Central Land Council Annual Report 2015-2016


corporate management

Management and accountability

Responsibilities

  • Best practice accounting, financial management, and performance reporting, unmodified annual audit reports and financial sustainability.
  • Robust corporate financial planning.
  • Relevant, accurate and timely performance-based management reporting.
  • Effective risk management, including managing appropriate governance and risk management frameworks and understanding management risk appetite.
  • Procurement of funds to sustain and advance the CLC corporate and operational plans and performance of statutory functions.
  • Compliance with all statutory regulatory requirements.
  • Staff recruitment, training and development opportunities for administering Aboriginal corporations.

Ministerial directions

There were no directions, general policies or general policy orders issued by the responsible Minister for the financial year.

Financial management

Estimates review

Estimates of administrative expenditure are submitted annually to the Minister. ‘Additional estimates’ requests for essential additional resources are submitted as required. Approved estimates fund operational expenses, salaries and wages, and capital expenditure. The Minister originally approved $15.216 million of funding from the Aboriginals Benefit Account (ABA) and a variation of $1.3 million was subsequently approved for vehicle and urgent property upgrade capital expenditure.

Reporting

A half-yearly performance and operations report was submitted to the Minister in February 2016 to meet funding agreement and legislative obligations.

The Australian National Audit Office (ANAO) performs the annual audit of the financial statements to determine whether the financial statements give a true and fair view. ANAO’s audit opinion indicates that the statements are free from material misstatement.

Risk management and fraud control

An annual review of the risk management plan and framework was completed and approved, including a risk profile and a risk appetite re-assessment, by the Accountable Authority (the chair and director) in December 2015. The annual Comcover risk management benchmarking survey was used for assessing improvements.

The Commonwealth Fraud Control Framework provides the basis for the CLC’s fraud control framework. The Accountable Authority takes all reasonable measures to prevent, detect and deal with fraud, including data collection and reporting and investigation. The Accountable Authority certified that the required fraud data has been collected and reported as required. A review of its fraud control guidelines, in conjunction with the CLC’s Audit Committee, was last undertaken in 2012–13. It included the requirement for the ongoing maintenance of a fraud incident register. During the year all staff engaged in online fraud awareness training developed by the Commonwealth Attorney-General’s Department.

Internal practices and procedures ensure appropriate financial authorisations and financial delegations are in place for rigorous monitoring and detection of anomalies. Accountable Authority Instructions (AAI) provide an appropriate financial expenditure authorities framework. AAI are reviewed annually (July), taking into account changes in the value of money and organisation structure.

A code of conduct prescribes workplace personal and professional behaviour.

Audit Committee (s.45, PGPA Act)

The committee comprises three independent members: Mr Adrian Watts (accountant, appointed 2013); Mr Danny Masters (lawyer) and Dr Bruce Walker (chair / director) were appointed in 2010. The committee met three times during the year. It oversees an agreed work plan and audit charter. An annual report of its activities is provided to the Accountable Authority. A revised Audit Charter was prepared and approved consistent with the new ANAO better practice guide on Audit Committees.

Indemnities and insurance premiums for officers

No indemnity against liability has been given by agreement or other means to a current or former officer. General liability and professional indemnity insurance is held (which includes directors’ and officers’ liability provisions) with Comcover and the compulsory professional indemnity insurance required by the Law Society Northern Territory in respect of legal practitioners employed by the CLC.

Duty to keep the Minister / Finance Minister informed (s.19, PGPA Act)

No requirements referred to in s.19 of the PGPA Act (requiring notification to the responsible minister) took place during the financial year.

Freedom of information

Aboriginal land councils and land trusts are listed in Part I of Schedule 2 of the Freedom of Information Act 1982, and therefore pursuant to s.7 the CLC is deemed not to be a prescribed authority

Judicial decisions and reviews by outside bodies

There were no judicial decisions and reviews by outside bodies.

Human Resources (HR)

Workforce engagement, training and development and system improvement initiatives remained a key priority. Automating and streamlining processes increased the capacity for managers and employees to gain immediate access to HR services.

Ongoing system improvements include a review of the current HR and payroll system, resulting in system modifications and the establishment of an HR ‘help desk’. The successful implementation assists compliance and working in a good governance framework, resulting in productivity and efficiency gains.

David Alexander, the driving force behind the CLC ranger program, and his partner Jane Lloyd at David’s farewell after more than 30 years of service

David Alexander, the driving force behind the CLC ranger program, and his partner Jane Lloyd at David’s farewell after more than 30 years of service.

Employee profile

Part-time and full-time staff paid from 1 July 2015 to 30 June 2016 expressed as full-time equivalent (FTE)

Salary classification

Sum of FTE actual contracted

Aboriginal

%

Non-Aboriginal

%

Female

%

Male

%

ASO1

9.9

9.9

4.3

0.0

0.0

4.3

1.9

5.6

2.5

ASO2

41.4

41.4

18.2

0.0

0.0

9.9

4.3

31.5

13.8

ASO3

12.9

11.1

4.9

1.8

0.8

7.9

3.5

5.0

2.2

ASO4

27.2

20.3

8.9

6.9

3.0

13.0

5.7

14.2

6.2

ASO5

17.0

10.1

4.4

6.9

3.0

7.7

3.4

9.3

4.1

ASO6

71.6

10.2

4.5

61.4

26.9

36.5

16.0

35.1

15.5

SOGA

13.8

0.0

0.0

13.8

6.1

8.6

3.8

5.2

2.3

SOGB

6.4

0.0

0.0

6.4

2.8

3.6

1.6

2.8

1.2

SOGC

24.7

7.2

3.2

17.5

7.7

12.9

5.7

11.7

5.1

SES1

2.0

0.0

0.0

2.0

0.9

0.0

0.0

2.0

0.9

SES2

1.0

1.0

0.4

0.0

0.0

0.0

0.0

1.0

0.4

Total

227.9

111.2

48.8

116.7

51.2

104.4

45.8

123.4

54.2

Part-time and full-time staff persons (headcount) as at 30 June 2016

Salary classification

Sum of contracted

Aboriginal

%

Non-Aboriginal

%

Female

%

Male

%

ASO1

17

17

6.5

0

0.0

8

3.0

9

3.4

ASO2

57

57

21.7

0

0.0

12

4.6

45

17.1

ASO3

14

10

3.8

4

1.5

10

3.8

4

1.5

ASO4

32

21

8.0

11

4.2

17

6.5

15

5.7

ASO5

19

11

4.2

8

3.0

9

3.4

10

3.8

ASO6

76

11

4.2

65

24.7

38

14.4

38

14.4

SOGA

13

0

0.0

13

4.9

9

3.4

4

1.5

SOGB

6

0

0.0

6

2.3

3

1.1

3

1.1

SOGC

26

6

2.3

20

7.6

14

5.3

12

4.6

SES1

2

0

0.0

2

0.8

0

0.0

2

0.8

SES2

1

1

0.4

0

0.0

0

0.0

1

0.4

Total

263

134

51.0

129

49.0

120

45.6

143

54.4

Casual staff employed from 1 July 2015 to 30 June 2016 expressed as full-time equivalent (FTE)

Salary classification

Sum of FTE casual staff

Aboriginal

Non-Aboriginal

Female

Male

ASO1

0.7

0.7

0.0

0.0

0.7

ASO2

5.4

5.4

0.0

1.7

3.7

ASO3

0.1

0.0

0.1

0.1

0.0

ASO4

0.7

0.0

0.7

0.4

0.3

ASO5

0.5

0.0

0.5

0.5

0.0

ASO6

1.3

0.1

1.2

0.9

0.4

SOGC

0.1

0.0

0.1

0.1

0.0

Total

8.8

6.2

2.6

3.7

5.1

Full-time equivalent (FTE) numbers by ranger group

2014–15

 2015–16

 Ongoing

Casual

 Total

 Ongoing

Casual

 Total

Anangu

2.8

0.0

2.8

0.5

0.0

0.5

Anangu Luritjiku

4.7

0.3

5.0

4.6

0.4

5.0

Anmatyerr

8.4

0.1

8.5

7.7

0.0

7.7

Arltarpilta Inelye

3.4

0.2

3.6

4.3

0.1

4.4

Kaltukatjara

3.4

0.3

3.7

4.1

0.2

4.4

Ltyentye Apurte

6.3

0.2

6.5

7.1

0.0

7.1

Munguru Munguru

5.1

0.7

5.8

5.6

0.0

5.6

Muru-warinyi Ankkul

7.2

0.4

7.6

7.6

1.4

9.0

Northern Tanami

6.2

0.0

6.2

6.1

0.0

6.1

Tjuwanpa

8.8

0.5

9.3

8.0

0.4

8.4

Warlpiri

2.9

1.3

4.2

4.6

1.2

5.7

Program administration / support

8.0

0.0

8.0

8.2

0.0

8.2

Total

67.2

4.0

71.2

68.5

3.6

72.1

Employee relations

The Fair Work Act 2009 and the Central Land Council Enterprise Agreement 2012–15 establishes the terms and conditions of employment and entitlements for all employees. Negotiations are ongoing to establish a new agreement. Subject to successful negotiations, the aim is to have a new enterprise agreement ratified through the Fair Work Commission soon. A draft enterprise agreement and remuneration proposal, in accordance with the Commonwealth Government’s Bargaining policy, was endorsed by the Australian Public Service Commissioner (APSC). A staff vote held in April used an independent electronic voting system for the first time. The vote was 75% against the proposal.

Salary progression is subject to meeting the required performance standards. Performance bonuses were not paid to any employee during this reporting period.

Work health and safety (WHS)

CLC meets its obligations under the Work Health and Safety (National Uniform Legislation) Act 2011. In 2014, a review of the WHS management system commenced and was significantly completed by December 2015. The focus shifted towards ensuring a robust WHS management system was maintained using the Comcare WHS management system audit as criteria.

The WHS committee met its consultative requirement, with five committee meetings taking place. The committee’s focus remained on maintaining the WHS management system, conducting workplace inspections and emergency evacuation drills at all sites, reviewing and updating WHS policies, procedures and standard operational procedures as required.

Reporting requirements under the WHS Act 2011

The following statements are provided in accordance with the WHS Act 2011:

  • There were two notifiable incidents reported to Comcare under s.38.
  • No notices were issued under section 90 (Provisional Improvement Notices), s.191 (Improvement Notices), s.195 (Prohibition Notices), s.198 (Non-disturbance Notices) of the WHS Act 2011.

WHS Committee Statement

CLC is committed to providing a safe workplace. It has a primary duty of care to its employees, traditional Aboriginal landowners and other persons in relation to its work.

The CLC’s people and their involvement and commitment to safe work make the CLC successful. It will provide a safe environment for all employees, constituents, contractors and visitors at all places it works by:

  • Implementing safe systems of work which meet legislative requirements. The responsibilities and system framework are outlined in its WHS management arrangements.
  • Consulting with and educating employees in safe work practices and their responsibility to work safely.
  • Regularly monitoring how well it safely works by internal and external audits and seeking to improve by measuring its performance against safety objectives and targets.
  • Identifying risks and implementing controls to reduce risk to as low as reasonably practicable.
  • Encouraging safety leadership throughout the organisation and celebrating safety achievements.

Workforce development

The CLC continues to demonstrate its strong commitment to workforce development and training. It appointed a dedicated training and development officer to HR. This appointment has enabled employees to receive support in accessing appropriate vocational education and training, tertiary and other learning opportunities as follows:

  • 9 employees engaged in study agreements and 2 currently negotiating study agreements
  • 175 accredited training opportunity provided to employees
  • 385 needs-based short courses, conferences or information seminars / workshops attended
  • 24 employees completed project management qualifications
  • 12 employees completed accredited training through the Community Justice Centre in mediation and dispute resolution
  • 6 cadets employed through the National Indigenous Cadetship Support Program, 1 graduated with a Bachelor of Business majoring in HR Management and secured full-time employment within the HR team.

Senior policy officer Dr Josie Douglas (centre) celebrated her PhD graduation with family and friends

Senior policy officer Dr Josie Douglas (centre) celebrated her PhD graduation with family and friends.

Leonie Jones landed a full time job in the HR team after completing an indigenous cadetship.

Leonie Jones landed a full time job in the HR team after completing an indigenous cadetship.

Aboriginal manager development

A development pilot program was commenced with an initial cohort of six Aboriginal senior staff who demonstrate clear potential, are currently employed at a manager / co-ordinator level, and have a propensity as successful informal coaches and mentors for other Aboriginal employees. This program provides a structured framework for Aboriginal employee advancement into higher level positions (including leadership positions).

Information Services

The David Jupurrurla Long Resource Centre provides a professional research service for all employees in accordance with the Corporate Plan. The unit has been renamed Information Services to reflect modern information management practices and encompasses library, records, registry and archive services.

eDIS

System selection (HPE RM8.30) and implementation of an Electronic Document and Records Management System (EDRMS) named eDIS began. The system was named eDIS by Josie Douglas, who won the naming competition.

Information services officer Kymberley Ellis launches eDIS

Information services officer Kymberley Ellis launches eDIS.

Sillers Systems Administration and KAPISH are implementing eDIS with internal support from Computer Services and Information Services. The consultants’ regular engagement and staff consultation is making the implementation a smooth process built on trust, knowledge and experience. The implementation is ongoing with an anticipated finish date in early 2017. To support the buy-in many review sessions as to Business function and Taxonomies have occurred. Other teams that are derived from the implementation but will be ongoing are Security and Risk Management, Archives Committee, Data Capture Working group, Taxonomy Standing Committee and the Training Working Group.

During the eDIS implementation, the CLC is embedding the NAA Digital Continuity 2020 Policy. The business systems committee acts as the eDIS steering committee and the information governance committee. It has developed the required information management framework.

Information Systems (IS) staff and projects

In the library area a comprehensive ‘weeding’ took place as preparation for an ongoing stocktake, i.e. correct data and catalogue entries.

In preparation for eDIS, TRAKS (Trimagic Records and Knowledge Management System) data and entries are being reviewed and corrected before they are migrated into the new system.

In 2016 the IS team is now complete, possessing specialised skills and expertise to set the future path of electronic record keeping, preservation and information services. Professional development and training are ongoing.

Teresa McCarthy was joint-awarded the 2016 ASA Loris Williams Memorial Scholarship by the Australian Society of Archivists Council. It is a major achievement and well deserved. As well as some financial support, annual membership and conference registration Ms McCarthy will have access to a mentor – a professional archivist.

David Ross congratulates information services officer Teresa McCarthy on winning the 2016 Loris Williams Scholarship awarded by the Australian Society of Archivists

David Ross congratulates information services officer Teresa McCarthy on winning the 2016 Loris Williams Scholarship awarded by the Australian Society of Archivists.

Ongoing work included disposal of records and assessing collections such as the NLC and the National Federation of Land Councils.

The Alice Springs Town Council generously donated two map cabinets, which assist in cataloguing more maps in the archives.

The CLC trained staff in its new PowderSafe™ equipment to make mail registry safer.

Computer Services

Computer Services’ (CS) primary function is to develop, support and maintain modern computing infrastructure, particularly focused on a high level of service to regional offices through the best available communication systems and remote support services.

A fully networked, standardised computer workstation is provided for 180-plus employees (excluding Ranger Program), including access to e-mail, word processing, internet browsing and a range of other services. CS is committed to ensuring the integrity and security of the CLC’s electronic data through backup systems, secure network access and virus protection. CS also facilitates increased efficiency of the organisation through the development and implementation of new systems that provide improved access to information and communications.

CS staff maintain an extensive geographical information system and manipulate geographic data sets to produce customised maps for CLC projects. Work is progressing to expand the services provided by the section through the implementation of web-based mapping systems.

2015–16 achievements included increasing the frequency of regional office visits, adding and improving collaboration and workflow services, EDRMS (eDIS) planning and implementation, efficiency gains via server virtualisation and improvements to user services and support.

Computer Services major achievements

Major achievements

Outcome

General operations

Maintained a large, complex ICT network in regional and remote areas without significant downtime or data loss. 1,772 support cases actioned, 57 new user accounts created, 162 access control cards issued. 13 regional offices visited/upgraded.

EDRMS implementation

Created the server and storage infrastructure required to ensure a responsive and secure environment for eDIS. Helped to plan and develop the system required for an efficient deployment of eDIS to 250 desktops.

SharePoint Upgrade

Continued to create productivity applications to the upgraded Sharepoint platform, such as section support request lists and pages supporting team and organisation activities. A new workflow system is almost complete.

Ranger access accounts

Purchased Microsoft client licences and created the required counts to allow rangers at remote offices to access CLC network services in compliance with the licensing agreement.

Role group restructure

Completely restructured the ‘role group’ active directory structure and process to simplify user account creation and management, and reduce the risk incorrect group assignments.

Storage expansion and virtualisation

Continued to migrate servers to the virtual machine/storage area network infrastructure. All file servers, SQL servers and domain controllers have now been virtualised.

Spatial Services Unit

The unit has been restructured to include a team leader position resulting in improvements such as process streamlining, migration to superior software licensing, and acquisition of key data sets. Work has commenced on the introduction of a geodatabase and online mapping platform. Spatial staff continue to produce a high quality product that is an essential to CLC operations.

Asset management

Fleet management

A substantial fleet is owned and managed, including 4WDs, people movers, all-terrain vehicles and medium and rigid trucks. The fleet management strategy aims to ensure reliable, safe and robust vehicles that are fit for purpose and to replace the majority of the fleet every three to four years, depending on use. Remote operational vehicles have reached their optimal age by this time and maintenance expenditure escalates past this period.

Richard Mick changes tyres during an exploration work area clearance in the Tanami while Frank Sampi, Paddy Doolak and Tomato Gordon look on

Richard Mick changes tyres during an exploration work area clearance in the Tanami while Frank Sampi, Paddy Doolak and Tomato Gordon look on.

Planning commenced on the transport study implementation scheduled for 2016–17. A review of the fleet mix and type of vehicle in consultation with the WHS committee included proposed changes such as developing key performance indicators to monitor the implementation phase, reviewing the current booking system and changing the vehicle check-in / out process and equipment selection.

The CLC continued to monitor and review the emergency response to ensure functionality of the Navman system; for example, GPS critical duress, rollover and impact alerts. Of eight alerts only two were genuine emergencies.

Property management

There are three offices in Alice Springs and eight regional offices, as well as local and regional staff accommodation, representing a significant portion of the property asset value. The building asset management strategy combines engineering, financial and economic practices with an acceptable and cost effective service. A panel of contractors regularly undertake maintenance across the region. The contractors are based in Alice Springs and some regional areas, enabling a quicker response to critical infrastructure issues.

In June 2016 two severe weather fronts moved through Alice Springs, substantially damaging the CLC’s main office. A large hailstorm immediately followed by 62 mm of rain caused the box gutters to block. Water then entered via the ceilings, resulting in severe flooding along the main corridor and internal courtyards and damaging all adjacent meeting rooms. Repairs are expected to cost in excess of $1 million, but have been accepted as an insured incident by Comcover. Replacement of all floor coverings throughout the building, replacement of epoxy-covered corridors, and repairs to ceilings and joinery is expected to take four months from commencement. Management will minimise disruption to service delivery.

Two new ranger houses were constructed, in Kalkaringi and Ntaria (Hermannsburg). Both were designed and constructed to suit the built environment. The Kalkaringi house is cyclone rated and elevated to prevent flooding. The Hermannsburg project also included the construction of a ranger shed designed in conjunction with the local rangers.

The design of a new regional office in Papunya commenced this year. The design will include a regional office, training room, storage shed and visitor accommodation. The regional services officer accommodation will be relocated to a new lot in the community to provide privacy and security. The CLC appreciates the Minister’s funding support for the project.

Section19 leases have been sought for various lots in Yuendumu, Papunya and Finke as part of future planning and development for ranger staff and office accommodation.

Rob Roy is one of the CLC regional services unit’s nine regional officers

Rob Roy is one of the CLC regional services unit’s nine regional officers.

Managed by Darryl ‘Tiger’ Fitz, the Tennant Creek regional CLC office provides resources and logistics throughout the Barkly region

Managed by Darryl ‘Tiger’ Fitz, the Tennant Creek regional CLC office provides resources and logistics throughout the Barkly region.

Environment protection and biodiversity

Under s.516A of the Environment Protection and Biodiversity Conservation Act 1999 Commonwealth authorities must report on environmental matters, to:

  • report how activities meet principles of ecologically sustainable development
  • identify how outcomes contributed to ecologically sustainable development
  • document impacts upon the environment and measures taken to minimise them
  • identify the review mechanisms in place to increase the actions taken to minimise its impact upon the environment.

Various aspects of operations are specifically concerned with the environment. Please also refer to other outputs in this report, in particular Output 1.2. Other corporate management actions on environmental matters include:

  • further development of performance information framework commencing with the development of performance metric dashboards
  • the recommended environmental measures for all Commonwealth entities (see table). Implementation of the transportation strategy is improving transportation efficiency. Fuel consumption currently represents approximately 58% of CO2 emissions.

CLC's performance against Commonwealth recommended environmental measures

THEME

PERFORMANCE MEASURE

INDICATOR(S)

Measure

2011–12

2012–13

2013–14

2014–15

2015–16

Energy efficiency

Total consumption of energy – this includes all energy consumed when undertaking the functions of the agency, such as energy consumed for office buildings and transportation

Electricity purchased

$

134,533

169,668

210,865

163,304

230,688

Electricity consumed

kWh

636,351

691,822

708,093

702,904

720,568

Gas purchased
(Note 4)

$

33,335

24,803

23,979

27,229

16,884

Other fuels purchased/consumed

L

453,000

472,704

569,524

541,876

537,229

Air travel distances

km

878,921

808,780

903,664

691,312

608,154

Greenhouse gas emissions

Air travel greenhouse gas (CO2)

tonnes

111.0

101.6

103.6

85.6

78.0

Electricity greenhouse gas (CO2)

tonnes

776.3

844.0

863.9

857.5

879.1

Gas greenhouse gas (CO2)

tonnes

38.6

27.5

29.3

33.2

14.4

Other fuels greenhouse gas (CO2; tonnes)

tonnes

1,223.9

1,276.3

1,537.7

1,463.1

1,343.1

Total CO2 emissions

tonnes

2,150

2,249

2,534

2,439.4

2,314.5

Relative energy use per employee

Electricity used

KWh per employee

2,932.5

3,057.1

3,133.2

3,016.8

3,044.2

Gas used

GJ Per employee

153.6

109.6

106.1

116.9

49.7

Other fuels used

L per employee

2,088

2,089

2,520

2,326

2,270

Renewable energy

Renewable Energy (Note 1)

Electricity produced

kWh

17,003

17,610

34,833

56,634

51,178

Savings

$

3,911

4,050

10,910

13,026

11,771

CO2 savings

tonnes

11.7

12.2

24.0

39.1

35.3

Renewable electricity in % of total electricity consumed and produced

% kwh

2.6

2.5

4.7

7.5

6.6

Waste

Total waste – going to landfills

Amount – going to landfills (cbm)

cbm

474

464

467

356

356

Total waste – going to recycling facilities

Amount – going to recycling facilities (cbm)

cbm

270

187

177

156

156

Relative waste production

Amount of waste per employee (cbm)

cbm

3.4

2.9

2.8

2.2

2.2

Total consumption of water

Amount of water consumed (KL)

kL

7,026

9,722

5,851

8,811

11,391

Water

Relative water consumption

Total water use

kL per employee

32.4

43.0

25.9

37.8

48.1

CO2 offsets

Feral animals removed under National Feral Camel Project

Feral animals removed

number

18,193

27,994

6,014

0

0

CO2 emission savings (.96tCO2e/camel/year)

tonnes

17,465

26,874

5,773

0.0

0

Feral camels removed (Note 2)

Feral animals removed

number

309

480

6,294

244

718

CO2 emission savings (.96tCO2e /camel / year)
(Note 5)

tonnes

297

461

6,042

234

689

Other feral animals removed (Note 3)

Feral animals removed

number

88

3,573

11,128

4,651

1,316

(1.29t CO2 / horse /year) (Note 5)

tonnes

114

4,609

14,355

6,000

1,698

NOTES

Note 1: CLC 20kW at Stuart Highway; 6kW at Cameron Street; 6kW at Kennett Court; total = 32kW

Note 2: Removed by muster off grazing licence or elsewhere

Note 3: Other feral herbivores removed (horses, donkeys, etc.)

Note 4: Noted reduction in gas prices secondary to formal contract with supplier; and changes to the supply of gas in remote accommodation (moved to electric cooktops).

Note 5: United Nations FAO 2006.

ABBREVIATIONS

cbm cubic metre

CO2 carbon dioxide

$ Australian dollars

GJ gigajoule

km kilometre

kL kilolitre

kW kiloWatt

kWh kiloWatt-hour

L litre

N/A not available

t tonnes


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