Indigenous Land Corporation gpo box 652 Adelaide sa 5001

Strategic Evaluations

The ILC has provided recurrent land management funding to the Kimberley Land Council (KLC) for the establishment and administration of their formal Kimberley Ranger Program (KRP) since 2006. In 2013, the ILC undertook and concluded an evaluation of the land management assistance provided. The overall purpose of the evaluation was to collect evidence on the extent to which the original objectives, outputs and outcomes (benefits) have been achieved.

A mixed methodology approach was used, including an adaptation of the Most Significant Change technique through the use of Visual Participatory Evaluation (VPE), which uses video to both collect, discuss and report beneficiaries’ experiences of change resulting from ILC assistance.

It was found that three of the five objectives from the ILC Board approval for land management funding were achieved by the KLC. One objective was partially met and one remains an aspirational target for the future.

• The project has resulted in 85 Kimberley Traditional Owners engaged in meaningful, full-time employment as rangers. Each ranger has completed a range of accredited and non-accredited training programmes;

• ILC assistance has included funding for an appropriate model for coordination of training and development for trainees and employees alike. The positions within this model directly attributed a high level of engagement of rangers across the programme with the attendance of full-time trainees above 90%;

• The work of the rangers has contributed to improved Indigenous land management across the region in areas such as weed and feral animal control, fire management, tourism management, and cultural protection activities; and

• The KRP has made progress towards, but has not determined, the selection of an appropriate enterprise model for the purposes of becoming more independent and self funding in the future.

In terms of the outcomes, it was found that:

• The achievement of training, employment, cultural and environmental benefits has exceeded those identified to be achieved by the ILC and the KLC.

• Training was a strong feature of the Programme. In the words of a Head Ranger “A lot of our Aboriginal people don’t have the literacy and numeracy skills and never had the skills to get 
a job outside…But with the [KRP] we are taking young men and women…and giving them the opportunity to have a full-time job caring for country…Their confidence has gone up and some of our young rangers are becoming role models…” Bardi Jawi Head Ranger, VPE interview May 2013)

• Some key social and cultural benefits were identified. This includes the interaction of senior cultural advisors with young rangers to pass on traditional knowledge, in the process upholding and preserving traditional cultural law and language. There have also been positive community effects. The rangers have started a programme called Junior Ranger days where disengaged youth in the community can accompany rangers on patrol and are provided with practical experience, indirectly attempting to address systemic issues like alcohol and youth suicide. “We look at…the Kimberley as a place where youth suicide is a major issue …probably in a crisis… the Ranger model creates awareness ...programmes to help with people struggling…take the young person…strengthen their cultural links through the guidance of their elders…[and]…change the wellbeing.” (Nolan Hunter, CEO, KLC)

• The programme has had many flow-on benefits: the establishment of Women’s Ranger Groups in response to a perceived need for an on country women’s programme. “When I first started, 
I was the only female ranger…but then we had new and younger female rangers on board, and I felt good, like I was being a role model.” (Karrajari Women’s Ranger).

• The growth of the ranger knowledge base to the point that “some of our rangers have been invited to Dubai to show them how to use the I-tracker satellite… and to Pew Foundation, Canada to talk about …success…in the Kimberley… demonstrate they are doing good projects.” (Nolan Hunter, CEO, KLC)

• The support provided by the KLC and the ILC has assisted in the establishment of sound governance structures that enabled the Ranger Movement to contribute positively to strategic direction and leadership which flows to other aspects of community issues and decision making.

• Finally, employment as a ranger allowed individuals to realize their aspirations and dreams.

The evaluation has enabled critical reflection of the implementation of the ILC land management funding and considerations for future policy and programme design.