Dear Minister
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- Bu səhifədəki naviqasiya:
- ILC Land Management Assistance
- Regional land management projects
- Deliverable 3: Employment and Training Projects implemented on ILC agricultural and tourism businesses Target 2010–11: 15 Achieved 2010–11: 16
- Key developments on ILC-operated Businesses in 2010–11
- Figure 5: Structure of ILC Business Operations
- Commercial operations on ILC-leased properties
- Business performance 2010–11
- Table 15: Business Performance Results for all ILC Agricultural Businesses in 2010–11.
- Benefits Achieved 2010–11
- Financial Position
- Deliverable 6: Properties acquired and/or secondary student hostels established Target 2010–11: 1 Achieved 2010–11: 1 (under construction)
Project Description In 2006, the ILC purchased the former Redfern School site from the NSW Government to allow construction of the NCIE. In the NCIE’s first year of operation, 7,500 young people participated in programs at the centre, of which 5,000 were Indigenous. The NCIE features the Eora Campus with a 110-bed campus, corporate conferencing facilities and a commercial kitchen as well as the Eora Sports, Arts and Recreation Centre with fully-equipped weights and cardio gyms, arts and crafts rooms, a computer lab, other activity and meeting rooms, a sports field, a 25 m heated outdoor pool and sports stadium. The centre works with Pathway Partners to develop and deliver programs to young Indigenous Australians. Pathway Partners include organisations such as the National Aboriginal Sporting Chance Academy (NASCA), YMCA of Sydney, Australian Indigenous Mentoring Experience, Exodus Foundation, Australian Football League (AFL), the Tribal Warrior Association, Bangarra Dance Theatre and the Gondwana National Indigenous Children’s Choir.
Employment In 2010–11, the NCIE employed 73 staff of which 63% were Indigenous. Training The NCIE delivered a range of Indigenous training opportunities including a life guarding course for seven people, an aquatic education course to 17 people and Certificate II in Community Sport and Recreation, Certificate III and IV in Fitness to staff at the NCIE Sports, Arts and Recreation Centre. Over the course of the 2010–11, the NCIE worked with and developed two trainees and four school based trainees as part of the NCIE team. The NCIE also worked with Pathway Partner NASCA to deliver the pre-employment courses in Sport and Recreation, Fitness, Beauty and Deportment to young Indigenous Australians. Cultural and Social Benefits The NCIE continued its high level of engagement with the Redfern community and visitors from across the country in 2010–11. Highlights of the NCIE’s work included: • High levels of engagement through the NCIE’s Eora Campus – 5,000 young Indigenous people from across the country stayed at the Eora Campus. While there, they participated in development programs in the NCIE’s pathways of arts and culture, learning and innovation, health and wellness and sport and recreation. • Increased engagement with NCIE Pathway Partners – The NCIE worked with 12 Pathway Partners to develop and deliver programs. The NCIE will continue to build relationships with new Pathway Partners to ensure their offering of programs to young Indigenous Australians is holistic and integrated across their pathways in 2011–12. • Increased health and wellbeing benefits to users of the NCIE’s gym – The NCIE gym had 1,500 members in the 2010–11. Sixty-six percent of those members were Indigenous. Through increased use of the NCIE’s health and fitness facilities, a large number of members achieved improved health outcomes. • Cultural engagement activities for all ages – The NCIE delivered a number of cultural engagement activities throughout the year including working with NCIE Pathway Partner Bangarra Dance Theatre to run basket weaving workshops in the Eora Sports, Arts and Recreation Centre. The Centre also celebrated NAIDOC Week with 1,000 local community members at the NAIDOC Family and Sports Day and Elders Lunch. • Fitness and mentoring for young Indigenous Australians in Redfern – The NCIE provided the Tribal Warrior Association with a location for Tribal Warrior to run its fitness and mentoring program for young Indigenous men and women in Redfern. The program was run with the NSW Police Redfern Local Area Command and delivered positive health and wellbeing outcomes and built positive relationships between participants, mentors and local police. • Increased corporate engagement opportunities – The NCIE worked with corporate organisations in 2010–11 to showcase the work of the centre and provide engagement opportunities for the staff of supporters of the centre. Lend Lease provided invaluable support to the NCIE for Community Day activities and assisted the NCIE in maintaining and upgrading the NCIE site. The NCIE also worked with the Gondwana National Indigenous Children’s Choir, AFL and the Indigenous Literacy Project to showcase their work to the local Redfern community and supporters of the NCIE. ILC Land Management Assistance The ILC provided $1.9m in operational funding for the 2010–2011. Assistance of Other Agencies The NCIE was supported financially by the following organisations: • Commonwealth Bank of Australia (sponsorship of the NAIDOC Family and Sports Day) • Department of Education, Employment and Workplace Relations (investment in NCIE’s Indigenous Learning and Development Program) • Morgan and Banks Foundation (investment in the NCIE’s National Youth Advisory Council) • Telstra Foundation (investment in the development of the NCIE’s Community of Excellence) In-kind support is provided by: • CISCO;
• Freehills; • KPMG;
• Lend Lease; • Waterfield Consulting; and • YMCA of Sydney.
Western Cape Residential Campus, Weipa, QLD In 2009, Rio Tinto Alcan gifted a 1.1 ha leasehold property to the ILC on the outskirts of Weipa. The ILC is currently managing the construction of a new 120-bed student boarding campus for Indigenous students on the site. The $30 million project is funded from the Australian Government’s Indigenous Boarding Hostels Partnership initiative, administered by FaHCSIA. The residential campus will be open in 2012, enabling up to 120 Cape York Indigenous students to access secondary education at the Western Cape College in Weipa.
At FaHCSIA’s initiative, there will be a new residential boarding facility, Western Cape Residential Campus, at Weipa to improve access to secondary education in the Cape York region by Indigenous students. The campus will have a multi-purpose sports court, radio broadcasting rooms, recreation rooms, training kitchens, computer rooms and health clinic. Once it has been built, the ILC will lease the facility to a hostel operator nominated by FaHCSIA. Benefits Achieved Employment The builder and the subcontractors have provided an average of 10 full-time positions to Indigenous people during the construction phase and at peak times up to 16 positions. Indigenous workers have been employed to carry out earthworks, block laying, general labouring, concreting and installation of electrical and mechanical services. Indigenous workers have been offered apprenticeships and/or permanent employment with the builder or the subcontractors as a direct result of this project. In addition to the Indigenous participation on the construction site, ILC has entered into a contract with CEA, the local CDEP service provider, to supply approximately 4,000 plants for landscaping the WCRC development site. Up to seven Indigenous workers will achieve a Certificate II in Horticulture as a direct result of this project. The ILC will provide other opportunities for training and employment of local Indigenous people with the construction of the $300,000, all-weather main access pathway from Western Cape Residential Campus to the school. Cultural and Social Benefits Over 300 students from Cape York attend boarding schools outside the region. The new campus will enable students to attend school closer to their families and community and students will have improved access to sporting, cultural, educational and health services. Weipa was identified as a suitable site by FaHCSIA for an Indigenous boarding facility due to the strength of the Western Cape College, employment opportunities locally both in bauxite mining and other service sectors, future mine expansion by Rio Tinto and the capacity of the local hospital. ILC Land Management Assistance The ILC has played a key role in acquiring the land, converting the tenure from leasehold to freehold and managing the design and construction of the boarding campus. Assistance of Other Agencies • Rio Tinto Alcan – gifted the leasehold block; and • FaHCSIA: $30.5m. Senator Jan McLucas inspecting construction progress on the new hostel. Training to Employment Initiative on ILC-operated Businesses The ILC operates commercial agricultural and tourism businesses on ILC-held properties, and on Indigenous-held properties where the landholders have sought assistance to develop viable and sustainable businesses (see Figure 5). –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– ILC established residential and/or training facilities are in place on each of the following properties: • Crocodile/Welcome, Merepah, Bulimba, Urannah and Mimosa Stations (QLD); • Roebuck Plains Station, Myroodah Station, Home Valley Station and Roelands Village (WA); • Warrigundu Station, Gunbalanya Station and Gunbalanya Meat Supplies (NT); • Murrayfield (TAS); • Boundary Bend (VIC); and • Merriman Station (NSW). Key elements of the ILC’s Training to Employment Initiative include: • ILC commercial operations host trainees and provide on-site resources, which can include trainee supervisors, residential accommodation, transport to and from properties and operational equipment; • Nationally-recognised training packages, training standards and methodologies including pre-vocational Certificate I programs and 12-month Certificate II or III traineeships in rural skills such as agriculture, meat processing, horticulture, as well as construction, tourism and hospitality; • Mentoring and training in life skills, incorporating literacy, numeracy and money management; • Close relationships with Indigenous communities to provide support and facilitate social and cultural activities; • Collaboration with national and state employment and training agencies, employers and service providers including Registered Training Organisations and Group Training Organisations; and • Career opportunities for graduates with the ILC or other employers. Key developments on ILC-operated Businesses in 2010–11 All existing businesses were fully operational at the end of the financial year, with the exception of Gunbalanya Meat Supplies, Urannah Station and Merepah Station, which were still under development. Banka Banka, which includes a caravan park, was acquired and is currently operated by the ILC. In addition to training and employment benefits, ILC-operated businesses also assisted bringing Indigenous-held land back into production by developing infrastructure, implementing sound land management practices and developing the capacity of Indigenous landowners. Infrastructure development continued on all ILC business properties in 2010–11, including the installation of new fencing, waterpoints and yards (see Business Case Studies beginning on page 91 for specific information relating to each property). A highlight of the financial year was the large scale refurbishment and extension of the meatworks at Gunbalanya Meats which was completed in the financial year and opened by Minister Macklin in November 2010. Figure 5: Structure of ILC Business Operations ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Indigenous Land Corporation Commercial operations on ILC-leased properties: Bulimba, QLD Urannah, QLD Cardabia, WA Warrigundu & East Elsey (Strangways), NT Gunbalanya Station, NT Gunbalanya Meats, NT
Crocodile & Welcome Stations, QLD Merepah Station, QLD Mimosa Station, QLD Home Valley Station, WA Myroodah & Luluigui Stations, WA Roebuck Plains Station, WA Roebuck Export Depot, WA Murrayfield Station, TAS Banka Banka, NT Boundary Bend, VIC Tol Tol Road, VIC –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
At 30 June 2011, ILC business properties carried 91,295 head of beef cattle, 11,921 sheep and 140 buffalo (a total of 103,356 head), which is an increase of 14.4% from 2009–10. As a result of this increase, and market prices, the value of all livestock increased by 8.3% to $35.8m. Only 187 head were purchased in the financial year (bulls), as the herds and flock have now either reached their target size, or are large enough to continue to grow through natural increases. Gross livestock trading profit increased by 48% from the previous financial year to $8.2m, while total cash income rose by 10.4% to $11.5m. The actual cash operating result was a loss of $1.8m. Like all other cattle producers in northern Australia, the majority of the ILC’s agricultural businesses produce cattle specifically for the live export market and were impacted by the suspension of live cattle exports to Indonesia at the end of the financial year. In the 2010–11 budget forecasts, the ILC planned to sell most of its trade cattle in May-June 2011. However, the suspension of live exports, in addition to an extended wet season, resulted in a total of 5,766 head (from Myroodah, Urannah, Bulimba, Gunbalanya and Merepah Stations) worth $2,541,798 not being sold in 2010–11 as originally forecast. Fortunately, 4,591 cattle were sold from Roebuck Plains Station in March 2011 and 414 steers were sold from Gunbalanya Station in October-November 2010, which provided income before the suspension. The cattle that weren’t sold will be sold in 2011–12 and the lifting of the suspension of the trade to Indonesia will facilitate this.
Business Bulimba, via Chillagoe, QLD The ILC is helping to establish a major cattle enterprise on Bulimba under a partnership with Uwoykand Tribal Aboriginal Corporation (UTAC) which represents Traditional Owners of the station. Bulimba was divested to UTAC in September 1999. Under a leasing agreement, signed with UTAC in January 2007, the ILC has upgraded infrastructure and established a residential, employment-based training program on the property.
Primary purpose and activity: Pastoral business, cattle breeding and training for Indigenous people. Size: 294,740 ha. Livestock: 6,459 head. Infrastructure: Homestead, outbuildings, jackaroos quarters and amenities, fences, yards, bores and dams.
Employment Bulimba operates with minimal permanent station employees. The station workforce predominantly consists of the trainees involved with the residential, employment-based training program established on Crocodile/Welcome Station. Training The training program continued on Bulimba for four trainees. Trainees undertook a Certificate III in Agriculture (Beef Production) with training provided by Rural Industry Training Extension, and additional training in low stress stock handling and horsemanship. Two trainees graduated and obtained full-time work in the pastoral industry with a well-known Brahman stud in central Queensland. Cultural and Social Benefits Indigenous families visited Bulimba throughout the year for fishing and camping holidays.
Breeding strategies were implemented to reduce the number of unproductive breeders. A more concentrated calving period resulted in a greater number of calves at the right time of the year. This strategy will increase herd fertility and help to conserve pasture which will reduce further the reliance on lick. Financial Position Still in its development, this business produced a cash operating deficit of $448,740 for the year. Due to the long wet season, road access issues were not resolved by 30 June and planned cattle sales could not be completed. However, internal transfers of cattle to the value of $286,808 were made so, in effect, Bulimba had an operating deficit of $161,932. Business Tol Tol Road and Boundary Bend, via Robinvale, VIC The Tol Tol Road and Boundary Bend properties were run as one business to maximise Indigenous training and employment opportunities. Tol Tol Road produces table and dried grapes while Boundary Bend is a citrus property producing fruit for domestic and international markets. The ILC extensively redeveloped Boundary Bend and reduced water consumption, increasing yield each year since acquiring it in 2007–08. Both properties enabled Indigenous trainees to gain experience while they completed certificate studies in horticulture.
Primary purpose and activity: Citrus production. Size: Tol Tol Road, 16 ha; Boundary Bend, 98 ha. Productive area: Tol Tol Road, 13ha; Boundary Bend, 30 ha. Infrastructure: Tol Tol Road: two houses, machinery shed and packing shed with cool room. Boundary Bend: Two houses, load out/machinery shed, chemical storage shed and garage. Both properties have a drip irrigation and fertiliser system supplied by an irrigation pump on the Murray River.
Employment An Indigenous orchard hand from the ILC’s Boundary Bend property works full-time on both properties. Training A residential, employment-based training program was undertaken on Boundary Bend for Indigenous participants. Trainees undertook a Certificate II in Horticulture. Trainees carried out training on Tol Tol Rd in vineyard management and dried grape production. Six new trainees commenced in 2010–11 and two continued from 2009–10. Two participants completed the certificate. Training was provided by the Murray Mallee Training Company. Cultural and Social Benefits Indigenous trainees gained work and life skills while working on the properties. Key Activities Due to improved rainfall in the Murray River catchment areas, the properties received their full water entitlement. The ILC is in the process of selling Boundary Bend and Tol Tol Road as it was deemed they were not providing Indigenous benefits. Financial Position Tol Tol Rd produced a cash operating deficit of $75,417. This is the second full year that the ILC has managed this property and the vines are in a recovery phase, being well below 100% yields. Boundary Bend produced a cash operating deficit of $84,391. Income was below budget due to smaller fruit, in common with the industry this year. The premium United States market provided lower returns due to the high Australian dollar and the price in domestic markets collapsed due to oversupply. An outbreak of Queensland fruit fly in the district reduced the number of overseas markets available to citrus producers. Expenditure was below budget due to good seasonal conditions and no consequent need to purchase water for irrigation.
Home Valley Station (HVS), via Kununurra, WA HVS is a tourism business based on pastoral activities that operate on the station. Local Indigenous people are employed and trained in all aspects of the tourism business while the cattle business is a low-cost operation that mostly relies on the annual harvest of unbranded animals. Wherever possible, tourism activities are integrated into the pastoral activities of the station, allowing visitors to experience aspects of station life in the company of an Indigenous person. Property Description Primary purpose and activity: Pastoral business and pastoral/based tourism. Size: 248,934 ha pastoral lease. Livestock: 442 branded cattle and an unbranded herd of shorthorn cattle estimated at 2,000 head. Infrastructure: Home Valley pastoral lease consists of mostly rugged Spinifex ranges with a very low cattle carrying capacity of one head per 116 ha. Consequently, the property has never been fenced and watered, other than three paddocks around the homestead and a set of cattle yards. Tourism infrastructure consists of 28 guest house rooms, eight luxury cabins, four eco-tents, two camping grounds, a restaurant, offices, workshop, stables, training room, conference room, laundry, homestead and staff accommodation. Benefits Achieved 2010–11 Employment The tourism business employed nine Indigenous people in every facet of the resort, including an Indigenous entertainer employed on contract. Training A residential employment-based training program was undertaken for 20 trainees in 2010–11. Training was provided by Kimberley TAFE and trainees on Home Valley undertook Certificate II and III in Tourism (including Visitor Information), Hospitality (including Commercial Cookery), Automotive Mechanical and Horticulture. Four trainees graduated with three obtaining work at Home Valley Station and one employed in the local tourism industry in the Kimberley. Twelve trainees are continuing their courses. Cultural and Social Benefits Home Valley hosted visits for local Indigenous groups. A group of 40 Indigenous rangers conducted fire training during the week beginning 30 May. The Traditional Owner and ranger group (Wungurr Rangers) did controlled ground and aerial burning on Karunjie and Durack River stations. Two Indigenous groups from Garnduwa Amboorny Wirnan visited HVS. The first was a young men’s leadership group of 15 who spent time with the HVS trainees. The second was a young womens group of 15 who held meetings in the conference and training rooms. A family day for trainees was held on 22 June. Trainees invited family members to Home Valley for a lunch to give them a greater understanding of where the trainees live and what their job involves.
In addition to the employment and training provided in the business, some Indigenous communities in the east Kimberley region benefited from Home Valley through visits by school groups in 2010–11. These visits gave the children an opportunity to see the employment opportunities that are available to them in the tourism industry as follows: • Six Indigenous school children visited Home Valley for one day in conjunction with Kimberley Group Training to promote HVS as a future place of employment; • Three Indigenous students from Kununurra High School visited HVS on work experience for the week beginning 30 May, working in the kitchen and housekeeping departments; and • Six Indigenous students from the Clontarf Academy in Kununurra came to Home Valley for the day on the 7 June to plant some zucchini in the nursery as part of their schooling.
The tourist season at Home Valley operates from 1 May to 31 October each year. For the 2010 season, Home Valley made a cash operating surplus for the period of $149,805. Business Crocodile-Welcome Station (CWS), via Laura, QLD The development of this Cape York cattle enterprise, along with the operation of a successful residential, employment-based training program for Indigenous jackaroos has seen CWS evolve into a regional training hub for the northern Australian cattle industry. The training program has received national exposure for the successes it has achieved.
Primary purpose and activity: Pastoral business, cattle breeding and training program for Indigenous people. Size: 124,800 ha Livestock: 7,426 head Infrastructure: Manager’s house, overseer’s house, workers’ quarters, jackaroos’ accommodation, two large sheds, fuel and chemical storage sheds, steel cattle yards, dams, improved pastures and internal fencing.
Employment The workforce predominantly consists of trainees involved in the residential, employment-based training program. During the year, the station employed four Indigenous station hands full-time and four on a casual basis. Training The training program saw 21 jackaroos and jillaroos undertake training provided by Rural Industry Training Extension. The trainees are working towards a Certificate II or III in Agriculture (Beef Production), with additional courses in horsemanship and low-stress stock handling. Cultural and Social Benefits The cattle business assists the Ang-Gnarra Aboriginal Corporation with ongoing management of rock art sites at Mushroom Rock, Giant Horse and Split Rock. Members of the Indigenous community visit Welcome Station for cultural reasons and family recreation activities. The Laura Races and Rodeos continue to receive support from CWS with cattle for the camp draft, equipment for ground preparation and labour for event management and ground preparation. Trainees from CWS have participated in gymkhanas and rodeos across the region. Key Activities 2010–11 Trainees constructed new horse yards at Crocodile including a round yard, and a new calf handling race and cradle at Welcome cattle yards and made improvements to old cattle yards. Traditional owners, staff, local business owners and cattle producers attended a graduation function at Crocodile for jackaroos.
CWS produced a cash operating deficit of $277,313 for the year. In addition, 651 steer weaners value of $309,740 were transferred to Mimosa, the ILC owned property at Gayndah. Therefore, in effect CWS produced a surplus of $32,427. Trainees muster a large herd of cattle on the property.
Warrigundu Station, via Borroloola, NT Warrigundu Station operates a pastoral enterprise across two land use agreements on Hodgson Downs (Alawa Aboriginal Land Trust) and part of Elsey Station (Mangarrayi Aboriginal Land Trust). The ILC works with the Traditional Owners via the Warrigundu Cattle Committee to manage the property. The enterprise is reinstating pastoral infrastructure and Warrigundu Station now offers significant employment and training opportunities to residents of the local Minyerri community.
Primary purpose and activity: Pastoral business and cattle breeding. Size: 419,200 ha under pastoral land use agreements with the Alawa Aboriginal Land Trust, Mangarrayi Aboriginal Land Trust and the Northern Land Council. Livestock: 15,278 head of cattle. Infrastructure: Two houses, office building, trainee accommodation units, governess quarters, school room, kitchen/dining room, training room, machinery shed, generator shed and extensive fencing, yards, dams, pumps and troughs.
Employment Twenty-five Indigenous people were employed in 2010–11. Positions included eight station hands, seven trainee stockmen, four rangers, three machinery operators, one cook, one office administration assistant and one trainee supervisor. Contract musterers employed 10 Indigenous staff to assist with mustering. Training Indigenous participants undertook Certificate II courses in either Agriculture, Conservation and Land Management, or Business Administration. There were 11 new training commencements for the financial year and 14 training participants were carried over from 2009–10. Nine participants completed their training. Cultural and Social Benefits Traditional Owners participate in managing the station though the Warrigundu Cattle Committee. The committee ensures that pastoral activities comply with cultural and social requirements. The station donates approximately 12 head of cattle each year for meat for cultural events, funerals and community celebrations at Minyerie.
Two new dams were constructed and two new turkey nest dams, a drafting race and loading ramp were installed on the Elsey lease (Strangways). Financial Position Still in its establishment phase, Warrigundu produced a cash operating deficit of $1,314,882 for the year, not taking into account $526,460 of internal sales to the ILC’s Gunbalanya cattle business, in effect a deficit of $732,422. For the first half of 2010–11, the introduction of the 350 kg weight limit for live export to Indonesia meant that many of the budgeted cull heifers were too heavy. Only the heaviest of these were sold for meat processing in Victoria, bringing lower prices and higher transport costs. In the same period, pregnancy testing of breeders revealed higher pregnancy rates than expected, so fewer empty breeders were sold. Business Gunbalanya Station and Meats, Gunbalanya, NT The ILC operates pastoral and meat processing businesses at Gunbalanya Station near Oenpelli in West Arnhem Land, NT. Significant capital works have been completed under a pastoral land use agreement to expand existing meat works and to develop grazing infrastructure. A floodplain at Gunbalanya is used to finish young cattle from the ILC’s Warrigundu Station for live export. The meat works processes beef and buffalo. The Gunbalanya businesses provide important employment and training opportunities to members of the local community. The upgraded facility was opened by the Minister for Indigenous Affairs Jenny Macklin on 10 November 2010.
Primary purpose and activity: Pastoral and cattle fattening business. Size: 80,000 ha managed under a 15-year pastoral land use agreement between the ILC, Gunbalanya Meat Supply Pty Ltd, the Arnhem Land Aboriginal Land Trust and the NLC. Livestock: 3,734 head of cattle. Infrastructure: Meat works, office, kitchen, ablution block, five staff cabins, four bedroom staff/visitor transportable unit, two staff houses, machinery shed, generator shed, school room, fences, yards and waters.
Employment The combined Gunbalanya operations employed 20 Indigenous staff in 2010–11. Gunbalanya Meats employed seven meat workers. Gunbalanya Station employed 11 station hands and two junior station hands. An Indigenous contractor from the ILC-held Fish River Station supplied live buffalo to Gunbalanya Meats. Training Indigenous participants undertook Certificate II courses in agriculture or meat processing. There were 18 new training commencements and 17 training participants were carried over from 2009–10. Twelve participants completed their training. Staff completed short-courses in animal welfare, low-stress stock handling, welding, first aid, health and language, literacy and numeracy. Cultural and Social Benefits The meat works provides affordable fresh meat to the Gunbalanya community, which helps family budgets. The employment and training program provides a career pathway for Gunbalanya residents. The ILC donates the equivalent of 16 cattle as meat each year for cultural events, funerals and community celebrations, such as the Gunbalanya open day.
The meat works upgrade was finalised including the installation of a new large chiller, meat rails and refrigeration and an extension of the butchery floor and construction of new yards. An office, two houses, a machinery shed and generator shed were constructed. Three converted shipping containers for training supervisor and governess accommodation and a school room were installed. One water bore was drilled and equipped and a large storage tank installed. Three new dams and 110 km of fencing were constructed. New cattle yards at the station homestead site commenced later in the year. A $20,000 Community Action Grant was used to aerially spray 1,200 ha of mimosa pigra and station staff carried out the ground control of the weed.
Still in its establishment phase, Gunbalanya Station produced a cash operating deficit of $162,676 for the year. A longer wet season and suspension of the live export trade to Indonesia meant that the budgeted export sales of 1,400 steers and heifers for $647,000 scheduled for the start of the 2011 dry season (May–June) did not occur. These sales will now occur in 2011–12. Gunbalanya Meats produced a cash operating deficit of $421,888. The income shortfall is attributed to delays in construction associated with the meat works upgrade and access issues caused by the long wet season.
West Kimberley Integrated Cattle Businesses, WA The operations of the ILC’s three cattle businesses in the Western Kimberley region – Roebuck Plains Station (RPS), Roebuck Export Depot (RED) and Myroodah Station – have been integrated to provide improved profitability and enhanced training and employment opportunities for Indigenous trainees and workers. Roebuck Plains Station (RPS) adjoins the Broome town boundary and the Roebuck Export Depot is located within RPS, adjacent to the highway, 30 km east of Broome. The location of these two properties provides a unique opportunity for easy, quick and year-round access for cattle to the Port of Broome. RPS has 42,500 ha of marine plains, which is some of the best cattle country in the Kimberley. Myroodah is located 259 km east of Broome on the southern banks of the Fitzroy River. The main access road to Myroodah is via a low-level crossing of the Fitzroy River which is made impassable by floodwaters each wet season until at least early May and sometimes as late as early June. The flooded river crossing is a barrier that often causes delays to the movement of sale cattle off Myroodah. In 2009, the ILC commenced the integration of the operations of these three businesses to take advantage of their inherent strengths and overcome some of their weaknesses. Each dry season, steer weaners bred on Myroodah are transferred to RPS to be grown out for approximately eight months over a wet season. As part of a breeder herd, cows and heifers were transferred to Myroodah from RPS. This means all the ILC’s west Kimberley sale steers are located on RPS in advance of the planned date of sale and well before the annual wet season flood stops access to Myroodah. During 2010–11, a total of 1,550 steers were transferred and in 2011–12 another 2,500 steers will be transferred from Myroodah to RPS. The annual transfer of steers has enabled an extra 700 cows to be run on Myroodah. Once at RPS, the steers are grown to a target sale weight of 330 kg more quickly than they can be at Myroodah and these steers can be sold earlier in the season than most other west Kimberley cattle. The early sale date enables not only premium sale prices, but also the overall stocking rate at Roebuck can be reduced early in the dry season, providing extra pasture for the remaining cattle on RPS. Prior to sale, the sale cattle on RPS are sorted out in the RPS cattle yards and then walked eight kilometres to RED where they are prepared for shipment. Walking the cattle saves costs and reduces weight loss in the cattle before sale. During 2010–11, the ILC processed 7,880 of its own cattle through the RED, which was 14.5% of the 54,263 head handled by the RED for the year. RPS and Myroodah both have extensive accommodation and training facilities that can house up to 10 trainees. RED does not have any permanent accommodation, and has a sporadic and unpredictable work pattern dictated by live cattle export ship movements, so it is difficult to have a team of trainees dedicated to the RED. Trainees at RPS and Myroodah are rotated through the RED on a rostered basis to give them a different work experience and training in all aspects of the operation of a live export depot. Financial Position The combined operating surplus for the three integrated properties was $1,012,536. Roebuck Plains Station, Broome Property Description Primary purpose and activity: Pastoral business – beef cattle production Size: 283,493 ha Livestock: 20,590 head Infrastructure: • 22 paddocks watered for cattle production; • 40 bores, 12 trap yards and 2 sets of cattle yards; • Housing for management, staff and trainees employed on the property; • Workshop and machinery sheds; and Benefits Achieved 2010–11 Employment Four Indigenous people were employed in full-time positions and 13 in casual positions on RPS in stock work, general infrastructure maintenance and in the staff kitchen. Eighteen trainees undertook certificate courses in agriculture. Four graduates accepted positions on RPS, thus increasing long-term Indigenous employment. Training Eighteen participants undertook their Certificate II in Agriculture (Beef Cattle Production) and seven graduated. For work experience, in groups of two, the trainees rotated through Roebuck Export Depot. The experience contributed to their studies. Thirty six Indigenous participants from Halls Creek District High School, St Marys (Secondary College and Beagle Bay) and Broome Senior High School undertook work experience on RPS throughout the year. The accredited training on RPS was delivered by the Broome Campus of Kimberley TAFE. Cultural and Social Benefits Traditional Owners enjoy frequent visits to the property maintaining their cultural connections to the country. Key Activities 2010–11 • A laneway eight kilometres long was constructed to link the cattle yards on Roebuck Plains with the Roebuck Export Depot. The laneway facilitates the movement of sale cattle from Roebuck Plains to the Export Depot; • One large paddock was subdivided to improve grazing management of that area; and • Three new stock water bores were installed. Myroodah Station, Derby
Program Stream: Economic Primary purpose and activity: Pastoral business – beef cattle production. Size: 401,944 ha Livestock: 20,633 head Infrastructure: Homestead outbuildings and workshop, trainee accommodation, paddock fencing, laneways, bores, water squares, water points and cattle yards. Benefits Achieved 2010–11 Employment In 2010–11, six Indigenous people were employed as station hands in casual positions. One Indigenous person was employed as training supervisor and one as head stockman in permanent positions. Training During 2010–11, three Indigenous trainees continued training in Certificate II in Agriculture (Beef Cattle Production). All trainees transferred to Roebuck Plains Station to gain further experience in the cattle industry and at Roebuck Export Depot. All trainees successfully completed their traineeships. Cultural and Social Benefits Frequent visits to the property are enjoyed by Traditional Owners and their families maintaining cultural connections to the country.
• During the 2010–11 wet season, 780.6 mm of rain fell which was 56% above average; • The high rainfall and a longer than usual wet season caused lengthy delays in commencing the first round of mustering in 2011. A total of 2,271 cull cows and heifers (valued at $687,980), intended for sale during the reporting period, could not be sold and were still on hand at 30 June 2011; and • New infrastructure built this year consisted of 28 km of new fences, four water bores with tanks and troughs, and two weaner yards. Roebuck Export Depot (RED), Broome
Primary purpose and activity: Assembly and preparation of cattle for live export. Size: 100 ha Livestock: Live export cattle Infrastructure: • Cattle yards of 42 isolation pens with feed and water troughs to accommodate 11,662 head; • Hydraulic crush with five-way draft; • Weighbridge; • Dip; • Unloading and double-deck loading races; and • Fodder storage shed, a manager’s office, and staff amenities including a crib room, ablution facilities and short-term bunk rooms. Benefits Achieved 2010–11 Employment Four Indigenous men were employed on a casual basis. Indigenous trainees from Roebuck Plains Station were employed at RED on a roster-rotation basis. Training Trainees undertaking Certificate II in Agriculture (Beef Cattle Production) on Roebuck Plains Station rotated through RED for casual work experience. This contributed to trainees attaining their qualifications. Other Benefits RED enables regional Indigenous cattle producers to have their cattle cared for and processed through an Indigenous-owned facility. RED provides opportunities for Indigenous cattle producers to directly participate in managing and exporting their cattle.
RED handled 54,263 cattle during 2010–11. Eight new isolation pens and 10 holding paddocks were constructed to increase capacity to 11,662 head in response to demand for extra yard space. RED was originally designed to hold 8,000 feeder cattle, but with one exporter bringing in ships with a capacity of 9,000 head, the new yard lets RED accommodate the greater demand. Business Cardabia Pastoral Company, Coral Bay, WA Cardabia is a cattle grazing property run in conjunction with the title-holding body, Baiyungu Aboriginal Corporation (BAC). An ongoing, major infrastructure upgrade is providing diverse training and employment opportunities. A very severe drought during the first half of 2010–11 caused the total herd numbers to be reduced by 10% and resulted in a very low calving rate. During the summer of 2010–11, the drought broke and the pastures and cattle have recovered.
Primary purpose and activity: Pastoral business – cattle production. Size: 199,808 ha. Livestock: 2,824 head. Infrastructure: Upgraded from sheep to cattle production standard.
Employment Four Indigenous people were employed by contractors on Cardabia during the year and direct Indigenous employment included one full-time station manager, one part-time bookkeeper, and 10 casual positions throughout the year. Training Six Indigenous trainees commenced in a residential, employment-based training program. The trainees undertook Certificate II courses in Agriculture (Beef Cattle Production). Training was provided by the Apprenticeship and Traineeship Company. Cultural and Social Benefits Five members of BAC are directors of the management committee which oversees the management of Cardabia Station. Members of BAC, the title-holding body, enjoy visits to and spending time on the property.
The Gascoyne district in WA experienced one of the worst droughts in history throughout 2009 and 2010. In response, the Cardabia cattle herd was reduced in number. Four dams were desilted during the drought and these and most other dams on Cardabia filled when rainfall of 250 mm occurred in December 2010. Excellent pastures also grew. Work continued with the infrastructure upgrade. Fifteen kilometres of new fencing was completed, four troughs were installed, three replacement tanks installed and a significant upgrade to staff accommodation and facilities completed.
As a result of the severe drought, the pastoral business recorded a cash deficit of $239,454 for the year. Business Merepah, via Coen, QLD The ILC is building a high-quality Brahman breeding enterprise on Merepah aimed at producing steers and surplus females for the export market and feedlots and fattening blocks. A significant amount of paddock construction was completed during the year and an excellent wet season has assured a plentiful supply of pastures for the 2011 dry season.
Primary purpose and activity: Beef cattle production, training and employment Size: 186,000 ha. Property transferred from ATSIC in 2005. Livestock: 9,565 head Infrastructure: New homestead, station- hands’ quarters, jackaroos’ quarters, head stockman’s accommodation, meat house, machinery sheds and cattle yards. Construction of watering points, fences and outstation yards since acquisition has increased grazing capacity to 111,500 ha, subdivided into 18 paddocks.
Employment Merepah directly employed two Indigenous people full-time and three Indigenous station hands in casual positions. Contractors employed three Indigenous staff. Training The residential, employment-based training program continued with four trainees employed and undertaking Certificate II in Agriculture (Beef Production) with Rural Industry Training Extension providing the training. Participants also undertook horsemanship and low stress stock handling courses. Cultural and Social Benefits Traditional Owners continue to visit and stay at Merepah and enjoy other activities such as fishing and hunting.
Activity again concentrated on infrastructure development, including: • Installing 66 km of new fencing; • Construction of six dams of approximately 25 megalitres each; • Completion of head stockman quarters; • Construction of 38 km station access roads; • Construction of 10 km road train roads to outstation yards; and • Participation in the Cash Cow Project Financial Position This business is still in the establishment phase. Merepah produced a cash operating deficit of $690,166 for the year. Merepah had a very good wet season so road access was not possible before 30 June and, as a result, planned cattle sales were not completed. Business Murrayfield, Bruny Island, TAS Murrayfield continues to develop its fine wool enterprise with emphasis on supplying lamb
to local restaurants through a local Indigenous-owned butcher while delivering significant, cultural, environmental and social benefits
to the Indigenous people of Tasmania.
Primary purpose and activity: Lamb and wool production, and Indigenous training programs. Size: 4,097 ha Livestock: 11,921 head Infrastructure: Four houses, one cottage, shearing shed, four stock yards, shearers’ quarters, butchery shed, office, machinery sheds, 76 dams, approximately 52 km of roads and tracks, and over 200 km of fence line and 1,700 ha of sown pasture.
Employment An Indigenous building contractor and an Indigenous trainee supervisor were employed. An Indigenous trainee graduate was employed on a casual basis. The station’s shearing contractor employed two trainees as part of the shearing team. Training Three pre-employment programs were hosted on Murrayfield for 16 participants. Each program was delivered full time over twelve weeks including six weeks on the property. Pre-employment programs were undertaken in Engineering, conservation land management and construction. All participants who successfully completed the courses obtained a Certificate II qualification. Participants undertook a cross-cultural awareness course and life skills training in health, nutrition and budgeting. Eleven participants are engaged in full-time work and one is in further education and is being assisted with finding employment by arrangement with the Campbell Page employment agency in Hobart. In February 2011, Murrayfield hosted an intermediate shearing school for eight participants. They completed one-week intensive practical training, with one trainee winning Novice Shearer of the Year Tasmania 2011. All participants are employed full-time in the Tasmanian shearing industry and benefitted from high-level training to refine their skills. The two trainees employed by contractors successfully completed their accredited training in agriculture (sheep production); one is now employed in the shearing industry. Cultural and Social Benefits A total of 1,800 Indigenous people visited Murrayfield during the year including: • School groups which stayed in the shearers’ quarters. During their visits, they received education in aspects of the local Indigenous culture delivered by local Indigenous people; • Indigenous families also enjoyed social benefits by staying in the short-term accommodation on the property; and • Indigenous cultural workshops were conducted during the year using Murrayfield’s facilities. Key Activities 2010–11 The pasture improvement and cropping program was altered to make use of fodder crops such as turnips and fodder rape which will help fill a winter feed gap. Lamb prices were excellent. A highlight was selling first-cross ewe lambs for $215 per head. The total wool clip for the year was 261 bales with an average fibre diameter of 18.7 microns. Rainfall was well above average which helped to produce high-quality produce.
Murrayfield recorded a cash operating surplus of $271,268 for the year. Business Urannah, via Collinsville, QLD In partnership with Traditional Owners, represented by Urannah Properties Association (UPA), the ILC is developing Urannah Station, through a 20-year lease, into a sustainable cattle breeding enterprise that will deliver pastoral training and employment opportunities to local Indigenous people.
Primary purpose and activity: Pastoral business/cattle breeding. Size: 65,494 ha pastoral lease purchased by the ILC in 1998 and divested to UPA on 31 March 1999. The ILC has a 20-year sublease over Urannah Station. Livestock: 3,722 head at 30 June 2011 Infrastructure: Renovated homestead, a small workshop, new machinery shed, six trainee accommodation units, a kitchen, and a low-level bridge over the Broken River.
Employment The station employed one full-time Indigenous station hand and two on a casual basis. The station also engaged the services of an Indigenous fencing contractor. Other station contractors employed two Indigenous workers. Training Five trainees received training which was provided by RITE. Trainees on Urannah undertook a Certificate II in Agriculture (Beef Production). Cultural and Social Benefits With continued road improvements, more UPA members can visit the property for cultural and social activities.
In 2010–11, work continued on fencing the Broken River (approximately 12 km) and installation of off-river water points to help alleviate pressure from stock on the river banks. The ILC successfully applied for funding to continue this work under the Queensland Reef Rescue program. The ILC has helped establish an ex-Urannah trainee as an Indigenous fencing contractor to carry out the fencing. Financial Position The business is still in the establishment phase. Due to the long wet season and damaged access roads, cattle could not be moved off the station. As a result, planned cattle sales were not completed. Urannah produced a cash operating deficit of $301,259 for the year. Indigenous workers ready a calf for closer inspection. Secondary Student Hostels ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Deliverable 6: Properties acquired and/or secondary student hostels established
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– As described on page 83, land for the Weipa Hostel, QLD, was gifted to the ILC in March 2010, with the design and construction commencing in 2010–11 and opening scheduled for 2012. Yüklə 5,3 Mb. Dostları ilə paylaş:
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