT REPORT
with the conclusion of the
Settlement negotiations
the major and
unprecedented nature of
the Legal Unit’s workload has been the
implementation of the Authorisation
Plan and legal compliance requirements
for the conduct of the six South West
ILUA Authorisation meetings held in
early 2015. With authorisation of all
six ILUAs by the Noongar Agreement
Groups, the Legal Unit subsequently
implemented the Post-authorisation
Plan and steps required for conclusive
registration of the ILUAs, including the
Certification of the six ILUA Applications
for Registration lodged by the State with
the National Native Title Tribunal (NNTT).
The Legal Unit’s workload has been
defined by the amount of work and
scope of outcomes achieved during the
reporting period across all Regions. For
example, this has involved concluding a
number of Future Acts and major mining
and petroleum agreements, in particular
in the Yued and Whadjuk Claim
Regions, and working towards finalising
negotiations involving several major
mining companies in the Gnaala Karla
Booja Claim Region. Land Agreements
with the State have seen a number of
parcels of freehold land transferred into
the Ballardong Native Title Charitable
Trust, with pending parcels currently
being negotiated in the Wagyl Kaip/
Southern Noongar and South West
Boojarah regions. As with previous
agreements already in place, the
Legal Unit is implementing these new
agreements to bring about benefits to
Noongar people and maintaining strong
relationships with the proponents.
Protection of Aboriginal Heritage
Sites has been a major concern for the
Working Parties with Legal responding
as instructed to the major changes to
the threshold test of section 5 of the
Aboriginal Heritage Act 1972 (WA) (AHA)
and the deregistration of Sites, including
deregistration of rivers in the South
West introduced by the Department of
Aboriginal Affairs (DAA) in the previous
reporting period. The Legal Unit has
made numerous submissions to the
DAA Aboriginal Cultural Management
Committee (ACMC) and written to DAA
to place a moratorium on deregistration
of Sites. The Legal Unit has also lodged
submissions to State and Federal
Governments in relation to the Main
Roads WA Roe Highway 8 Extension
Project on Whadjuk country. On 8 June
2015, the Noongar Standard Heritage
Agreement (NSHA), negotiated as part of
the South West Settlement commenced.
The Legal Unit now provides proponents
with the NSHA replacing the Standard
Heritage Protection Agreement.
Facilitating and influencing early
engagement and benchmarking
consultation strategies on major State
infrastructure projects has resulted in
major input by the Whadjuk Working
Party into the design and construction
of the Department of Treasury Perth
Stadium Precinct, Metropolitan
Redevelopment Authority Projects,
including Yagan Square and Public
Transport Authority Forrestfield Airport
Link Project. The commitment by the
Working Party and Government agencies
to engage in new and innovative ways
to establish long term relations and
outcomes for Noongar and Whadjuk
people bodes very well for the
transition into the Regional Corporation
structure across all six Agreement
Groups.
Legal Services Statistics
CLAImANT APPLICATIONSFiled this year: 0
Number of current active claims: 10
Number of Registered claims: 6
Non-Claimant Applications: -
Agreements: 21
Ongoing Mediations (Harris Family): 3
Compensation Claims: 0
Future Act Notices received: 513
Responses to Future Act Notices: 513
Determinations of Native Title: -
ILUAs negotiated, registered: -
CLAImANT AND DISPuTESComplaints received: 0
Complaints resolved: 0
Complaints pending: 0
Disputes relating to Native Title
Applications
0
Disputes relating to ILUAs, rights of
Access and other matters:
0
Requests for Review of decisions not
to assist:
0
Stefan Le Roux, Principal Legal Officer
LEADERShiP uNiT REPORT
The sole aim of the Ngalla
Kaartdijin, Our Knowledge -
Noongar Leadership Programs
is to increase the capacity of
all Noongar people to create a stronger
future for all West Australians.
Two of the Programs, Community
Leadership and Governance
Development have been our focus in
2015.
A Facilitator Masterclass was hosted
in November 2014 to establish and
maintain a high standard of program
delivery for all Ngalla Kaartdijin
programs. Ngalla Kaartdijin identified
experienced Noongar facilitators who
were invited to participate.
The Masterclass provided tips and
additional resources to the Noongar
facilitators to maximise the learning
outcomes for future course participants.
This has increased the capacity and
pool of skilled facilitators that can
be engaged for future Community
Leadership programs.
The Community Leadership program
has been developed and modified for
Women and Men.
The first Noongar Women’s Community
Leadership program was delivered
in December 2014. Feedback
from participants has led to further
improvements and an increase in
Noongar language included in the
program.
The First Noongar Maaman (men)
Community Leadership program was
hosted in February 2015, attracting
strong Noongar Maaman. The
participant feedback has been very
positive and encouraging.
The Leadership Team has been reduced
to one person who will focus on the up-
skilling of facilitators and the delivery
of the Community Leadership program
and Governance programs.
Tahn Donovan, Leadership
Rep
ort
s
13
RESEARCh uNiT REPORT
In 2014-2015, the Research Unit
played a significant role in both the
Agreement Information Meetings,
and in the ILUA Authorisation
meetings.
Agreement Information meetings – September to October 2014
In September to October 2014, SWALSC
presented Agreement Information
Meetings to all six claim groups, in
Perth and in Regional towns. At these
meetings the claim anthropologist gave
a presentation on the updated list of
Apical Ancestors. We produced family
trees for each Apical Ancestor showing
all their descendants born over 100
years ago, and the family names of the
next generation of descendants. These
were displayed at each meeting and
generated a great deal of discussion and
interest.
Authorisation meetings – January to march 2015
The Research Unit managed the
meeting registration process at the ILUA
Authorisation Meetings to confirm that
the meeting attendees were connected
to the Apical Ancestors for that area.
We developed a fast-track registration
process and pre-registered almost 1,400
Noongar people. This streamlined
the registration process in an effort to
minimise waiting times. We would like
to thank the Noongar community for
their patience throughout the meeting
registration process.
Sarah Bell, Research Manager
Although the State has
ceased to fund any of
SWALSC’s activities, the
Commonwealth has provided
substantial support in the form of
additional funds for the Authorisation
process, post-Authorisation staff
redundancies and legal costs. As a
result, we were able to successfully
complete the ILUA Authorisation
process.
We have now entered into a transition
period, where we are focussed on what
is required to implement the ILUAs.
During the year, we held a Special
General Meeting at which the members
approved the adoption of a new Rule
Book to comply with the requirements
of the ILUA. By adopting the new
Rules, we have achieved one of the
requirements for being appointed as
the Central Services Corporation (CSC)
by the Trustee.
Following the Rule Book change, an
election of Directors was conducted
with the assistance of the Selections
Committee, a newly formed body
required under the new Rules. We
have received a lot of positive
community feedback that this new
process is a great improvement. This
was also the first election where we
have used the services of the Western
Australian Electoral Commission, also a
welcome innovation.
SWALSC is moving forward to meet the
challenge of becoming the CSC, which
will require us to expand our corporate
services to support all of the new
Regional corporations, for an initial five
year period. We are entering another
substantial change period, with every
confidence that we are ready for it.
People Aboriginal Non Aboriginal Total2015 2014 2015 2014 2015 2014
male 10 9 11 10 21 19
Female 13 9 19 19 32 28
Total 23 18 30 29 53 47
MembershipNew members accepted last year (between 1 July 2013 and June 30 2014) 448
New members accepted this year (between 1 July 2014 and June 30 2015) 669
Total members at 30 June 2015 4,775
Malcolm Firth, Corporate Services Manager
membership
There has been a large increase in
the number of members, no doubt
influenced by interest in the Settlement
process.
Membership statistics are as follows:
Staff Profile
CORPORATE SERviCES REPORT
Rep
ort
s
15
SWALSC OvERviEW
Description of SWALSC
The South West Aboriginal Land and
Sea Council Corporation (SWALSC) is
the Native Title Representative Body
(NTRB) for the south west of Western
Australia. It was first recognised as
an NTRB by the then Minister for
Immigration and Multicultural and
Indigenous Affairs, Hon. Philip Ruddock
in December 2001.
SWALSC’s boundaries generally
correspond with those of the former
Perth Noongar Regional Council and
the Noongar Country Regional Council
(Aboriginal and Torres Strait Islander
Commission Regional Councils). It is
estimated that between 30,000-40,000
Noongar people live in the region.
SWALSC’s funding comes from the
Department of Prime Minister and
Cabinet (DPMC).
The Board of Directors has six elected
members and two expert members
who provide policy guidance to
the organisation. The day-to-day
management of SWALSC is the
responsibility of the Chief Executive
Officer, who is a salaried officer.
In July 2007, along with all similar
organisations, SWALSC was required
to operate under the corporations
(Aboriginal and Torres Strait Islander)
Act 2006 (CATSI) and developed a
new constitution in compliance with
CATSI. A new Rule Book has since
been endorsed by the Registrar on 24
December 2014.
Legislative Functions
As an NTRB, SWALSC has specific
functions under Part 11, Division 3 of
the Native Title Act 1993 (NTA).
These functions are:
• Facilitation and assistance
functions referred to in section
203BB.
• Certification functions referred to
in section 203BE.
• Dispute resolution functions
referred to in section 203BF.
• Notification functions referred to
in section 203BG.
• Agreement making functions
referred to in section 203BH.
• Internal review functions referred
to in section 203BI.
• Other functions referred to in
section 203BJ and such other
functions as are conferred on
representatives bodies by the
Native Title Act.
Section 203B(2) provides that the
functions conferred on a representative
body (whether in its capacity as a
representative body or otherwise) by
or under:
• Any other law of the
Commonwealth; or
• A law of the State or Territory in
which it operates.
Section 203B (3) provides that except
as mentioned at sections 203BB,
203BD and 203 BK, a representative
body must not enter into an
arrangement with another person
under which the person is to perform
the functions of the representative
body.
Section 203B (4) provides that a
representative body must, from time
to time, determine the priorities it will
give in performing its functions. It may
allocate resources in such a way as it
thinks fit, so as to be able to perform
its functions efficiently but must
give priority to the protection of the
interests of the native title holders.
Section 203 BA of the NTA provides
that a representative body must use its
best efforts to perform its functions in
a timely manner, particularly in regard
to time limits set by the NTA and other
relevant laws.
Corporate Governance Policies
vision
SWALSC’s corporate vision is to inspire,
enable and lead the Noongar People to
build a strong, sustainable and united
Noongar Nation.
Core values
“We value and acknowledge our past,
and will empower future generations
by respecting our Elders, our Noongar
People and other cultures”
We will at all times embrace and
promote our Noongar Nation’s business
through:
Respect: to recognise and build on our
strengths, history and traditions within
our communities.
Inclusivity: to enable and encourage
diversity among and within our
Noongar Nation and other cultures.
Trust: to lead and support a culture
which values and applies honesty,
openness and accountability.
Economic sustainability: identify
and build on our human, natural and
physical assets through a planned,
managed and monitored business
approach to governance and operations.
Partnerships: to build positive
relationships with all of our members,
communities, stakeholders and
employees.
Our Guiding Principles
• Do justice to the past – and serve
the future.
• Support Noongar People and
Culture.
• Focus on effective and long-term
meaningful outcomes for the
Noongar community.
• Deliver the highest possible level
of governance and service.
Policies and Procedures
SWALSC staff and officers are guided by
the Rule Book of the Corporation and
the policies that have been approved
by the Board of Directors.
Priorities
SWALSC has established a set of
priorities that reflect the statutory
and financial framework under which
NTRBs are required to operate. At all
times, the organisation’s priorities are
designed to reflect the needs and the
aspirations of the Noongar people.
Organisational Structure
membership
SWALSC membership is open to all
Noongar people aged 18 years and over
(see Glossary and Definitions).
Governing Committee (the Directors)
The Governing Committee (the
Directors) is currently comprised of
six elected members and two expert
members.
The role of the Directors is to ensure
that the objectives of the organisation
are carried out and that it performs
the statutory functions of an NTRB.
The Directors provide general policy
direction for the organisation and
input into the development of state
and national policy as it relates to
Aboriginal and Torres Strait Islander
people in the region.
The Directors do not involve
themselves in the day-to-day financial
management of the organisation, but
review financial reports and meet
to discuss SWALSC’s controls and
processes.
Senior Office Holders
Chairperson
Jeanice Krakouer was elected as
Chairperson of SWALSC in August 2015.
Deputy Chairperson
Michael Hayden Jnr was elected as
SWALSC Deputy Chairperson in August
2015.
Public Officer
Glen Kelly is the SWALSC Public Officer
and operates in accordance with
Section 56 of the Native Title Act.
management: Administration
The senior management
(administrative) committee includes:
• Chief Executive Officer, Glen Kelly;
• Acting Chief Executive Officer,
Wayne Nannup;
• Manager, Corporate Services,
Malcolm Firth;
• Manager, Research, Sarah Bell;
• Principal Legal Officer,
Stefan Le Roux
Chief Executive Officer
Glen Kelly is the CEO of SWALSC. Glen
is a Noongar man and brings to SWALSC
21 years of experience in Aboriginal
Affairs, much of it in native title and
Indigenous land related issues.
Glen has held a number of senior
positions in Aboriginal organisations,
both as a manager and as an advocate
of Aboriginal interests, he has also held
positions within government agencies.
Glen has held, and continues to hold,
positions on high level committees
and statutory authorities at a State
and Commonwealth level that relates
to Aboriginal land interests. Glen is a
keen advocate of Noongar interests,
and in his role as the CEO, seeks to
ensure that SWALSC provides an
efficient and effective service to
Noongar people and their native title
claims.
The CEO is appointed by the Board
of Directors and acts in accordance
with the policies determined by
that committee. He attends Board
meetings and provided regular reports
in reference to the operations of the
organisation.
Acting Chief Executive Officer
Wayne Nannup joined SWALSC in
2012 and is currently acting CEO. He
has completed a Bachelor of Law
degree (Murdoch) and was previously
employed with the Aboriginal Legal
Service as the manager of the Court
Officer Unit. Prior to that, Wayne was
with the State Department of Industry
and Resources, following a career in the
building industry.
manager, Corporate Services
Malcolm Firth commenced with
SWALSC in April 2007. Malcolm
is a Chartered Accountant, holds a
Bachelor of Commerce and an MBA.
He has extensive experience in both
the mining and community services
sectors. Malcolm is responsible for all
administrative functions, including
financial management, information
systems, human resources and
coordination of strategic and
operational planning.
Rep
ort
s
17
manager, Research
Sarah Bell has been the Research
Manager at SWALSC since October
2011. Sarah is an anthropologist
who has worked in native title and
land-rights, mainly in Aboriginal
organisations, for over 15 years. Sarah
has undertaken contributory native
title connection research to a number
of successful native title claims in
central desert regions of WA, including
the Martu native title claim, which she
co-researched and co-authored. In her
role as Research Manager at SWALSC,
Sarah’s main focus has been managing
and coordinating the finalisation of the
“agreed facts” connection research. This
is the native title connection research
process agreed with the State of
Western Australia, required to provide
satisfactory evidence to the State that
they are engaging in an Alternative
Native Title Settlement with the right
people for country.
Principal Legal Officer
Our Principal Legal Officer, Stefan
Le Roux, has more than 20 years
experience in the legal and corporate
field. His expertise includes the
negotiation, drafting, implementation
and ongoing management of
Indigenous Mining Agreements. Stefan
has gained extensive experience in
overseeing the corporate governance
of corporation and trust structures
created as a result of Indigenous
Land Use Agreements in both the
Mining and Oil and Gas industries. His
responsibilities are to oversee the
day-to-day operations of the Legal Unit.
The Legal Unit provides legal advice,
guidance and assistance to the CEO and
the SWALSC Board in all corporate and
native title matters.
Separation of Powers
It is the responsibility of the Directors
to ensure that the objectives of the
organisation are carried out and
that it satisfactorily performs all
of the functions of a Native Title
Representative Body in accordance
with the Native Title Act 1993.
The Board of Directors can authorise
the use of the common seal, make and
rescind policies, constitute committees
and make by-laws. Clause 11.1(d) of
the Rules states that the Directors shall
not concern themselves with the day
to day management of the offices of
the Corporation, this being the sole
province of the Chief Executive Officer.
Board meetings held during the 2014/2015 financial year:
14 July, 22 September, 22 October, 17
November, 18 December 2014,
9 February, 20 April, 29 April,
20 May 2015
MemberMeetings attended
Possible attendance
Cherry Hayward (Chair) 9 10Glen Colbung (Deputy Chair) 6 10Oscar Colbung 6 10Gordon Cole 8 10Ted Hart 8 10Jack Hill 5 10Dennis Jetta * 5 7James Khan 9 10Fay Slater 9 10Charmaine Walley 9 10Reg Yarran 4 10 *Note: Mr Jetta resigned on 27 March 2015
Board meeting Directors’ attendance:
MemberMeetings attended
Possible attendance
Jeanice Krakouer (Chair) 1 1Michael Hayden (Deputy Chair) 1 1Gordon Cole 1 1Ted Hart 0 1Fay Slater 1 1Dean Wynne* 0 0Jack Hill* 0 0Brendan Moore* 0 0
*Note: Directors elected on 24 July 2015 following the
end of financial year 2014/15.
Incoming Board: 26 may 2015
Stat
emen
ts
19
The Directors submit the financial report of the South West Aboriginal Land and Sea Council Aboriginal Corporation
for the financial year ended 30 June 2015 in accordance with Regulation 333-10.02 of the corporations (Aboriginal
and Torres Strait Islander) Regulations 2007.
a.
b.
c.
d.
e.
f.
g.
h.
The above statements are made in accordance with a resolution of the Directors dated 21 September 2015.
Jeanice Krakouer
Chairperson
SOUTH WEST ABORIGINAL LAND AND SEA COUNCIL ABORIGINAL CORPORATION
Indigenous Corporation Number (ICN) 3832Australian Business Number (ABN) 42 485 265 673
ANNUAL FINANCIAL REPORT TO MEMBERSYEAR ENDED 30 JUNE 2015
Directors’ Report
Details of operations are contained in the Annual Report on pages 19 to 42. The Corporation returned a deficit of $32,413 for the financial year (2014: profit $4,350).
No significant change in the Corporation’s state of affairs occurred during the year.
As the Native Title Representative Body of the Noongar people of the south west region of Western Australia the principal activities of the organisation during the financial year were to provide services and advocacy directed towards:• securing land;• protecting the spiritual and physical connection to land of members and their extended families in accordance
with their traditions, laws and customs;• supporting the maintenance, development and advancement of Noongar culture, language and society; and• promoting Aboriginal reconciliation as a basic tenet of Australian society. There was nothing arising since the end of the financial year to significantly affect the corporation’s operations, results of operations, or state of affairs in future financial years.
There were no developments in the corporation’s operations that are likely or expected to significantly affect the operations in future years.
SWALSC was not subject to any particular or significant environmental regulation under Commonwealth, State, or Territory law during the last year.
There was no distribution of payments to members during the year.
No distributions of payments to members were recommended or declared during the year.
In the opinion of the Directors, the financial report, as set out on pages 19 to 42:
Jeanice KrakouerChairperson
Dated this 21st day of September 2015
The accompanying notes form part of these financial statements.
1)
2)
Presents a true and fair view of the financial position of South West Aboriginal Land and Sea
Council Aboriginal Corporation as at 30 June 2015 and its performance for the year ended on
that date in accordance with Australian Accounting Standards (including Australian Accounting
Interpretations) and with the corporations (Aboriginal and Torres Strait Islander) Act 2006.
At the date of this statement, there are reasonable grounds to believe that South West Aboriginal
Land and Sea Council Aboriginal Corporation will be able to pay its debts as and when they fall
due.
This statement is made in accordance with a resolution of the Board of Directors and is signed for
and on behalf of the Directors by:
Statement by the Directors
Note 2015 2014
Revenue $ $
DPMC grant 6,281,281 3,593,745
State grant - 2,386,827
Other grants and income 1,380,160 1,511,078
Interest 45,148 55,399
Total Revenue 2 7,706,589 7,547,049
Expenses
Employee benefits expense 3 4,718,967 4,850,902
Depreciation and amortisation expense 66,303 69,235
Trainings and seminars expense 39,309 16,505
Other supplies 4 2,878,324 2,557,832
Finance costs 5 22,599 32,606
Auditor's remuneration 6 13,500 15,620
Total expenses 7,739,002 7,542,700
Profit before income tax (32,413) 4,350
Income tax 7 - -
Surplus from operations (32,413) 4,350
Total Comprehensive Income (32,413) 4,350
STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2015
The accompanying notes form part of these financial statements
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Stat
emen
ts
25
Note 2015 2014
ASSETS $ $
CURRENT ASSETS
Cash and cash equivalents 8 989,866 1,402,854
Trade and other receivables 9 399,358 430,368
Other current assets 10 155,790 141,446
TOTAL CURRENT ASSETS 1,545,013 1,974,669
NON-CURRENT ASSETS
Property, plant and equipment 11 342,069 467,600
TOTAL NON-CURRENT ASSETS 342,069 467,600
TOTAL ASSETS 1,887,083 2,442,268
LIABILITIES
CURRENT LIABILITIES
Employee provisions 12 806,195 804,961
Trade and other payables 13 339,146 479,284
Grant income in advance 14 178,786 531,113
Borrowings 15 197,176 255,601
Net GST Payable 16 45,299 (27,711)
TOTAL CURRENT LIABILITIES 1,566,602 2,043,248
NON-CURRENT LIABILITIES
Borrowings 15 14,776 50,131
Employee provisions 12 44,110 54,882
TOTAL NON-CURRENT LIABILITIES 58,886 105,013
TOTAL LIABILITIES 1,625,488 2,148,261
NET ASSETS 261,595 294,008
EQUITY
Retained earnings 294,008 289,659
Current year earnings (32,413) 4,350
TOTAL EQUITY 261,595 294,008
The accompanying notes form part of these financial statements
STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2015
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Retained Earnings General Reserves Total
$ $ $ Balance at 1 July 2013 289,659 - 289,659
Operating Surplus/(Deficit) 4,350 4,350
Balance at 30 June 2014 294,008 - 294,008
Operating Surplus/(Deficit) (32,413) (32,413)Adjustment to retained earnings - -
Balance at 30 June 2015 261,595 - 261,595
2015 2014
$ $ CASH FLOWS FROM OPERATING ACTIVITIESOperating grants receipts 6,695,124 6,394,415
Receipts from customers 1,383,974 1,251,216
Interest received 45,148 55,399
Payments to employees (4,728,506) (4,720,983)
Payments to suppliers (3,822,585) (3,207,818)
Interest paid (22,599) (32,606)Net GST paid 73,010 (114,053)
Net cash provided by operating activities 20 (376,434) (374,429)
CASH FLOWS FROM INVESTING ACTIVITIES
Net Proceeds from sale of property, plant and equipment 16,225 475,641
Purchase of property, plant and equipment 41,000 (546,894)
Net cash provided by (used in) investing activities 57,225 (71,253)
CASH FLOWS FROM FINANCING ACTIVITIES
Proceeds from borrowings 211,952 305,731Repayments (305,732) (312,761)
Net cash provided by (used in) financing activities (93,780) (7,030)
Net increase in cash held (412,989) (452,712)
Cash and cash equivalents at beginning of financial year 1,402,854 1,855,566
Cash and cash equivalents at end of financial year 8 989,866 1,402,854
The accompanying notes form part of these financial statements
STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2015
STATEMENT OF CASH FLOW FOR THE YEAR ENDED 30 JUNE 2015
Note
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Stat
emen
ts
27
The financial statements cover South West Aboriginal Land
and Sea Council Aboriginal Corporation as an individual
entity. South West Aboriginal Land and Sea Council
Aboriginal Corporation is a corporation incorporated under
the corporations (Aboriginal and Torres Strait Islander) Act
2006.
Note 1: Summary of Significant Accounting Policies
Principal Activities
As the Representative Body of the Noongar Community of
the south west region of Western Australia, the principal
activities of the corporation during the financial year
were to provide services and advocacy directed towards:
• securing land;
• protecting the spiritual and physical connection
to land of members and their extended families in
accordance with their traditions, laws and customs;
• supporting the maintenance, development and
advancement of Noongar culture, language and
society; and
• promoting Aboriginal reconciliation as a basic tenet
of Australian society.
No significant change in the nature of these activities
occurred during the year.
Directors
The names of Directors at the date of this report are:
Jeanice Krakouer Chairperson
michael Hayden Jnr Deputy Chair
Dean Wynne
Jack Hill
Brendan moore
Gordon Cole
Ted Hart Interim Expert Director
Fay Slater Interim Expert Director
Basis of Preparation
The financial statements are general purpose financial
statements that have been prepared in accordance with
Australian Accounting Standards, Australian Accounting
Interpretations, and other authoritative pronouncements
of the Australian Accounting Standards Board and the
corporations (Aboriginal and Torres Strait Islander) Act
2006.
Australian Accounting Standards set out accounting
policies that the AASB has concluded would result
in a financial report containing relevant and reliable
information about transactions, events and conditions to
which they apply. Material accounting policies adopted
in the preparation of these financial statements are
presented below and have been consistently applied
unless otherwise stated.
The financial statements are prepared on the basis that
the corporation is a going concern. This is dependent on
continued financial support from government funding.
The financial statements have been prepared on an
accruals basis and are based on historical costs, modified,
where applicable, by the measurement at fair value of
selected non-current assets, financial assets and financial
liabilities.
The financial report is presented in Australian Dollars and
rounded to the nearest dollar.
Accounting Policies
a. Income Tax
The corporation is a Public Benevolent Institution and is
endorsed to access the following tax concessions: Goods
and Services Tax (GST) Concession, Fringe Benefits Tax
(FBT) and Income Tax Exemption. The corporation is also
endorsed as a Deductible Gift Recipient (DGR) from 1
October 2001 and is covered by Item 1 of the table in
section 30-15 of the Income Tax Assessment Act 1997.
b. Inventories
The corporation does not carry inventory.
c. Property, Plant and Equipment
Each class of property, plant and equipment is carried
at cost or fair value as indicated, less - where applicable
- any accumulated depreciation and impairment losses.
Purchases costing less than $500 are expended in the
year of acquisition (other than where they form part
Notes to the FiNaNcial statemeNts For the Year eNded 30 JuNe 2015
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
of a group of similar items which are significant in total, or
where specific purpose grants have approved the items).
Plant and equipment
Plant and equipment are measured on the cost basis less
depreciation and impairment losses.
The carrying amount of plant and equipment is reviewed
annually to ensure it is not in excess of the recoverable
amount from these assets. The recoverable amount is
assessed on the basis of the expected net cash flows
that will be received from the asset’s employment and
subsequent disposal. The expected net cash flows have
been discounted to their present values in determining
recoverable amounts.
Subsequent costs are included in the asset’s carrying
amount or recognised as a separate asset, as appropriate,
only when it is probable that future economic benefits
associated with the item will flow and the cost of the item
can be measured reliably. All repairs and maintenance are
charged to the statement of comprehensive income during
the financial period in which they are incurred.
Depreciation
The depreciable amount of all fixed assets including
building and capitalised lease assets, is depreciated using
diminishing value method. Leasehold improvements
are depreciated over the shorter of either the unexpired
period of the lease or the estimated useful lives of the
improvements.
The depreciation rates used for each class of depreciable
assets are:
Class of Fixed Assets Depreciation Rate
Leased motor vehicles 22.50%
Office equipment and furniture 20.00%
The asset’s residual values and useful lives are reviewed
and adjusted, if appropriate, at each balance date.
An asset’s carrying amount is written down immediately
to its recoverable amount if the asset’s carrying amount is
greater than its estimated recoverable amount.
Gains and losses on disposals are determined by
comparing proceeds with the carrying amount. These
gains and losses are included in the income statement.
When revalued assets are sold, amounts included in
the revaluation relating to that asset are transferred to
retained earnings.
d. Leases
Leases of fixed assets where substantially all the risks and
benefits incidental to the ownership of the asset, but not
the legal ownership, are transferred to the corporation are
classified as finance leases.
Finance leases are capitalised by recording an asset and
a liability at the lower of the amount equal to the fair
value of the leased property or the present value of the
minimum lease payments, including any guaranteed
residual values. Lease payments are allocated between
the reduction of the lease liability and the lease interest
expense for the period.
Leased motor vehicles are depreciated on a straight-line
basis over their estimated useful lives where it is likely
that the corporation will obtain ownership of the asset or
ownership over the term of the lease.
Lease payments for operating leases, where substantially
all the risks and benefits remain with the lessor, are
charged as expenses in the periods in which they are
incurred.
e. Impairment of Assets
At the end of each reporting period, the corporation
reviews the carrying values of its tangible and intangible
assets to determine whether there is any indication that
those assets have been impaired. If such an indication
exists, the recoverable amount of the asset, being the
higher of the asset’s fair value less costs to sell and value-
in-use, is compared to the asset’s carrying value. Any
excess of the asset’s carrying value over its recoverable
amount is expensed to the statement of comprehensive
income.
Where it is not possible to estimate the recoverable
amount of an individual asset, the corporation estimates
the recoverable amount of the cash-generating unit to
which the asset belongs.
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Notes to the FiNaNcial statemeNts For the Year eNded 30 JuNe 2015
Stat
emen
ts
29
f. Employee Benefits
Provision is made for the corporation’s liability for
employee benefits arising from services rendered by
employees to the end of the reporting period. Employee
benefits have been measured at the amounts expected to
be paid when the liability is settled.
g. Cash and Cash Equivalents
Cash and cash equivalents include cash on hand, deposits
held at-call with banks, other short-term highly liquid
investments with original maturities of three months
or less, and bank overdrafts. Bank overdrafts, if any, are
shown within borrowings in current liabilities in the
statement of financial position.
h. Revenue and Other Income
Revenue from rendering of services is recognised by
reference to the stage of completion of contracts or other
agreements to provide services. The stage of completion is
determined according to the proportion that costs incurred
to date bear to the estimated total costs of the transaction.
Revenue from disposal of non-current assets is recognised
when control of the asset has passed to the buyer.
Revenues, expenses and assets are recognised net of goods
and services tax (GST)
• except for receivables and payables; and
• except where the amount of GST incurred is not
recoverable from the Australian Taxation Office
i. Borrowing Costs
Borrowing costs directly attributable to the acquisition,
construction or production of assets that necessarily take
a substantial period of time to prepare for their intended
use or sale, are added to the cost of those assets, until
such time as the assets are substantially ready for their
intended use or sale.
All other borrowing costs are recognised as expenses in the
period in which they are incurred.
j. Goods and Services Tax
Revenues, expenses and assets are recognised net of the
amount of GST, except where the amount of GST incurred
is not recoverable from the Australian Tax Office. In these
circumstances the GST is recognised as part of the cost of
acquisition of the asset or as part of an item of the expense.
Receivables and payables in the statement of financial
position are shown inclusive of GST.
Cash flows are presented in the statement of cash flows on
a gross basis, except for the GST components of investing
and financing activities, which are disclosed as operating
cash flows.
k. Comparative Figures
When required by Accounting Standards, comparative
figures have been adjusted to conform to changes in
presentation for the current financial year.
l. Trade and Other Payables
Trade and other payables represent the liability
outstanding at the end of the reporting period for goods
and services received by the corporation during the
reporting period, which remain unpaid. The balance is
recognised as a current liability with the amounts normally
paid within 30 days of recognition of the liability.
m. Provisions
Provisions are recognised when the corporation has a legal
or constructive obligation, as a result of past events, for
which it is probable that an outflow of economic benefits
will result and that outflow can be reliably measured.
Provisions recognised represent the best estimate of the
amounts required to settle the obligation at the end of the
reporting period.
n. Economic Dependency
The corporation is recognised as a Native Title
Representative Body under the Native Title Act 1993 and
as such is entitled to be funded by the Commonwealth of
Australia through the the Department of Prime Minister
and Cabinet to carry out its statutory functions. SWALSC
is no longer funded the Department of Family, Housing,
Community Services and Indigenous Affairs (FaHCSIA). The
corporation is dependent on continued funding for its
ability to carry out these activities.
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Notes to the FiNaNcial statemeNts For the Year eNded 30 JuNe 2015
o. Critical Accounting Estimates and Judgments
The Directors evaluate estimates and judgments
incorporated into the financial report based on historical
knowledge and best available current information.
Estimates assume a reasonable expectation of future
events and are based on current trends and economic data,
obtained both externally and within the corporation.
Key Estimates — Impairment
The corporation assesses impairment at the end of each
reporting period by evaluating conditions that may lead to
impairment of assets. Where an impairment trigger exists,
the recoverable amount of the asset is determined. Value-
in-use calculations performed in assessing recoverable
amounts incorporate a number of key estimates.
Key Judgments — Doubtful Debts Provision
All accounts receivable at 30 June 2015 are expected to
be fully recoverable by the Directors, and no doubtful debt
provision has been made at 30 June 2015.
Adoption of New and Revised Accounting Standards
During the current year, the corporation has adopted all of
the new and revised Australian Accounting Standards and
Interpretations applicable to its operations which became
mandatory.
Note 2: Revenue
2015 2014 $ $
6,281,281 3,593,745 - 2,386,827
Sale of services and other revenue 1,380,160 1,511,078 45,148 55,399 7,706,589 7,547,049
2015 2014
$ $
Wages and Salaries 3,586,396 3,948,397
Superannuation 362,719 371,399
Leave and other entitlements 726,558 476,968
Workers compensation premiums 43,295 54,138 Total employee benefits 4,718,967 4,850,902
State grantsSpecial purpose grants from DPMC
Note 3: Employee Benefits
Operating revenue
Interest received
SWALSC contributes to superannuation funds chosen by employees. Contributions are made at the statutory rate.
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Notes to the FiNaNcial statemeNts For the Year eNded 30 JuNe 2015
Stat
emen
ts
31
Note 4: Other Suppliers
2015 2014
$ $
Goods and services from external entities 2,318,268 2,027,228
Operating lease rentals 560,055 530,604 Total suppliers expenses 2,878,324 2,557,832
Note 5: Finance costs
2015 2014
$ $
Finance Lease costs 22,599 32,606 Total Finance costs expense 22,599 32,606
2015 2014
$ $
13,500 15,620
- -
- -
- -
Total auditor's remuneration 13,500 15,620
2015 2014
$ $
Cash at bank and in hand 489,866 902,854
Short-term bank deposits 500,000 500,000 989,866 1,402,854
Reconciliation of cash
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2015
- taxation services provided by related practice of auditor
- due diligence services
Note 8: Cash and Cash Equivalents
- taxation services
South West Aboriginal Land and Sea Council is a Public Benevolent Institution; therefore exempt from income tax.
Note 6: Auditors’ Remuneration
Remuneration of the auditor of the corporation for:
auditing or reviewing the financial report
Note 7: Income Tax Expense
Cash at the end of the financial year as shown in the statement of cash flows is reconciled to items in the statement of financial position as above.
Note 4: Other Suppliers
2015 2014
$ $
Goods and services from external entities 2,318,268 2,027,228
Operating lease rentals 560,055 530,604 Total suppliers expenses 2,878,324 2,557,832
Note 5: Finance costs
2015 2014
$ $
Finance Lease costs 22,599 32,606 Total Finance costs expense 22,599 32,606
2015 2014
$ $
13,500 15,620
- -
- -
- -
Total auditor's remuneration 13,500 15,620
2015 2014
$ $
Cash at bank and in hand 489,866 902,854
Short-term bank deposits 500,000 500,000 989,866 1,402,854
Reconciliation of cash
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2015
- taxation services provided by related practice of auditor
- due diligence services
Note 8: Cash and Cash Equivalents
- taxation services
South West Aboriginal Land and Sea Council is a Public Benevolent Institution; therefore exempt from income tax.
Note 6: Auditors’ Remuneration
Remuneration of the auditor of the corporation for:
auditing or reviewing the financial report
Note 7: Income Tax Expense
Cash at the end of the financial year as shown in the statement of cash flows is reconciled to items in the statement of financial position as above.
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Notes to the FiNaNcial statemeNts For the Year eNded 30 JuNe 2015
2015 2014
$ $
CURRENT
Trade Debtors 386,532 428,940
Other receivables 12,826 1,428 399,358 430,368
Credit risk
< 30 31–60 61–90 > 90
$ $ $ $ $
Trade and other receivables 2015 241,811 154,000 - 3,547 399,358
< 30 31–60 61–90 > 90$ $ $ $ $
Trade and other receivables 2014 423,491 7,702 - 826- 430,368
Note 9: Trade and Other Receivables
The corporation has no significant concentration of credit risk with respect to any single counterparty or group of counterparties. The main source of credit risk to the corporation is considered to relate to the class of assets described as reimbursement for monitoring and site survey fees paid in advance on behalf of the proponents.
Total
Total
Current trade receivables are non-interest bearing loans and are generally receivable within 30 days. A provision for impairment is recognised against subscriptions where there is objective evidence that an individual trade receivable is impaired. No impairment was required at 30 June 2015 (2014: Nil).
The corporation does not hold any financial assets classified as loans and receivables.
Past Due but Not Impaired
(Days Overdue)
(Days Overdue)
Past Due but Not ImpairedWithin Trade Terms
The balances of receivables that remain within initial terms (as detailed in the table) are considered to be of high credit quality.
The following table details the corporation’s receivables exposed to credit risk with ageing analysis and impairment provided for thereon. Amounts are considered as ‘past due’ when the debt has not been settled within the terms and conditions agreed between the corporation and the member or counterparty to the transaction. Receivables that are past due are assessed for impairment by ascertaining their willingness to pay and are provided for where there are specific circumstances indicating that the debt may not be fully repaid to the association.
Within Trade Terms
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Notes to the FiNaNcial statemeNts For the Year eNded 30 JuNe 2015
Stat
emen
ts
33
Note 10: Prepayments2015 2014
$ $
Prepaid expenses 155,790 141,446
2015 2014
$ $
Office Equipment and Furniture
At cost 462,911 457,911
Accumulated depreciation (326,166) (289,070)
136,745 168,841
Motor Vehicles
At cost 237,875 314,125
Accumulated depreciation (32,550) (15,365)
205,324 298,759Total Property, Plant and Equipment 342,069 467,600
Motor Vehicles Furniture and
Office Equipment Total
$ $ $
Balance at 1 July 2013 332,658 166,167 498,825
Additions 502,221 44,673 546,894
Disposals (520,754) (5,845) (526,599)
Depreciation expense (15,365) (36,155) (51,520)
Balance at 30 June 2014 298,759 168,840 467,600
Additions 199,091 5,000 204,091
Disposals (275,341) 0 (275,341)
Depreciation expense (17,185) (37,095) (54,280)
Balance as at 30 June 2015 205,324 136,745 342,069
Note 11: Property, Plant and Equipment
Movement in the carrying amounts for each class of property, plant and equipment between the beginning and the end of the current financial year.
Movements in carrying amounts
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Notes to the FiNaNcial statemeNts For the Year eNded 30 JuNe 2015
2015 2014
$ $
CURRENT
Accrued salaries 122,486 121,878
PAYG provision 59,697 80,555
Leave 540,275 502,494
Superannuation 83,737 100,034 806,195 804,961
NON-CURRENTLeave 44,110 54,882
Probability
0 to 2 Years 0.0%
More than 2yr less than 4 yrs 33.3%
More than 4yr less than 7 yrs 66.7%
More than 7 yrs 100.0%
2015 2014
$ $
Trade payables 279,548 388,205
Accrued expenses 14,153 47,173
Funds held in trust 35,000 39,000
Other liabilities 10,445 4,906 339,146 479,284
2015 2014
$ $
DPMC - ILUA (50,919) 234,132
Site Surveys/Monitoring/Agreements 13,502 48,662
Woodside-Noongar Leadership Program 66,536 125,387
Lotterywest - Noongar Leadership Program 24,887 -
WIP Forum - 2,987
GKB Comm.Dev. Plan B 21,729 34,755
AG-Anthropologist 2,562 21,000
FQM Relationship Committee 56,777 30,893
FQM Noongar Development Officer 29,173 18,092
FQM Community Development Mentor 10,963 7,992
Cultural Development Project 3,575 7,213
178,786 531,113
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2015
Non-current employee provisions represent Long Service Leave entitlements of 10 weeks after 10 year of service accessable after 7 years pro rata. Provision based on the probability of the length of employment:
Note 14: Grants received in advance
Note 12: Employee Provisions
Income in advance represents grants and other funds that either have not been fully spent at the end of the reporting period or provided for projects over multi year periods. They are to be carried forward to the next reporting period to allow continuous service. For more details see Appendix 2.
Note 13: Trade and Other Payables
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Notes to the FiNaNcial statemeNts For the Year eNded 30 JuNe 2015
Stat
emen
ts
35
2015 2014
$ $
CURRENT
Lease liability 197,176 255,601 Total current lease liability 197,176 255,601
NON CURRENT
Lease liability 14,775 50,131 Total non-current lease liability 14,775 50,131
2015 2014
$ $
GST Paid 56,966 85,884
GST Collected (102,265) (58,173)Net GST (Receivable)/Payable (45,299) 27,711
Note 17: Retained earnings
2015 2014
$ $
294,008 289,659
Current year earnings (32,413) 4,350Total Equity as at 30/6/15 261,595 294,008
2015 2014
$ $
- not later than 12 months 197,176 255,601
14,775 50,131
- greater than 5 years - -
Minimum lease payments 211,952 305,731
Less future finance charges (8,478) (12,229)Present value of minimum lease payments 203,474 293,502
2015 2014
Payable — minimum property lease payments $ $ - not later than 12 months 426,511 292,699 - between 12 months and 5 years 302,082 68,132 - greater than 5 years - -
728,593 360,831
- between 12 months and 5 years
Operating Lease Commitments
MV Finance Lease Commitments
The property lease commitment is a non-cancellable operating lease with rent payable monthly in advance.
Perth office - current lease expires on the 28 February 2017.
Retained earnings as at 30/6/14
Non-cancellable operating leases contracted for but not capitalised in the financial statements.
Payable — minimum lease payments
Note 15: Borrowings
Note 16: GST (Assets)/Liability
St. George Finance holds a charge over the relevant motor vehicles of the corporation for the finance lease on the same.
Note 18: Capital and Leasing Commitments
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Notes to the FiNaNcial statemeNts For the Year eNded 30 JuNe 2015
Note 20: Cash Flow Information
2015 2014 $ $
(32,413) 4,350
Prior year adjustment - -
- -
Non-cash flow in profit:
66,303 69,235
2,002 7,023
Changes in assets and liabilities:
16,667 (315,193)
(9,538) 129,919
(67,128) (86,205)
(352,327) (183,558) (376,434) (374,429)
Note 2015 2014
$ $
Financial assets
Cash and cash equivalents 8 989,866 1,402,854
Loans and receivables 9 399,358 430,368 Total financial assets 1,389,224 1,833,222
Financial liabilities
Financial liabilities at amortised cost:
- trade and other payables 13 339,146 479,284
- borrowings 15 211,952 305,731 Total financial liabilities 551,098 785,016
The totals for each category of financial instruments, measured in accordance with AASB 139 as detailed in the accounting policies to these financial statements, are as follows:
Operating result
No event occurred after the balance sheet date which would have a material effect upon the financial statements as at 30 June 2015.
Reconciliation of Cash Flow from Operations
Note 19: Events after the Balance Sheet Date
- net gain on disposal of property, plant and equipment
- Increase/(decrease) in trade and other payables
Net cash provided by operating activities
- depreciation
Note 21: Financial Risk Management
The corporation's financial instruments consist mainly of deposits with banks, accounts receivable accounts payable and leases.
- (Increase)/decrease in trade and term debtors
Cash flows excluded from profit attributable to operating activities
- Increase/(decrease) in employee benefits
- Increase/(decrease) in grant income in advance
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Notes to the FiNaNcial statemeNts For the Year eNded 30 JuNe 2015
Stat
emen
ts
37
a. Credit risk
Credit risk exposures
b. Liquidity risk
Financial Risk Management Policies
Specific Financial Risk Exposures and Management
The table in Appendix 1 reflects an undiscounted contractual maturity analysis for financial liabilities.
The maximum exposure to credit risk by class of recognised financial assets at the end of the reporting period is equivalent to the carrying value and classification of those financial assets (net of any provisions) as presented in the statement of financial position.
There is no collateral held by the corporation securing trade and other receivables.
Exposure to credit risk relating to financial assets arises from the potential non-performance by counterparties of contract obligations that could lead to a financial loss to the corporation.
Credit risk is managed through maintaining procedures (such as the utilisation of systems for the approval, granting and removal of credit limits, regular monitoring of exposure against such limits and monitoring of the financial stability of significant customers and counterparties) ensuring, to the extent possible, that members and counterparties to transactions are of sound credit worthiness.
Liquidity risk arises from the possibility that the corporation might encounter difficulty in settling its debts or otherwise meeting its obligations related to financial liabilities. The corporation manages this risk through the following mechanisms:
- preparing forward-looking cash flow analysis in relation to its operational, investing and financing activities;
Cash flows realised from financial assets reflect management’s expectation as to the timing of realisation. Actual timing may therefore differ from that disclosed. The timing of cash flows presented in Appendix 1 to settle financial liabilities reflects the earliest contractual settlement dates.
Trade and other receivables that are neither past due or impaired are considered to be of high credit quality. Aggregates of such amounts are as detailed at Note 9.
The corporation has no significant concentration of credit risk with any single counterparty or group of counterparties. Details with respect to credit risk of trade and other receivables are provided in Note 9.
Note 21: Financial Risk Management
- only investing surplus cash with major financial institutions; and- proactively monitoring the recovery of receivables.
Risk is also minimised through investing surplus funds in financial institutions that maintain a high credit rating or in entities that the committee has otherwise cleared as being financially sound.
The Directors are responsible for, among other issues, monitoring and managing financial risk exposures of the corporation. They monitor the corporation’s transactions and review the effectiveness of controls relating to credit risk, financial risk and interest rate risk. Discussions on monitoring and managing financial risk exposures minuted by the Directors.
The Director’s overall risk management strategy seeks to ensure that the corporation meets its financial targets, while minimising potential adverse effects of cash flow shortfalls.
The main risks the corporation is exposed to through its financial instruments are interest rate risk, liquidity risk and credit risk.
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Notes to the FiNaNcial statemeNts For the Year eNded 30 JuNe 2015
c. Market risk
(i) Interest rate risk
(ii) Price risk
Sensitivity analysis
Net Fair Values
Fair value estimation
Fair value estimation
Net Carrying Value Net Fair Value Net Carrying
Value Net Fair Value
$ $ $ $
Financial assets
Cash and cash equivalents (i) 989,866 989,866 1,402,854 1,402,854
Trade and other receivables (i) 399,358 399,358 430,368 430,368 Total financial assets 1,389,224 1,389,224 1,833,222 1,833,222
Financial liabilities
Trade and other payables (i) 339,146 339,146 479,284 479,284
Lease liability (ii) 211,952 211,952 305,731 305,731 Total financial liabilities 551,098 551,098 785,015 785,015
Price risk relates to the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices of securities held.
No financial assets have been pledged as security for any financial liability.
Exposure to interest rate risk arises on financial assets and financial liabilities recognised at the end of the reporting period whereby a future change in interest rates will affect future cash flows.
At 30 June 2015 the corporation has no debt that is fixed.
2015
Financial assets pledged as collateral
The fair values of financial assets and financial liabilities are presented in the following table and can be compared to their carrying values as presented in the statement of financial position. Fair values are those amounts at which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties in an arm’s length transaction.
Fair values derived may be based on information that is estimated or subject to judgment, where changes in assumptions may have a material impact on the amounts estimated. Areas of judgment and the assumptions have been detailed below. Where possible, valuation information used to calculate fair value is extracted from the market, with more reliable information available from markets that are actively traded. In this regard, fair values for listed securities are obtained from quoted market bid prices.
The corporation does not have any investements available-for-sale therefore it is not exposed to securities price risk on available-for-sale investments.
No sensitivity analysis has been performed on interest rates, as the corporation does not have debts on fixed terms.
2014
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Notes to the FiNaNcial statemeNts For the Year eNded 30 JuNe 2015
Stat
emen
ts
39
2015 2014 2015 2014
Short term
Consultancy Fees 4,800 14,500 7,500 -
Short term employee benefits 4,500 - 702,581 701,445
Expense reimbursement 5,982 3,297 - -
Superannuation 257 146 65,511 64,884
Post employment benefits
ETP/Super - - - -
Fringe Benefit Tax - - 11,827 13,702
(b) Loan disclosures
Note 23: Economic Dependence
1490 Albany Highway
Cannington WA 6107
The aggregate compensation of the key management personnel of the association is set out below:
Management
Note 22: Related party disclosures
The corporation does not have a share-based payment plan, and as such none of the key management personnel hold any securities in the entity.
(c) Key management personnel equity holdings
The corporation's activites are largely funded by the Commonwealth Government. At the date of this report, the Directors had no reason to believe that the Commonwealth Government would not continue to provide financial support to the corporation.
(ii) These liabilities are fixed interest leases with guaranteed "buy-back" on the carrying amount.
(i) Cash and cash equivalents, trade and other receivables and trade and other payables are short-term instruments in nature whose carrying value is equivalent to fair value. Trade and other payables exclude amounts provided for relating to annual leave, which is not considered as financial instrument.
The fair values disclosed in the above table have been determined base on the following methodologies:
During the year there were no loans made to a related party of the corporation.
(a) Key management personnel's remuneration
Board of Directors
Key management includes CEO, CFO, Operational Manager and Principal Legal Officer.
The registered office and principal place of business is:
South West Aboriginal Land and Sea Council Aboriginal corporation
Note 24: Corporation Details
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Notes to the FiNaNcial statemeNts For the Year eNded 30 JuNe 2015
Sou
th W
est A
borig
inal
Lan
d an
d S
ea C
ounc
il A
borig
inal
Cor
pora
tion
Ann
ual F
inan
cial
Sta
tem
ents
For t
he y
ear e
nded
30
June
201
5
22
App
endi
x 1
2015
2014
2015
2014
2015
2014
2015
2014
$$
$$
$$
$$
Fina
ncia
l lia
bilit
ies
due
for p
aym
ent
Trad
e an
d ot
her p
ayab
les
(exc
ludi
ng
annu
al le
ave
and
gran
ts re
ceiv
able
in
adva
nce)
293
,848
506
,995
293
,848
506
,995
Fina
ncia
l lea
se li
abili
ties
1
97,1
76
2
55,6
01
14,
775
50
,131
211
,952
305
,731
Tota
l con
trac
tual
out
flow
s
491
,024
762
,596
1
4,77
5
50,1
31
-
-
5
05,8
00
8
12,7
27
Tota
l exp
ecte
d ou
tflo
ws
4
91,0
24
7
62,5
96
14,
775
50
,131
-
-
505
,800
812
,727
Fina
ncia
l ass
ets
— c
ash
flow
s re
alis
able
Cash
and
cas
h eq
uiva
lent
s
989
,866
1
,402
,854
989
,866
1
,402
,854
Trad
e an
d ot
her r
ecei
vabl
es
399
,358
430
,368
399
,358
430
,368
Ava
ilabl
e-fo
r-sa
le in
vest
men
ts
-
-
Tota
l ant
icip
ated
inflo
ws
1,3
89,2
24
1,8
33,2
22
-
-
-
-
1,3
89,2
24
1,8
33,2
22
Net
(out
flow
)/in
flow
on
finan
cial
in
stru
men
ts
898
,199
1
,070
,626
(1
4,77
5)
(5
0,13
1)
-
-
883
,424
1
,020
,496
NO
TES
TO T
HE
FIN
AN
CIA
L ST
ATE
MEN
TS F
OR
THE
YEA
R EN
DED
30
JUN
E 20
15
Not
e 21
: Fin
anci
al R
isk
Man
agem
ent
Fina
ncia
l lia
bilit
y an
d fin
anci
al a
sset
mat
urity
ana
lysis
Wit
hin
1 Ye
ar1
to 5
Yea
rsO
ver 5
Yea
rsTo
tal
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
Stat
emen
ts
41
South West Aboriginal Land and Sea Council
Annual Financial Statements
For the year ended 30 June 2015
24
Cont
. Not
e 14
. (A
nnua
l Rep
ort -
Fin
anci
al S
tate
men
ts)
App
endi
x 2
Proj
ect N
ame
Fund
ing
body
Des
crip
tion
/Pur
pose
Pr
ojec
t Coo
rdin
ator
/Man
ager
Inco
me
Expe
ndit
ure
Surp
lus/
Def
icit
NT
Serv
ices
Corp
orat
eA
ttrib
utab
le2,
728,
722
3,
177,
620
(449
,070
)
SW S
ettle
men
t ILU
A1,
191,
346
1,
191,
346
-
Co
ntes
ted
Litig
atio
n38
2,51
2
382,
512
-
Reco
ncili
atio
n W
eek
Woo
dsid
e En
ergy
Ltd
12,5
55
9,82
3
2,
732
Gna
lla K
aatit
jin N
oong
ar L
eade
rshi
p Pr
ogra
mLo
tter
ywes
tD
evel
opm
ent o
f the
Gna
lla K
aatit
jin -
our k
now
ledg
e N
oong
ar L
eade
rshi
p Pr
ogra
mW
ayne
Nan
nup/
Tahn
Don
ovan
360,
851
33
5,96
4
24,8
87
Her
itage
Sur
veys
and
Agr
eem
ents
Vario
us M
inin
g Co
's an
d G
over
nmen
t Age
ncie
sFa
cilit
atio
n of
Her
itage
Sur
veys
Land
/Leg
al U
nits
233,
657
22
0,15
6
13,5
01
Nat
ive
Title
Ant
hrop
olog
ist G
rant
s Pr
ogra
m
Aus
tral
ian
Gov
ernm
ent
Att
orne
y-G
ener
al's
Dep
artm
ent
2013
/201
4Sa
rah
Bell
21,0
00
18,4
38
2,
562
FQM
Rel
atio
nshi
p Co
mm
ittee
Com
mun
ity U
pdat
esW
ayne
Nan
nup
186,
100
12
9,32
2
56,7
78
FQM
Noo
ngar
Dev
elop
men
t Offi
cer
Noo
ngar
Dev
elop
men
t Offi
cer p
ositi
on fu
nded
to
12/1
0/15
Way
ne N
annu
p/Le
on W
ynne
154,
239
12
5,06
6
29,1
73
FQM
Com
mun
ity D
evel
opm
ent M
ento
rCo
mm
unity
Dev
elop
men
t Men
tor p
ositi
on fu
nded
to
12/1
0/15
Way
ne N
annu
p/Ez
zard
Flo
wer
s12
1,44
8
110,
485
10
,963
Cultu
ral D
evel
opm
ent P
roje
ctCu
ltura
l Dev
elop
men
t and
Eng
agem
ent P
rogr
amLe
on W
ynne
7,21
3
3,
638
3,57
5
178,
786
Tota
l fun
ds to
be
carr
ied
forw
ard
for y
ear 2
015
2,12
9,20
2
1,73
1,05
0
39
8,15
2
21,7
29
11
3,37
1
91,6
42
Cu
ltura
l Map
ping
and
Com
mun
ity G
over
nanc
eG
KB C
omm
unity
Dev
elop
men
t Coo
rdin
ator
GKB
Tru
st
Rave
nsth
orpe
Nic
kel
Ope
ratio
ns
Way
ne N
annu
p/M
iche
lle N
elso
n-Co
x
NO
TES
TO T
HE
FIN
AN
CIA
L ST
ATE
MEN
TS F
OR
THE
YEA
R EN
DED
30
JUN
E 20
15
Dep
artm
ent o
f the
Prim
e M
inis
ter a
nd C
abin
etG
len
Kelly
/Mal
colm
Firt
hN
T Se
rvic
es/R
epre
sent
ativ
e bo
dy
Woo
dsid
e En
ergy
Ltd
Noo
ngar
Lea
ders
hip
Prog
ram
224,
528
16
0,72
4
63,8
04
Sp
onso
rshi
p A
gree
men
t to
deliv
er th
e N
oong
ar
Lead
ersh
ip C
ours
es
Way
ne N
annu
p/Ta
hn D
onov
an
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
South West Aboriginal Land and Sea Council Aboriginal Corporation Annual Financial Statements for the year ended 30 June 2015
South West Aboriginal Land and Sea Council Aboriginal CorporationAnnual Financial StatementsFor the year ended 30 June 2015
23
Costs of Native Title Representative Body Functions
2015 2014$ $
Facilitation 3,391,925 1,897,120 Certification - - Dispute resolution - - Notification - - Agreement - - Internal review - - ILUA 957,214 - Contested Litigation 382,512 - Other 20,000 20,000 Total NT Activities 4,751,651 1,917,120 Corporate 1,731,050 1,535,313 Total NT Activities 6,482,701 3,452,433
Sources of Funding
2015 2014$ $
Australian Government 6,281,281 5,980,572 Other Sources 1,425,308 1,566,477 Total Funding 7,706,589 7,547,049
Appendix 3.
43
Glossary
AG Attorney General
ALT Aboriginal Lands Trust
ATSIC Aboriginal and Torres Strait Islander Commission
BGm Boddington Gold Mine
CATSI Corporations (Aboriginal & Torres Strait Islander) Act 2006
DEC Department of Environment and Conservation
DIA Department of Indigenous Affairs
DPI Department of Planning and Infrastructure
DOIR Department of Industry and Resources
EEDA Employment and Economic Development Agreement
FaHCSIA Commonwealth Department of Families, Housing, Community
Services and Indigenous Affairs
DPmC Department of Prime Minister and Cabinet
DSS Department of Social Services
ICC Indigenous Cordination Centre
ILC Indigenous Land Corporation
ILuA Indigenous Land Use Agreement
mou Memorandum of Understanding
NNTT National Native Title Tribunal
NRm Natural Resource Management
NT Native Title
NTA Native Title Act 1993
NTRB Native Title Representative Body
ONT State Office of Native Title
RHPA Regional Heritage Protection Agreement
RPA Regional Partnership Agreement
SNC Single Noongar Claim
SWALSC South West Aboriginal Land and Sea Council
TOLC Traditional Owners Liaison Committee
Definitions
Noongar means a descendant of the Aboriginal people known as Noongars and who
identifies as and is accepted as a member of the Noongar peoples by those persons.
Noongar people means those Aboriginal people who, in accordance with the
customs, laws and traditions of Aboriginal people, have had since before time
immemorial a physical or spiritual connection to Noongar land.
gLOSSARy AND DEfiNiTiONS
The message sticks above were presented to Elders at each of the six Authorisation meetings. The markings symbolise coming
together as one mob or nation, in keeping with the decision made by the majority of the Noongar people who attended the
meetings.
We thank and acknowledge the beautiful work of Mr Ken Ninyette who designed and crafted the message sticks, and kindly
donated them to be presented to the Regional corporations for display in the regional offices when they are established.
GKB JARRAH 31 Jan 2015
SWB BLACK WATTLE 14 Feb 2015
WK/SN PAPERBARK 21 Feb 2015
YUED JAm 07 Mar 2015
BALLARDONG TuART 14 Mar 2015
WHADJUK STRINGy BARK 28 Mar 2015
(left to right) Brenda Hill, Kevin Fitzgerald, Wayne Nannup, Kim Brewster, Natalie Goodban, Janet Osbourne, Brenda Kuhlenbek,
Clem Rodney, Stefan Le Roux, Carol Innes, Kieran Smyth, Shae Aiello, Elaine Kenny, Leon Wynne, Vanessa Forward, Sandra
Harbon, Nick Abraham, Justin McAllister, Caron Stewart, Aimee Lamatoa, Glen Kelly, Gail Beck, Alison Storey, Stuart Bradfield,
Michelle Nelson-Cox, Astrid Van Kampen, Sarah Bell, Dezreena Hoelker, Zitah Barto, Matthew Casey, Callum Morich, Carolyn
Fennelle, Brenda Hill, Glenn Shaw, Malcolm Champion.
Noongar boodja
Ph: (08) 9358 7400 | Fax: (08) 9358 7499
Email: [email protected]
Web: www.noongar.org.au1490 Albany HighwayCannington WA 6107
PO Box 585Cannington WA 6987
AnnualRep rt
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SOUTH WEST ABORIGINAL LAND AND SEA COUNCIL
Download the Annual Report at:www.noongar.org.au
visit our Kaartdijin website:www.noongarculture.org.au
Find us on Facebook: The South West Aboriginal Land and Sea Council