Indigenous Land Corporation gpo box 652 Adelaide sa 5001

Indigenous business creation and development

The ILC continues to assist the development of Indigenous businesses with a focus on land-based enterprises. In 2013–14, 65 Indigenous businesses were expanded through 16 land management projects and three land acquisition projects. The T2E Programme at Ayers Rock Resort resulted in the expansion of nine Indigenous businesses in providing goods and services to Ayers Rock Resort in addition to the 31 businesses providing goods on consignment.

Nineteen new businesses were created, including the development of 12 new pop-up food stall businesses in Broome as a result of the BAMA Goolarri Centre of Excellence providing assistance to groups in registering their businesses, licensing and food pricing.

An increase in income was reported by 115 businesses, including 17 associated with the Indigenous Landholder Services project in WA. The Boomalli Building upgrade which saw the installation of energy efficiency measures, resulted in the reduction of building running costs and the generation of income for the sale of electricity into the NSW grid. The APN Cape York Muster preparedness programme saw the benefit of early preparedness for the 2013 muster which contributed 1,400 head of cattle mustered, up from 750 last year.

Four hundred and twenty-five people reported an increase in income through land management and land acquisition projects. The acquisition of a Darwin property for the Larrakia Nation Aboriginal Corporation, which delivers a range of community development services and cultural activities, resulted in 80 people reporting increased income mainly through the sale of local Indigenous art work.

Collaboration

Throughout 2013–14, the ILC maintained a strong focus on collaboration with other government agencies, private and non-government organisations, Indigenous organisations, employment and training agencies (local, state and national) and various service providers, primarily in the development and delivery of large scale and regional projects. The reduction in the proportion of projects that were collaborative may reflect the increased number of projects in implementation during the 2012–13 year and a heightened focus on managing the existing Indigenous estate through small land management projects.

The ILC recognises the value of collaboration and opportunities for landholders to achieve significant and sustainable benefits through arrangements that leverage the contributions of technical skills, funding and human capacity of multiple parties. Collaborative partnerships are particularly effective in maximising training and employment outcomes, providing land management advice and mentoring support, and improving infrastructure on Indigenous-held land.

Looking ahead, the ILC will continue to strengthen its focus on working with Indigenous landholders and other partners to leverage greater benefits and impact through co-designing and co-developing projects.

KPI 7

Proportion of projects that were collaborative with and leveraged funding from other agencies

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  Achieved 54.6% (Last year achieved 78%)
  
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  Target 66%
  
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  Next year’s Target 66%
  

The lower proportion of collaborative projects reflects the ILC’s focus on assisting Indigenous land owners through small land management infrastructure or planning projects that often involve only the applicant group.