Submission to the Review of Indigenous Land Corporation and Indigenous Business Australia

January 2014

Introduction

This paper submits that the existing structure1 and functions of the Indigenous Land Corporation

(ILC) and Indigenous Business Australia (IBA) are appropriate, effective and efficient. Both agencies

have performed effectively for almost 20 years, and have operated with autonomy from Ministers

on both sides of Parliament. Both are agile allowing them to collaborate with industry, Indigenous

stakeholders and Commonwealth, State and Territory Governments, and each other to make distinct

and significant contributions to the well being of Aboriginal and Torres Strait Islander peoples.

The ILC and the Land Account were established following passage of the Native Title Act 1993 (NTA)

in recognition of, and as partial compensation for the “vast majority of Indigenous Australians (that)

have been dispossessed of that which is most precious to their sense of history and spirituality, that

most essential component of their heritage—their land”2. In return, the Native Title Act provided

certainty for non-Indigenous Australians regarding the security of land tenure. Any move to dilute

the functions of the ILC or to use the Land Account for anything other than providing land acquisition

and land management assistance would constitute a breach of that legislative compact, an attack on

Indigenous rights, and a fundamental breach of faith with Aboriginal and Torres Strait Islander

peoples.

The Indigenous estate comprises more than 20% of Australia’s land mass and the ILC plays a critical

role in assisting its management to achieve social, cultural, environmental and economic benefits.

The ILC acknowledges that Indigenous economic development is a key policy priority for the

Australian Government and for Aboriginal and Torres Strait Islander peoples, but submits it would be

simplistic to allocate the whole of this responsibility to two Indigenous corporations with limited

resources. Indigenous economic development requires a whole of government focus and funding,

including for school attendance and education; social and welfare reform; and developing

government procurement processes that promote Indigenous employment and actively seek out

Indigenous service providers.

The ILC is a mature organisation that has continuously improved and refined its strategies, policies

and practices over 20 years. It has sought independent expert advice to develop its governance

arrangements3 and to review and develop its tourism investments4. It has had unqualified financial

statements since its inception in 1996 and its subsidiaries have also achieved unqualified audits.

1 Established under the Aboriginal and Torres Strait Islander Act 2005 (the Act)

2 ATSIC Amendment (Indigenous Land Corporation and Land Fund) Bill 1994 – Second Reading 1994

3 Deloitte 2012 – available at http://www.ilc.gov.au/Publications/Corporate-Documents

4 McGrath Nichol 2013 – available at http://www.ilc.gov.au/Publications/Corporate-Documents

2

If a key objective is to increase Indigenous economic development opportunities, then the ILC Board

shares this vision and believes this can be best delivered and accelerated through a mature

organisation with a proven track record.

The ILC has been able to utilise its expertise to develop innovative programs to improve production

on Indigenous-held lands, develop Indigenous tourism enterprises5 and to assist the development of

carbon methodologies and land sector carbon projects6. As a small agency with limited funds, the

ILC collaborates on over 75% of its projects with other industry, philanthropic organisations and

government agencies. This enables the ILC to leverage funding to achieve even greater benefits for

Aboriginal and Torres Strait Islander peoples.

Amalgamation with another agency or corporation or absorption into a Department presents a

significant risk of diluting or losing this accumulated intellectual capital and land management

expertise, and the ability to leverage funding from other sources. It will result in the reversion to a

less mature organisation with confused and conflicting functions. There will be a loss of momentum

that could jeopardise existing collaborations on current projects and result in a decrease in

Indigenous employment and training outcomes.

The Land Account and the ILC are compensatory institutions and should be seen as being held

in trust for Aboriginal and Torres Strait Islander peoples

The Land Account and the ILC were established as key elements of the ‘grand bargain’ that

underpinned the passage of the NTA in 1993 and provided recognition and partial compensation for

the prior extinguishment of Native Title for the vast majority of Aboriginal and Torres Strait Islander

peoples. Importantly, the package provided certainty for non-Indigenous Australians regarding the

security of land tenure, something which is now taken for granted. The ILC Board submits that any

attempt to amalgamate the ILC with any other organisation will undermine this fundamental

compensatory acknowledgment of dispossession. Amalgamation creates the risk that revenues from

the Land Account will be diverted away from their intended use in acquiring and managing land for

Indigenous benefit. This would be in direct contravention of the understanding and compact

reached at the time Native Title legislation was passed by the Parliament and would constitute a

breach of faith with Aboriginal and Torres Strait Islander peoples. Further to that, it would risk

undermining the Government’s commitment to achieving constitutional recognition for Aboriginal

and Torres Strait Islander peoples. The view that the ILC has a fundamental role in complementing

the NTA to deliver land justice for dispossessed Indigenous peoples was a common and strongly

voiced theme throughout the consultation process conducted in 2012 for the review of the National

Indigenous Land Strategy (NILS).

ILC’s contribution to Indigenous economic development through partnership and innovation

The ILC has a demonstrated record of direct contribution to Indigenous economic development

through assisting the creation of Indigenous enterprises; helping bring Indigenous land into

production; providing employment and training benefits; and assisting Indigenous corporations with

property planning and management.

5 Ayers Rock Resort, Mossman Gorge Centre and Home Valley Station – www.ilc.gov.au

6 Fish River Fire Project – www.fishriver.com.au

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Working in partnership across sectors, the ILC is achieving real job outcomes in remote and regional

Australia, providing economic opportunities where people live and investing long term in the

development of new industries of culturally-based enterprises. In collaboration with Indigenous

landowners, the ILC manages a cattle herd of almost 100,000 head across Australia and operates

significant tourism ventures at Mossman Gorge (QLD), Yulara (NT) and in the East Kimberley (WA).

The ILC currently employs over 300 Indigenous Australians. The ILC displayed leadership in

establishing the first land sector project under the Carbon Farming Initiative—the Fish River Fire

Project in the NT—and continues to seek and invest in innovative ways to increase the viability of

Indigenous-held land. Accordingly, the ILC has demonstrated it is effective in driving Indigenous

economic development through employment, training and business development and land

acquisition and management.

The ILC’s remit is broader than “Economic Development”

The purposes of the ILC, set out in s191B of the ATSI Act, focus on assisting Indigenous persons to

acquire land and manage Indigenous-owned land to achieve economic, environmental, social or

cultural benefits. This is a broad remit that enables the ILC to reflect the aspirations of Indigenous

groups and acknowledges the fundamental significance of land to the lives of Aboriginal and Torres

Strait Islander peoples. The ILC can acquire properties, or provide land management assistance, for

cultural and environment purposes, which may be viable and sustainable in terms of meeting land

holding responsibilities and costs, but not necessarily profitable on a commercial return on

investment basis. The ILC increasingly seeks to collaborate with Indigenous Australians to address

their priorities—for example, it has provided significant assistance in the settlement of the Dja Dja

Wurrung native title settlement in Victoria and is in negotiations regarding possible roles it might

play in potential settlements in other States. During the NILS consultations undertaken in 2012, it

was noted that all four benefit areas—social, cultural, environmental and economic—were assessed

as ‘Important’ by survey respondents, and were seen as being complementary to one another. It is

important that the delivery of cultural, environmental and social benefits through land acquisition

and land management not be discounted in favour of a single focus on economic development.

Assisting management of the Indigenous estate

The Indigenous estate comprises more than 20% of the Australian land mass and is expanding. It

requires sufficient allocation of funds to enhance the capabilities and skills of and resources available

to Indigenous landholders if it is to provide benefits to Aboriginal and Torres Strait Islander peoples

and wider Australia. The ILC is a critical agency working with Indigenous landholders in a range of

situations providing land management assistance, and responding to their priorities and aspirations

to ensure land is effectively managed and not lost from the Indigenous estate. The ILC’s capacity to

effectively respond to these rapidly growing land management needs and priorities stems from

established expertise, long-standing relationships with landholding groups and staff knowledge of

the Indigenous estate, and the demonstrated ability to leverage funding from other sources. This

capacity would be gravely compromised by any change resulting in a single focus on economic

development diverting from the achievement of other legitimate Indigenous land management

assistance needs and aspirations.

4

ILC should remain a separate and independent statutory corporation

The ILC and IBA are fundamentally different organisations and should remain separate. The purposes

and functions of IBA under the ATSI Act mean that it has a commercial focus and is primarily

concerned with profitability and return on investment. The ILC has a broader remit and focuses on a

wider range of outcomes, necessitating longer term vision and a decision-making framework that

accounts for non-economic benefits accruing to Aboriginal and Torres Strait Islander landholders.

Combining the agencies would risk diluting the distinct purposes and functions of each agency for

which they were established through confusion of purpose and diminishing the gains from

specialisation, organisational maturity and corporate knowledge gained over almost 20 years of

reflection, continuous improvement and sound business practices.

The confusion created by an amalgamated body with some functions that operate on a commercial

basis similar to a bank focused on dealing with individuals, and other functions that are grant based

and focused on Indigenous controlled organisations and not individuals, risks frustrating and

disengaging stakeholders, and in particular, Aboriginal and Torres Strait Islander peoples.

Amalgamation of the ILC and IBA presents the risk that funds from the Land Account would be

diverted to non-land commercial purposes. The current division of purposes allows for the ILC and

IBA to collaborate when their functions overlap and the ATSI Act already provides flexibility for this

collaboration in recognising the relationship between the two agencies.

The establishment of the ILC as a statutory body for the allocation of funds from the Land Account

stems from the underlying compensatory purpose of that Account. The beneficial owners of the

Land Account are the Aboriginal and Torres Strait Islander peoples of Australia and decisions

regarding the use of the Land Account should be made by an Indigenous-controlled Board – not

Ministers of the Crown. The Government of the day is essentially a trustee with fiduciary

responsibilities to ensure Land Account funds are utilised for the purposes of providing land

acquisition and management assistance to achieve Indigenous benefits.

Moreover, there are key organisational characteristics fundamental to the effectiveness of the ILC

that would be placed at risk by greater Ministerial direction or intervention by a central agency,

including:

o flexibility and responsiveness to Indigenous aspiration and priorities

o the ability to develop partnerships with and leverage funding from industry

o the ability to operate at arms’ length from partisan politics, especially in the area of

Commonwealth-State/Territory relations

o the capacity to assist in the ‘hands on’ management of agricultural and tourism businesses

and provide practical, industry-based support to Indigenous landowners

o an outcomes focus, based on Indigenous benefits, in contrast to a departmental

‘output’focus, where political considerations may impact on decision making

o the ability to operate commercial businesses in a private sector environment

o the ability to establish subsidiary corporations with specific functions, eg, NCIE Ltd, a social

enterprise that focuses on Indigenous excellence.

5

The Minister can issue general written directions to IBA, but has no such power in relation to the

ILC7. This arises from the unique status of the ILC and the clear intention of the drafters of the

original legislation to ensure that Aboriginal and Torres Strait Islander peoples made the key

decisions in relation to the use of the funds emanating from the Land Account. Greater Ministerial

control in relation to ILC activities not only represents a paternalistic and retrograde step in

Indigenous decision-making, but also creates the risk (especially in a tight fiscal environment) that

Land Account monies would be allocated to fund non land activities. It is appropriate that the ILC

remains a separate statutory authority.

Efficient Administration, Transparency and Accountability

The ILC is an effective, efficient and innovative organisation committed to continuous improvement

in delivering economic, environmental, social or cultural benefits to Aboriginal and Torres Strait

Islander peoples. The ILC’s accounts are audited by the ANAO and its financial statements have been

unqualified since its establishment in 1996. Its subsidiaries have also had unqualified financial

statements since their inception.

Opportunities for improvements to the functions of the ILC exist without the need for wholesale

changes to the current model, including widening the investment parameters of the Land Account to

increase annual income (to create greater Indigenous benefits) and to increase the number of Board

members to broaden skill sets and lessen the burden on individual Directors, and reform

appointment processes to ensure they are staggered and skills-based, rather than partisan or

relationship based.

Most importantly, there is a need to strengthen the legislative recognition of the unique status of

the Land Account, and to prohibit Ministerial or Departmental involvement in re-allocating funds

derived from the Land Account.

Attachments

In further support of the ILC’s submission please find attached:

o Information about the ILC and subsidiaries (Attachment A)

o Outline of key strategic and operational risks identified with amalgamating ILC and IBA

(Attachment B)

o Case studies illustrating the ability to achieve Indigenous benefits across the breadth of ILC

legislative responsibilities to deliver economic, cultural, environmental and social benefits

for Aboriginal and Torres Strait Islander peoples (Attachment C)

o Maps indicating ILC land management activities, land acquisitions and land grants across

Australia (Attachment D).

7 The ILC is still subject to relevant General Policy Orders issued by the Finance Minister under the Commonwealth

Authorities and Companies Act 1997

6

Attachment A

Information about the ILC and subsidiaries

Successive Australian Government’s have recognised access to land

as a contributing factor to reducing Indigenous disadvantage. The

Indigenous Land Corporation (ILC) is an independent Australian

Government statutory authority, established on 1 June 1995 under

the Aboriginal and Torres Strait Islander Commission Act 1989

(ATSIC Act), to acquire land that would not be otherwise available

to Indigenous people—where native title has been extinguished, for

example. The ILC and the Land Account were established following

passage of the Native Title Act in recognition of, and as partial

compensation for the “vast majority of Indigenous Australians (that)

have been dispossessed of that which is most precious to their sense

of history and spirituality, that most essential component of their

heritage – their land”8.

Following the abolition of ATSIC in 2004, the ILC was re-established

under Part 4A of the Aboriginal and Torres Strait Islander Act 2005

(ATSI Act). More recently, the Council of Australian Governments

(COAG) reaffirmed the importance of Indigenous land in efforts to

reduce Indigenous disadvantage, noting that ‘access to land and

Native Title assets, rights and interests can be leveraged to secure

real and practical benefits for Indigenous people’ extending beyond

economic opportunities, to also enable environmental, social and

cultural outcomes9.

The ILC’s statutory purpose is to assist Indigenous Australians to

acquire land, and manage Indigenous-held land, ‘so as to provide

economic, environmental, social or cultural benefits for Aboriginal

persons and Torres Strait Islanders’. To support this purpose, the ILC

administers two programs: the Land Acquisition Program (LAP) and

the Land Management Program (LMP) through which Indigenous

organisations apply for assistance.

The ILC receives annual funding from a special account, the

Aboriginal and Torres Strait Islander Land Account (Land Account).

The Land Account is a capital fund administered by the Department

of the Prime Minister and Cabinet.

8 ATSIC Amendment (Indigenous Land Corporation and Land Fund) Bill 1994

– Second Reading 1994 9 Council of Australian Governments (COAG), National Indigenous Reform Agreement (NIRA)

(Closing the Gap), February 2011 updated agreement, p. 6.

Establishing the ILC and

Land Account were part

of the “grand bargain”

that underpinned the

passage of the Native

Title Act 1993.

As noted in the former Prime

Minister’s second reading

speech for the Land Fund Bill:

“But the process has only just begun and, significant as the native title legislation is with its profound symbolic significance, it will not and cannot be of benefit to all indigenous peoples simply because most who have been dispossessed have been unable to maintain the continued association upon which proof of native title depends. As a consequence, we are now ready for another historic step; a step represented by this bill which recognises the injustice flowing from dispossession and goes some way towards redressing it by providing a means for indigenous communities to acquire, manage and maintain land. The facility of the bill and the high order of the funding provided under it will give indigenous Australians a significant and recurring opportunity to re-establish their relationship with the land. The land fund will be the centrepiece of the social justice measures to be undertaken by the government and represents the major financial element of those proposals. The further measures will be the subject of advice to the government by the Council for Aboriginal Reconciliation and ATSIC later this year. These measures will form part of the social justice package I announced when introducing the native title legislation, and which will be directed towards removing structural and institutional barriers to full participation in Australian economic life by its indigenous peoples, and safeguarding and developing indigenous culture. This legislation by its nature is an important and necessary complement to the native title legislation”

The Hon Paul J Keating, Land Fund Bill

Second Reading Speech, 25 February

1995

7

The fund was created by the Government in 1995 to provide an income stream in perpetuity to the

ILC to fund its activities. Capital contributions were made to the fund between 1995/96 and

2003/04. At 30 June 2013, the net assets of the Land Account were $1.968 billion.

Annual funding to the ILC from the Land Account generally exceeds $50 million per annum

depending on investment outcomes—in 2012/13 the ILC received $65 million and for 2013/14 it

expects to receive $55 million. The legislation provides that a minimum of $45 million shall be paid

to the ILC each year.

As a result of these unique institutional arrangements, funding for the ILC from the Land Account has

a budget neutral impact on current Commonwealth Government budget outlays.

The ILC and its operations have been extensively reviewed over recent years. In 2010, the then

Board commissioned An External Review of the Policies and Programs of the Indigenous Land

Corporation from Aegis Consulting. In 2011, Deloittes undertook a Review of Board Governance

Arrangements at the request of the current Board. The ANAO has recently completed a performance

audit titled The Indigenous Land Corporation’s Administration of the Land Acquisition Program, and

the current Board commissioned in 2012 an end to end review of the purchase of the Ayers Rock

Resort by consultants McGrathNicol, which is still underway.

The key strategic driver for the ILC is the National Indigenous Land Strategy (NILS). The NILS was

recently revamped, based on extensive consultations with over 300 stakeholders. In December

2013, the ILC Board approved the revision of Regional Indigenous Land Strategies10, which will assist

the Board and staff to take into account regional diversity and the specific needs of Indigenous

people in different parts of the nation.

Since its establishment, the ILC has acquired 246 properties totalling almost six million hectares in all

States and Territories for the benefit of Indigenous persons, and has provided thousands of land

management grants to assist Indigenous landowners. At Attachment C are maps that provide a

visual representation of the geographic spread of ILC activities since its establishment.

In businesses directly managed by the ILC, there were 393 Indigenous staff and 350 trainees. Of 125

land acquisition and land management projects undertaken in 2012/13, 39 per cent provided access

to and protection of cultural and environmental values, 78 per cent were collaborative and

leveraged funding from other agencies, there were 1,451 Indigenous employees enabled through ILC

funding assistance and 2,347 training outcomes. The ILC’s Annual Report 2012-13 summarises the

ILC’s performance and achievements in Chapter Two and provides much more detailed data on

these outcomes.

ILC Subsidiaries In accordance with section 191G of the Act, the ILC may make arrangements with a subsidiary to

perform one or more of the ILC’s functions. Subsidiaries of the ILC are governed by Part 4A of the Act

and by the Corporations Act 2001. In accordance with section 29 of the Commonwealth Authorities

and Companies 1997 (CAC Act), ILC subsidiaries cannot do anything the ILC cannot do.

10

A requirement of S.191P of the ATSI Act

8

The ILC has established subsidiaries to achieve specific ends that might not be achieved through the

ILC carrying out a function directly. These ends can be diverse and range from employing people on

a private enterprise model, quarantining legal liability issues, attracting tax deductibility for

charitable functions and attracting or engaging expertise not available within the ILC.

ILC governance and oversight of its subsidiaries is exercised through:

o shareholding/membership arrangements o section 191G agreements o nominated ILC Directors on subsidiary Boards o relevant constitutional arrangements.

The ILC has four wholly-owned subsidiaries as follows: o National Indigenous Pastoral Enterprises Pty Ltd (NIPE)

NIPE was established in 2004. NIPE provides the employment vehicle for the staff working on ILC-held or operated businesses. This enables such staff to be employed on a private industry basis and in accordance with pastoral terms and conditions.

o National Centre of Indigenous Excellence Ltd (NCIE Ltd)

NCIE Ltd was established in 2009. It is a charitable entity and its purpose is to manage and promote the ILC-owned National Centre of Indigenous Excellence in Redfern, NSW.

o Voyages Indigenous Tourism Australia Pty Ltd (Voyages)

Voyages was established in September 2010 as a wholly-owned subsidiary of the ILC. Its purpose is to own and operate Ayers Rock Resort and manage Mossman Gorge Centre and Home Valley Station.

o The Mutitjulu Foundation (Mutitjulu Foundation)

The Mutitjulu Foundation was established in 2003 by the former owners of Ayers Rock Resort and was inherited by the ILC upon acquisition of the resort on 23 May 2011. It is a charitable entity and administers donations from resort guests for the relief of Indigenous poverty and the advancement of Indigenous people’s education and health.

Jobs, accredited training, enterprise creation and innovation

The ILC successfully operates in collaboration with Aboriginal persons and Torres Strait Islanders and

industry across Australia. It works in remote Australia providing accredited residential training and

creating real job outcomes where people actually live. It has made substantial investments in

complex long-term projects (Gunbalanya and Hodgson Downs in the NT and Mossman Gorge in

QLD), and has successfully collaborated with industry and State/Territory agencies to leverage

additional funding. The following paragraphs set out the ILC’s contributions to innovation, forging

new enterprises, and assisting the management of Indigenous-held land.

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ILC Pastoral and tourism operations

The ILC operates agricultural and tourism businesses on properties where Indigenous landowners

have sought our assistance. Our businesses are operated in accordance with sound business

principles and have primary goals of:

o supporting sustainable employment and providing accredited training that will lead to

employment for Indigenous people

o bringing Indigenous-held land into production

o creating sustainable Indigenous enterprises

o developing the capacity of Indigenous landowners to assist in the divestment process where

the property is currently held by the ILC.

The ILC makes significant contributions to economic activity in regional and remote Australia

including through:

o Operating 14 agricultural businesses on 2,149,897 hectares of land it owns or leases from

Indigenous land owners with a combined cattle herd of 92,901 head at 30 June 2013. The

remaining ILC agricultural business produces fat lambs and wool and is located on Bruny

Island, Tasmania.

o Oversighting the Indigenous Pastoral Program (IPP) in the NT, which assists Indigenous

landowners with pastoral extension services and training, developing business and property

management plans, natural resource management, negotiating grazing licences, developing

infrastructure, and purchasing plant, equipment and stock. Since 2003, program partners

have invested $25 million of which the ILC has contributed $10 million.

o The Indigenous Landholder Service (ILS), which is a collaborative partnership between the

ILC and the Department of Agriculture and Food Western Australia (DAFWA). The ILS

provides technical advice, extension services, and training and support to Indigenous

landholders committed to improving the way in which they manage their land. The ILS is

assisting Indigenous held pastoral leases striving to meet the criteria for renewal of their

pastoral lease, which expire at 30 June 2015.

ILC Training to Employment Initiatives

The ILC’s Training to Employment Program (T2E) provides accredited, enterprise-based training for

up to 300 Indigenous people each year in tourism and agriculture with a job offer guaranteed for all

graduates.

Over the past six years, the ILC has established T2E, including residential training facilities, on its

agricultural businesses, as well as at the Merriman Shearing School, and tourism businesses at Ayers

Rock Resort, Mossman Gorge Centre and Home Valley Station.

Recent key successes include:

o 90% Indigenous workforce at the Mossman Gorge Centre (following an ILC-driven Job

Guarantee Program prior to opening of the business in June 2012)

o 74% Indigenous workforce on our agricultural businesses for 2012/13, an increase from 29%

to 63% over the past five years

10

o 30% Indigenous workforce (or 215 employees) at Ayers Rock Resort following its purchase in

2011. This is an increase from two to 200 Indigenous employees at Ayers Rock Resort in two

years!

Further information on T2E, including the ILC submission to the Indigenous Employment and

Training Review, can be found at: http://www.t2e.org.au/.

Critical to fully valuing ILC success against these indicators is having regard for the way in which

these benefits are achieved. ILC projects are reflective of the aspirations of Indigenous landholder

groups with whom they partner. The realisation of the economic development goals of stakeholders

through innovative demonstration projects serve to empower groups to learn what is achievable on

Indigenous-held land and through Indigenous-owned businesses.

Innovation

The ILC is well known for its innovative approach and the leadership it demonstrates in enabling

Indigenous people to benefit from land-based enterprises, especially in relation to agriculture,

tourism and environmental services. Initiatives in these areas lead to jobs for Indigenous people,

income generation and sustainable land management. This is especially important as it creates

opportunities for productive activities on what is often marginal land. A significant point of

difference in how the ILC operates, compared to other agencies, is the ILC’s ability to use its own

funding investments to leverage additional funding from collaborative partnerships to achieve

greater outcomes. Over 70% of ILC projects stem from partnerships across regional and remote

Australia. The ILC’s flexible, tested and multi-faceted approach has enabled significant benefits to be

achieved. Any proposed new administrative arrangements should enable the organisation to

continue to build and take advantage of the momentum it has created in these areas. This

innovation and leadership is demonstrated through examples such as:

o The groundbreaking Fish River Fire Project (www.fishriver.com.au), the first savanna burning

and Indigenous project under the Carbon Farming Initiative, which since selling carbon

credits is being used as a demonstration project for the benefit of other Indigenous

landholders. As a result of this project, the ILC is seen as a leader in carbon markets with

respect to projects on Indigenous-held land, which was recognised by its nomination for the

2013 Banksia Awards. The ILC has shared the lessons learned from the Fish River Fire Project

with Indigenous groups to assist the approval of savanna burning projects in the Kimberley

and West Arnhem Land. It has collaborated with The Nature Conservancy and the Australian

Government to fund the development of new carbon methodologies for lower rainfall areas,

and for bio-sequestration in higher rainfall areas. The ILC has shown innovation and

leadership in this emerging industry and taken a long-term view of the benefits that could

arise for Indigenous peoples working on country.

o The Mossman Gorge Centre (www.mossmangorge.com.au), which the ILC funded and

constructed and now manages through Voyages Indigenous Tourism Australia. This project

employs up to 70 Indigenous people from the local community, is an award-winning tourism

operation and demonstrates the ILC’s flexibility to undertake strategic projects in

collaboration with Indigenous with groups and to innovatively engage in the development of

new culturally based enterprises.

11

o The ILC’s Training 2 Employment program (www.t2e.org.au). The T2E program provides

training and employment to Indigenous Australians in rural and remote locations. The

overarching model offers guaranteed employment in the agricultural, pastoral, tourism and

hospitality industries to graduates upon successful completion of the program.

o Gunbalanya Station and Gunbalanya Meat Works is a pastoral and meat processing

operation in West Arnhem Land, which employs up to 20 Indigenous jackaroos and meat

workers and supplies fresh, affordable food to remote Indigenous communities in the NT.

The ILC won an Australian Business Award for this project in 2012 in the Community

Contribution category for providing the leadership, resources and expertise to turn the

vision into a sustainable reality.

o Ayers Rock Resort and its associated National Indigenous Training Academy where

Indigenous employment has increased from two to over 200 in the last two years, based on

significant ILC investment and staff engagement.

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Attachment B – Strategic risks of amalgamation

The ILC Board submits that an amalgamation of the ILC with any other agency presents significant strategic and operational

risks to the successful outcomes and benefits currently being achieved through land acquisition and land management

assistance for Aboriginal and Torres Strait peoples.

Strategic Risks

Breach of faith

with Aboriginal

and Torres Strait

Islander Peoples

Amalgamation and/or significant structural changes away from the original purpose and intent would

represent a breach of faith with Aboriginal and Torres Strait Islander peoples.

This could be perceived as undermining the Commonwealth Government’s commitment to the recognition of

Aboriginal and Torres Strait Islander peoples in the Australian Constitution, and reduce the ability of any new

agency to effectively engage with Aboriginal and Torres Strait Islander peoples.

Loss of Indigenous

control

Any increase in Ministerial control of the ILC or the Land Account would, by definition, reduce Indigenous

control.

o It would be a retrograde step inconsistent with its original intent to be at arm’s length from

Government

o It would create the risk of a departmental “output” focus, where political considerations may impact

decision making, compared to the current outcomes focused on Indigenous benefits

o be a significant move away from fulfilling the obligations of the UN Declaration on the Rights of

Indigenous Peoples, particularly as it relates to rights to self determination and control of decision

making processes; redress for appropriation of traditional lands and rights to consultation about

legislative and administrative change11

.

Exclusive focus on

economic

development

The amalgamation of ILC with IBA risks a loss of focus on the broader remit of the ILC as social, cultural and

environmental benefits may be discounted in favour of profitability and return on investment.

Unsustainable

demands on the

Land Account

The Land Account was established to provide (in perpetuity) the means and resources to redress the

dispossession of Aboriginal and Torres Strait Islander peoples through enabling the acquisition and

management of Indigenous-held land.

Amalgamation risks that a new organisation will adopt a commercial focus and that the resources of

Land Account will be used for commercial purposes only

Increased Ministerial control could result in Land Account monies being diverted to non-land purposes,

especially in a tight fiscal environment

Confusion of

Purpose/

Stakeholder

Engagement

Amalgamation of the ILC and IBA would create an organisation delivering an array of distinct programs under

different and conflicting funding models.

The ILC grants funds to Indigenous groups for the exclusive purpose of land based activities delivering

social, cultural, environmental or economic benefits. In contrast, the IBA does not generally grant funds

to Indigenous corporations, rather it loans moneys for commercial purposes and provides business and

financial services to Individuals, families and groups.

An amalgamated body risks frustrating and disengaging stakeholders, and in particular, Aboriginal and

Torres Strait Islander peoples, with a net result of decreasing economic development opportunities.

11

UN Declaration on the Rights of Indigenous Peoples, Articles 3, 18, 19, 23, 28

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Operational Risks

Loss of clarity of

purpose and scope

of service

The ILC and IBA were created with distinct, specific and clear purposes and objectives that are articulated in

their enabling legislation. There is a significant risk that in seeking to articulate a combined purpose there will

be a loss of focus on the highly specialised areas of support offered by the individual agencies, resulting in a

narrower scope of service and support for the aspirations of Indigenous landholders and entrepreneurs.

Loss of momentum

and partnerships in

existing projects

Existing and growing partnerships, projects and enterprises may be fundamentally challenged by the

uncertainty of any transition period, resulting in a reduction of economic opportunities for Aboriginal and

Torres Strait Islander peoples.

Loss of

organisational

maturity

The formation of a larger entity with diverse and competing priorities would necessitate the development of

appropriate governance and management structures; this process would be costly in terms of staff hours, loss

of productivity and uncertainty resulting from procedural and structural changes.

Dilution of Board

Expertise

Amalgamation would inevitably require the Board of an amalgamated entity to span a wider range of issues

and would demand a greater diversity of expertise on the Board. The risk would be that this would lead to

shallower focus by Board members and increase strategic risks.

Loss of Staff

Expertise

The ILC has developed significant corporate memory and expertise in the delivery of its land acquisition and

land management function. These could be lost or dissipated if a new agency broadens its focus beyond land

acquisition and management and/or there is a loss of staff through changes to administrative arrangements.

14

Attachment C

Case studies to illustrate significance of the ILC’s contribution

The ILC is involved in hundreds of land acquisition and land management projects across the country

that demonstrate that it is fulfilling the roles it was designed to perform. The following case studies

provide examples that highlight the important achievements made possible through the Land

Account and the ILC.

Budj Bim Landscape properties (VIC)

Since 2002, the ILC has been working with the Gunditjmara people of far west Victoria to realise

their aspirations of maintaining connection to country. Within this traditional landscape, the ILC has

acquired and granted five culturally significant properties to Gunditjmara people at a total cost of

$2.8 million.

To the Gunditjmara traditional owners, the return of the properties represent the triumph of a long

history. The properties and the greater landscape hold significant meaning to the Gunditjmara. The

land bears the creation story of Budj Bim (Mt Eccles) and the Tyrendarra lava flow. The Gunditjmara

developed the landscape by engineering channels to bring water and young eels from Darlots Creek

to low lying areas. They shaped ponds, wetlands and weirs where woven baskets were used to

harvest mature eels. This very early aquaculture provided the economic basis for the development

of a settled society including stone huts. The landscape is also of significance to colonial history

when Gunditjmara fought to maintain land ownership over squatters and settlers. The battle for

legal recognition continued until the successful 2007 Native Title Consent Determination when ‘The

Gunditjmara People were able to provide evidence that they were descended from this community

and had maintained an ongoing connection to their country’12.

Further to the determination, the ILC acquisitions provides more than access to country, they

provide ownership and therefore, the legal authority to determine how the country is managed. The

return of the properties to Gunditjmara ownership fulfils the vision of elders to be recognised as the

first peoples of their country and to care for country themselves. The Budj Bim Ranger team

undertake activities from cultural site protection, weeds and ferals to asset maintenance and

livestock operations. Although employment and training benefits were not anticipated in the

original applications to the ILC, the acquisitions have enabled the expansion of the Budj Bim Ranger

team which commenced in 2002 as a community jobs initiative using a mix of CDEP and fee for

service funding. As the property portfolio increased, the team expanded initially through a special

release funding from Working on Country13 to a team of six full-time Rangers, four casual and two

trainees14 through an allocation of $2,606,971 for 2007-201315.

Three Indigenous Protected Areas (IPAs) have been declared on and adjacent to properties acquired

by the ILC and the Budj Bim Rangers are responsible for maintaining the IPAs in collaboration with

GMTOAC. A 2012 report identifies more than 800 cultural heritage sites across the Gunditjmara

12

National Native Title Tribunal The Gunditjmara People’s native title determinations 30 March 2007 13

File A/001264-02 Folio 272; File PG /001103 folio 74. 14

File PG/001266 Progress Report June 2012, folio 169 – 163. 15

File PG/001266 Post Grant Property Inspection 29 March 201

15

Stone Country, many of which are sited on ILC acquired properties16. Thirty to 100 people per year

are involved in events to maintain or revitalise culture and protect significant sites17. Direct

custodianship of cultural sites and country, is having a profound effect on Gunditjmara people:

‘... without country there seems to be something missing in people and I

think for Gunditjmara people in particular, the chance to be able to access

their traditional lands it shows that they are connected to their country’

(Tom Day, CEO GMTOAC 2012).

The properties are also utilised by Budj Bim Tours, an Indigenous tourism company, through guided

tours of the Budj Bim National Heritage Landscape. Tourism activities provide for the sharing of

cultural knowledge which benefits both the tourists and the tour guides. In acting as tour guides,

the Budj Bim Rangers have had to expand their cultural knowledge and reconnect with their history:

‘…when I did tours I only do the mission because that’s all I know because

mum told me stories. But now I know I can come to the IPA and talk about

different things like the eel traps. I feel comfortable now.’ (Debbie

Malseed, Budj Bim Ranger, 2012).

National and International groups and specialist geological and naturalist groups utilise the

properties for study tours and, other groups including Victorian Police use the properties for cultural

awareness courses. The properties are used by GMTOAC on a regular basis for a number of cultural

and social activities. Stories from stakeholders provide rich descriptions of the benefits being

achieved and the broader changes experienced though owning land.

‘It’s pretty much changed probably the majority of my life. Without the

organisations of Gunditj Mirring and Winda Mara I wouldn’t have seen myself

coming back home. So I guess I could have still been a little bit lost in

life. I suppose coming back here having it’s given me more of a purpose in

life. It’s made me a lot more happier with what I’m doing because it has a

meaning more as to what I was previously doing you know’ (Ben Church GMTOAC

Field Officer 2012).

Participation in the local economy through individual employment and training, corporate

administration, land management activities and purchasing was also seen to have had a positive

impact on Shire level relations.

When the ILC conducted an evaluation of the impact of ILC’s acquisitions clear themes emerged in

collecting the stories of change:

Coming home (bringing people home) to culture, to family, to community

Building an identity as a Gunditjmara person and nation

Revitalising culture and language

Building capacity, personal, professional and corporate through generational succession

Optimism that stems from happiness, confidence, future thinking, and from social and emotional wellbeing

Healing, particularly for elders and broader reconciliation in the Shire

Permanency and certainty as a nation, through owning and living on country.

16

Context (2012) Ngootyoong Gunditj Ngootyoong Mara Cultural Heritage and Social Values Assessment Vol 1. P38. 17

Progress reports: PG –1266; PG/001103 -2

16

The properties were granted to GMTOAC in three stages: Kurtonitj and Wilsons in September 2009,

Peters and Lake Gorrie in May 2010 and Bryant in June 2013. To the ILC, the acquisitions and the

benefits being achieved, represent the result of a decade long collaboration with Winda Mara

Aboriginal Corporation (WMAC) and the Gunditj Mirring Traditional Owners Aboriginal Corporation

(GMTOAC). The cultural acquisitions are examples of the ILC’s commitment to achieving its purpose

set out in the ATSI Act to assist Aboriginal and Torres Strait Islander people achieve economic, social,

cultural and environmental benefit through owning and managing land. The ILC assistance provided

has been a unique investment of multiple properties and a visionary commitment to re-establishing

traditional ownership of a cultural landscape.

__________________________________________________

National Centre of Indigenous Excellence (Redfern, NSW)

The National Centre for Indigenous Excellence (NCIE) in the suburb of Redfern in Sydney was

established by the ILC to promote Indigenous excellence and success nationally and, in so doing, to

improve the wellbeing of young Aboriginal and Torres Strait Islander people.

In 2012/13 the centre collaborated with more than 20 pathway partners on the delivery of programs

to more than 1,000 and has hosted programs for more than 50 organisations reaching thousands

more. These programs include the NCIE’s employment and development programs, Lifestyle

Innovations for Everyone (LIFE) programs, literacy programs, Indigenous Digital Excellence programs,

and collaborative programs such as the National Aboriginal Sporting Chance Academy’s Careers and

Aspirations Camps, the National Indigenous Youth Leadership’s Academy’s National Conferences and

the Australian Indigenous Mentoring Experience’s Learning Centres.

NCIE also has a high level of engagement with the local Redfern community through its Sports, Arts

and Recreation Centre that provides specialised programs to increase participation in health

activities and improve health outcomes, and enhanced cultural engagement through delivering a

number of community and cultural activities, with over 2000 local community members visiting the

NCIE to celebrate NAIDOC week in July 2012.

‘Working with the NCIE and being one of the foundation tenants has been one

of the most significant steps in AIME’s growth of the program as we have

risen from the streets of Redfern with 25 kids to now be working with over

1000 Indigenous high school kids across the East Coast of Australia.’ Jack

Manning Bancroft, CEO, Australian Indigenous Mentoring Experience

__________________________________________________

17

Mossman Gorge Visitor and Training Centre (via Mossman, QLD)

Mossman Gorge Centre is an Indigenous eco-tourism development, constructed by the ILC and

operated by Voyages, which offers visitors improved access to the Mossman Gorge World Heritage

area and provides employment and training opportunities for Indigenous people. Developed in

collaboration with the local Kuku Yalanji people and opened June 2012, the centre provides visitor

facilities including a café and art gallery as well as shuttle access to the gorge and a choice of

Indigenous cultural tours. The concept for the Centre came from the local Indigenous people

approaching the ILC with a vision that was not only about economic development, but about

reducing the impact of tourists on the local community living near the site, and also protecting and

sharing their Indigenous culture. The venture has contributed to cultural pride and identity and

employs over 60 Indigenous people at the Centre since its opening in June 2012, having a 90%

Indigenous employment rate.

‘My name is Shayleen Rooskelly. I am a full time worker here at the Mossman

Gorge Centre and I do hospitality. I got offered a traineeship and I passed

that and then here at the Mossman Gorge Centre, I got offered a full time

job. I have been teaching my staff ever since I got offered a full time job

and I was only 17. I am only 18 now.

My aim was hoping for at 25 to run my own business in hospitality. Just a

little small business to get me up and running. I have never had goals. You

know, I thought that I was just going to be like other young children, end up

pregnant, drinking, smoking drugs but I just decided not to do those things

and just work.’ (Mossman Gorge Graduate Employee, 2013)

‘My name is Pam Salt and I am a traditional custodian of this area. I am an

artist and I work in the Mossman Gorge Gateway Centre. I am gallery attendant

and I enjoy my job. Some of my artwork is produced on some of the products

that are sold in this gallery. Once the centre opened, it was a big

opportunity because there are a lot of our ancestors today that are not here

to see their dream come true. A lot of them passed away, some are even buried

behind us. So its up to the younger generation to fill that gap for the dream

of what our ancestors our elders wanted’ (Mossman Gorge, Gallery Attendant,

2013)

__________________________________________________

Clontarf College (Perth, WA)

On 1 January 2013, the ILC officially acquired Clontarf Campus in Perth from the Christian Brothers

by Deed of Gift and Trust. Clontarf is a site of historical significance and the Campus acts as site of

connection and meeting place for former residents and orphanage and for the broader community

of South Perth. The Campus has been operating as a multi-use site since the early 1990s for a

number of Indigenous education, training and cultural organisations. The Christian Brothers wanted

to hand the property back to Indigenous people, but the significant land management

responsibilities in managing the property made it difficult to find a suitable Indigenous title-holding

18

body. The Deed of Gift and Trust sets out that the ILC will grant the land to an Indigenous

corporation and the ILC has up to 80 years to make the grant. The ILC will develop a divestment plan

in the coming years that will take into account the Christian Brothers’ purpose in gifting the

property, the long-term tenancy arrangements, the ILC’s capacity to build on the benefits delivered

from the campus, and the capacity of a future title-holding body to continue this work.

‘The handover ceremony was a significant event in the history of land issues

and land rights. The Christian Brothers have shown leadership and foresight

in handing the land back to the original inhabitants of this country. This

gesture makes me very happy and the news about the Clontarf and the handover

has spread around Australia and the world. Handing the campus back to

Noongar people, with the help of the ILC managing the property, has set the

scene for other places around Australia.’ Robert Isaacs OAM CM JP, attended

Clontarf in late 1950s

__________________________________________________

National Indigenous Training Academy

The National Indigenous Training Academy (the Academy), based at Yulara, was established by the

ILC to assist in creating an Indigenous workforce for the tourism and hospitality industry.

The Academy provides accredited enterprise based training at Ayers Rock Resort resulting in

Certificate II and Certificate III qualifications. The Academy has partnered with William Angliss

Institute as the preferred training provider. Trainees are employed by the Resort from the first day

of training and continue their employment at the Resort or with an industry partner on successful

completion of the traineeship. The latest completion rate for trainees is 65 per cent and the first

graduates from the program have just entered their third year of employment with the Resort. The

Academy recruits trainees regularly, both locally and across Australia, with up to 60 trainees

undertaking training at any one time. Trainees live in dedicated accommodation at the Resort and

the Academy works in partnership with the Resort to provide holistic support to trainees to facilitate

high rates of completion.

Innovative developments in the program include the development of the ‘Knowledge of Australian

Indigenous Tourism’ course to provide trainees with a greater understanding of the tourism industry,

which has proven particularly important when responding to guest enquiries. The Academy and the

Resort officially opened the Kulata Café last year during NAIDOC week. The Café is run by trainees

and provides guests with the opportunity to interact with Indigenous staff.

Jasmine Stadhams is an inspirational young woman who came to Ayers Rock Resort from the small

town of Bowraville in the NSW mid-north coast hinterland and graduated from the Academy in June

2013. Jasmine completed a Certificate III in Hospitality (Retail stream) and acquired the supervisory

skills needed to become a manager at one of the Resort’s busy boutique outlets. She assists in

inducting new Indigenous trainees into the enterprise based training program and is a role model for

aspiring Indigenous trainees.

19

"In my time in the Indigenous Traineeship Program I learned that hard work,

determination and dedication will get you ahead in your career."

Jasmine Stadhams, NITA Graduate and ARR Employee

__________________________________________________

Dja Dja Wurrung native title settlement (VIC)

Under its Native Title Policy, the ILC was able to the support the native title settlement between the

Victorian Government and Dja Dja Wurrung. The ILC contributed a targeted funding package to

support future Dja Dja Wurrung land based activities worth over $1 million, which includes:

The purchase of a culturally significant free-hold property at Mount Barker, which contains some of the largest and most complex stone arrangements in Victoria

Assistance to acquire a depot for Dja Dja Wurrung Enterprises to help the enterprise build its environmental services business

Land management funding for infrastructure and equipment.

The ILC funding package assists Dja Dja Wurrung meet their aspirations for owning land of cultural

significance, as well as building sustainable economic development in the land management sector.

20

Attachment D – Maps illustrating ILC land acquisition and land management activities

GEELONG

26 Mertin Street, Bourke NSW

GOOMALLING

Mt Barker

Tyntynder

Modder River Station

Paddy's Island

Jarwonga (Billa Downs)

DiamondValley

Julallan

Waterfall

West Swan PS

Tomerong

Mouth HouseBellfields

Boona

Windarra

St Clair Mission

Dawnvale (Bana Mindilji)

Warrengie

Thornhill

Cowga

Denham Industrial Site

Dorodong

Lot 2099 Clemenston St

Hillford

Mystery Rd/ Mt TamborineMount

Barney View

Minyumai

Tom's Gully/Toorooka

Mt William Axe Quarry

Gwambygine EstateWattleridge

Kala KulinjMoore Street Allotments

Bonython Section 188 HD

Coranderrk Homestead

UdiallaSprings

Coburn

Wondaby

Carisbrook

Mungalla Stud

Canoon & RosemontJubal

Valley Arm

Bindi

Cyprus Hellene

Kippa-Ring

Farwest Scallops

Sunbury Earthen Rings

Speewa Rd

Redbanks 2

Toorum Stones

Timber CreekMt Baird

The North

Lenahans

McLeods

Doltons

BulgandramineMission

Virginia Prawns

Thule

Karnte Block

Mooki & Bassendean

Hexters and Karyie Farm ManunkaFarm

Yallallie

Tambellup

Coobabla Farm

Seaview

Currawillinghi

Springfield Gorge

Laura Bay

Montillie

EdgertonBoorabee

Dowrene

Mary River Roadhouse

Narinyeri House

Songvaar Road

Toogimbie and LorenzoGlenhope

Davies TerraceGlenroy Farm

NiokaMontillie Excision

Yielima

Hillgrove Station

Millers

Elimdale

WurdiYouang

Twin Rivers

Illaroo

Boole Poole

Martang

Cangai Creek Station

Pumphouse

Old Homebush Road

River Road

Fords Road

Kerang Allotments

Gaythorne

Barongarook Farm

Trefoil Island

Randwick Farm

Balo StreetMoree, 211

Beenleigh, 2 Plantation R

35 Cope Street

16-18 McCormack Street

Kidman Street

Dillon Bay FarmSwamp River Farm

Hay St

KurtonitjLake Condah Parcels - Wilsons

Highland Park

178 Queen Street St Marys NSW

Jubilee Park

76 Dick Ward Drive

CoolibahDrive

242 Sheridan St, Cairns

Peters PropertyLake Gorrie

Jimbour Street

Gold Coast Highway Miami 2024

Heath Road Mt Belmont

Walker St nr 53, Bundaberg

Rumbalara Multi-Aged Care Complex

16 Fogarty Street

White Avenue Mt Gambier SA

35 Gladstone Street

Old Sister Kates Home Site Excision

Gowan Brae

Mimosa

Mindanao (Banana Properties)Tiamby (Banana Properties)

Somerset (Banana Properties)

Eurool

Gibbagunya

Maidenwell Acres

Dunkerton Road Lot 215-6Old Pooncarie Mission

Highland Park#2

Alice Springs Railway Yard

Murrayfield & Kirkby Lodge

Kooreelah

Jinchilla Gardens

Menera

Kywong

Bollanolla Farm

Warriparinga

Falbala Farm

Roelands Farmand Mission

Black Theatre Site

Penryn &Consul

Trelawney Station

Wawu Dimbi

Jumbun Farm

Broad St Lots

OTC-Dampier Peninsula

St Marys Site

Peachtree Centre

Laverton Town Block

69 Haggup Street

Roebuck Cattle yards

Doriemus House

Curedale Street

Bilwon DownsNgoonbi Farm

233 Abercrombie StreetLake Pleasant View

Jupps Riverside

Redfern Public School

Murray's Lagoon

Rothesay Circle

Malimup Springs

Avondale Park

Mossman Gorge

Old Sister Kates Home Site

Ambleside Street WEST END71 Haggup Street

Clontarf Campus

Wurangura Street Newman

Taylor Street, 31 COEN7 SHEPARD STREET, COEN

Kalamunda Road (24) South Guildford WA

Weipa Hostel

Mella Road (17) Smithton

Sussex Street (2) Maylands WA

Bryant

Mt Clarence

Mogila

Silver Plains

Urannah

Mt View Stn

Middle Park

Emu Creek Station

Mulgul Stn

Cardabia Station

Bulimba

Murra Murra

Myrtle Springs Stn

Namul-NamulStation

Leigh Creek Station

King Valley Station

Compton Downs

Mt Willoughby

Badjuballa

Ooratippra Stn

Strathgordon

YappalaGlen Boree

Weilmoringle & Orana

Poolamacca Stn

Geikie Station

Mt Wittenoom Station

Mt Tabor

Culpra Station

Durack RiverHome Valley

Karunjie

Myroodah/Luluigui

Roebuck Plains Station

Crocodile StationWelcome Station

Merepah Station

Carranya

Merriman

BankaBanka

West

Mawonga

Ayers Rock Resort

Fish River

WINTON

NARRABRI

LOCKHARTRIVER

BIRDSVILLEWINDORAH

COBARWILCANNIA

NORMANTON

WYNDHAM

LAGRANGE

DERBY

KADINA

COLLIE

MARBLEBAR

PORTHEDLAND

KUNUNURRA

MOUNTMAGNET LAVERTON

NORSEMAN

NHULUNBUY

COOBERPEDY

WARBURTON

FITZROYCROSSING

TELFER

HALLSCREEK

YULARA

MADURA

KIMBA

TURKEYCREEK

BALLADONIA

ESPERANCE

NEWMAN

MOUNT ISA

OODNADATTA

BORROLOOLA

CORRIGIN

SURAT

RAWLINNA

MORAWA

INNAMINCKA

STAMFORD

PORT AUGUSTA

ALBANY

ST MARYS

MEEKATHARRA

CEDUNA

CHARLEVILLE

BURNIE

CUNNAMULLA

DEVONPORT

QUEENSTOWN

NYNGAN

KATANNING

SWAN HILL

BATCHELOR

PARKESRENMARK

BATEMANS BAY

BALRANALD HAY

ROEBOURNE

TOMPRICE

EXMOUTH

ALPHA

OENPELLI

SALE

GOONDIWINDI

COOKTOWN

LIGHTNING RIDGE

MOUNT GAMBIER

ARMIDALE

GERALDTON

KALGOORLIE-BOULDER

WOORABINDA

PORT LINCOLN

COFFS HARBOUR

MILDURA

HORSHAM

EMERALD

WESTWYALONG

CAIRNS

DUNMARRAROADHOUSE

TOWNSVILLE

YUENDUMU

BUNDABERG

TENNANTCREEK

LAJAMANUBROOME

KATHERINE

BEGA

LEIGHCREEKSOUTH

WANGARATTA

THURSDAYISLAND

BORDERTOWN

ROCKHAMPTON

CHARTERSTOWERS

ALICESPRINGS

MILINGIMBI

AURUKUN

AUGUSTA

GRAFTON

BARCALDINE

ORANGE

THARGOMINDAH

COONABARABRAN

WARRN-AMBOOL

BROKEN HILL

ULLADULLAECHUCA

BURKETOWN

NULLARBOR

CARNARVON

TAMWORTH

BOURKE

ALBURY-WODONGA

NEWCASTLE

BENDIGO

WAGGA WAGGA

SHEPPARTON

WOLLONGONG

TOOWOOMBA

CENTRALCOAST

MACKAY

BALLARAT

DUBBO

LAUNCESTON

GOLD COAST

SydneySydney

HobartHobart

PerthPerth

AdelaideAdelaide

MelbourneMelbourne

DarwinDarwin

CanberraCanberra

BrisbaneBrisbane

NorthernTanami IPA

Warlu JilajaaJumu IPA

DjelkIPA

NgaanyatjarraIPA

WatarruIPA Walalkara

IPA

SouthernTanami IPA

BirriliburuIPA

KalamurinaHPOT

Nullarbor NP

Mamungari CP

SimpsonDesert CP

LakeEyre NP

Witjira NPSimpson

Desert RR

Nullarbor RRYellabinna RR

Great VictoriaDesert NR

GibsonDesert NR

Karlamilyi NP

DundasNR

0 500 1,000 1,500 Kilometers

ILC Land Acquisition Activity14 January 2014

ILC Map No. 2298Copyright Indigenous Land Corporation 2014.

This map is for the exclusive use of the ILC and entities authorised by the ILC.Use of the map without the prior written approval of the ILC may amount to a breach

of copyright and may infringe the secrecy provisions contained in theAboriginal and Torres Strait Islander Act 2005.

The ILC makes no warranties as to the currency and accuracy of information depicted.This map remains the property of the ILC and may not be copied by any means.Topographic data and data elevation model source from GeoScience Australia.

Australian Lambert Conformal Conic Projection Coordinate System based on GDA94 Datum.

Declared Indigenous Protected Area (DotE 2012)CAPAD Protected Area (DotE 2012)

ILC land acquisition less than 15,000 ha.

ILC land acquisition greater than 15,000 ha.

ILC Acquired PropertyILC Granted Property

ILC Acquired PropertyILC Granted Property

Protected Areas

14-Jan-2014

73 ILC Held properties160 ILC Granted properties233 ILC Held or ILC Granted properties as of 14 January 2014

NorthernTanami IPA

Yalata IPA

Warlu JilajaaJumu IPA

WarddekenIPA

DjelkIPA

NgaanyatjarraIPA

WatarruIPA

WalalkaraIPA

SouthernTanami IPA

BirriliburuIPA

WilingginIPA

KalamurinaHPOT

KakaduNPC

Nullarbor NP

Mamungari CP

SimpsonDesert CP

LakeEyre NP

Witjira NPSimpson

Desert RR

Nullarbor RRYellabinna RR

Great VictoriaDesert NR

GibsonDesert NR

Karlamilyi NP

DundasNR

SydneySydney

HobartHobart

PerthPerth

AdelaideAdelaide

MelbourneMelbourne

DarwinDarwin

CanberraCanberra

BrisbaneBrisbane

WINTON

NARRABRI

LOCKHARTRIVER

BIRDSVILLEWINDORAH

COBARWILCANNIA

NORMANTON

WYNDHAM

LAGRANGE

DERBY

KADINACOLLIE

MARBLEBAR

PORT HEDLAND

KUNUNURRA

MOUNTMAGNET LAVERTON

NORSEMAN

NHULUNBUY

COOBERPEDY

WARBURTON

FITZROYCROSSING

TELFER

HALLSCREEK

YULARA

MADURA

KIMBA

TURKEYCREEK

BALLADONIA

ESPERANCE

NEWMAN

MOUNTISA

OODNADATTA

BORROLOOLA

CORRIGIN

SURAT

RAWLINNA

MORAWA

INNAMINCKA

STAMFORD

PORTAUGUSTA

ALBANY

ST MARYS

MEEKATHARRA

CEDUNA

CHARLEVILLE

BURNIE

CUNNAMULLA

DEVONPORT

QUEENSTOWN

NYNGAN

KATANNING

SWANHILL

BATCHELOR

PARKESRENMARK

BATEMANS BAY

BALRANALDHAY

ROEBOURNE

TOMPRICE

EXMOUTH

ALPHA

OENPELLI

SALE

GOONDIWINDI

COOKTOWN

LIGHTNINGRIDGE

MOUNTGAMBIER

GOOMALLING

ARMIDALE

GERALDTON

KALGOORLIE-BOULDER

WOORABINDA

PORTLINCOLN

GEELONG

COFFSHARBOUR

MILDURA

HORSHAM

EMERALD

WESTWYALONG

CAIRNSDUNMARRAROADHOUSE

TOWNSVILLE

YUENDUMU

BUNDABERG

TENNANTCREEK

LAJAMANUBROOME

KATHERINE

BEGA

LEIGHCREEKSOUTH

WANGARATTA

THURSDAYISLAND

BORDERTOWN

ROCKHAMPTON

CHARTERSTOWERS

ALICESPRINGS

MILINGIMBI

AURUKUN

AUGUSTA

GRAFTON

BARCALDINE

ORANGE

THARGOMINDAH

COONABARABRAN

WARRNAMBOOL

BROKENHILL

ULLADULLAECHUCA

BURKETOWN

NULLARBOR

CARNARVON

TAMWORTH

BOURKE

ALBURY-WODONGA

NEWCASTLE

BENDIGO

WAGGAWAGGA

SHEPPARTON

WOLLONGONG

TOOWOOMBA

CENTRAL COAST

MACKAY

BALLARAT

DUBBO

LAUNCESTON

GOLDCOAST

0 500 1,000 1,500 Kilometers

ILC Property Based Land Management Projects13 January 2014

ILC Map No. 2302Copyright Indigenous Land Corporation 2014.

This map is for the exclusive use of the ILC and entities authorised by the ILC.Use of the map without the prior written approval of the ILC may amount to a breach

of copyright and may infringe the secrecy provisions contained in theAboriginal and Torres Strait Islander Act 2005.

The ILC makes no warranties as to the currency and accuracy of information depicted.This map remains the property of the ILC and may not be copied by any means.Topographic data and data elevation model source from GeoScience Australia.

Australian Lambert Conformal Conic Projection Coordinate System based on GDA94 Datum.

Declared Indigenous Protected Area (DotE 2012)CAPAD Protected Area (DotE 2012)

ILC Land Management ProjectsProperty Based Project in Implementation or Completion (ILC 13 Jan 2014)

Protected Areas

15-Jan-2014

Property project locations are indicative only. Points have been cartographically adjusted to illustrate distribution.