MG Corporation
Strategic Plan 2013-2018
Completed for MG Corporation by Rob Burdon, from Burdon Torzillo, June 2013
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MG Corp Strategic Plan 2013-2018
Contents
MG Corporation.................................................................................................................................................................. 1
Strategic Plan 2013-2018 .................................................................................................................................................... 1
Acronyms.............................................................................................................................................................................. 3
The MG Corporation story so far .................................................................................................................................... 4
Background ...................................................................................................................................................................... 4
Current situation ............................................................................................................................................................. 4
Where to from now ........................................................................................................................................................ 4
Vision .................................................................................................................................................................................... 5
Values .................................................................................................................................................................................... 5
Main Aims and goals........................................................................................................................................................... 5
A summary ....................................................................................................................................................................... 5
1.
Economic Sustainability ....................................................................................................................................... 6
2.
Social and community support ............................................................................................................................6
3.
Land and culture .................................................................................................................................................... 6
4.
Governance ............................................................................................................................................................ 6
5.
Management and operations ................................................................................................................................ 6
Corporate Governance and Business Areas Structure ............................................................................................. 7
MG Entities, their roles and relationship ........................................................................................................................ 8
MG Corporation ............................................................................................................................................................. 8
Garralyel ........................................................................................................................................................................... 8
Dawang............................................................................................................................................................................. 8
MG Community Foundation Trust (CFT) ................................................................................................................. 8
MG Development Trust (DT)...................................................................................................................................... 8
MG Dawang Land Trust (DLT) .................................................................................................................................. 8
MG#1 PBC ..................................................................................................................................................................... 9
MG#4 PBC ..................................................................................................................................................................... 9
Stakeholder relationship map ..........................................................................................................................................10
Appendix A: SWOT analysis ...........................................................................................................................................11
Appendix B: Operational Plan 2013-2014 ....................................................................................................................12
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MG Corp Strategic Plan 2013-2018
Acronyms
ADP
Aboriginal Development Package
CFT
Community Foundation Trust
CLA
Community Living Areas
DT
Development Trust
DEC
Department of Environment and Conservation
DPC
Department of Premier and Cabinet
DoW
Department of Water
DT
Development Trust
KAI
Kimberley Agricultural Investments Pty Ltd
KDC
Kimberley Development Commission
MG
Miriuwung and Gajerrong
OFA
Ord Final Agreement
PBC
Prescribed Body Corporate
SWEK
Shire of Wyndham and East Kimberley
SWOT
Strengths, Weaknesses, Opportunities and Threats
RDL
Department of Regional Development and Land
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MG Corp Strategic Plan 2013-2018
The MG Corporation story so far
Background
The MG people secured their native title determinations in 2003 and 2006. As a result of this, the OFA was
negotiated and finalised in 2005 where the native title holders agreed to surrender on certain parcels of land in
exchange for a range of benefits including significant financial support for a 10 year period and the
opportunity to participate in a meaningful way in the East Kimberley economy. The OFA also sought to
address some of the social issues which MG people had experienced as their land in and around Kununurra
was appropriated and developed without their consultation. MG Corporation was established to implement
the agreement and to advance the native title and community interests of MG people.
The first ADP (Goomig) was negotiated between MG Corporation and the State and a deed was entered into
in 2010. This deed gave MG Corporation financial and other benefits between 2010 to 2015.
Over the last 5 or 6 years, MG Corporation has focused on facilitating training and employment for its
members, as well as improving their social well-being with significant success. This culminated in a major
effort to maximize employment on the Ord Stage II development 2010-13. Now that Ord Stage II is coming
to an end, greater focus is now on creating longer term investments that ensure MG Corporation has a
sustainable future, and on social issues not previously addressed.
Current situation
ADP 2012-15 benefits will cease in June 2015. MG Corporation will need to adjust its structure and focus to
ensure its future beyond 2015. It is crucial that MG Corporation refocuses on creating a sustainable future
beyond the life of the OFA.
Where to from now
MG Corporation has significant land and financial opportunities now and through the further delivery of the
OFA. How MG Corporation acts on that will commence the process of creating a sustainable future for MG
Corporation. This future must involve a focus on longer term wealth creation.
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MG Corp Strategic Plan 2013-2018
Vision
MG Corporation’s vision is to be the leading organisation in achieving a
healthy, wealthy and culturally strong MG Community.
Values
The values which MG Corporation will follow to carry out its mission are:
To respect the culture and heritage of MG people.
To respect gardia rules.
To act with honesty, integrity and professionalism.
To work together to make each other strong and build MG pride, independence and wealth.
To promote relationships and partnerships with local services and businesses.
Main Aims and goals
A summary
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MG Corp Strategic Plan 2013-2018
1. Economic Sustainability
MG Corporation is a sustainable community-based organisation that encourages MG economic growth by:
1.1
1.2
Maintaining and managing the land and assets of MG Corporation entities.
Maximising economic benefits from the OFA, ADPs and other agreements from Native Title rights and
relationships with stakeholders
Maximising the return from MG commercial land and assets.
Sourcing multiple funding streams from government, economic development, the private sector and philanthropists.
Providing a range of services on a fee-for-service basis.
1.3
1.4
1.5
2. Social and community support
MG Corporation embraces a community development approach to improve the well-being of the MG
community by:
2.1
Maximising social outcomes for MG people, including employment, through its own funds and other funding
streams.
Supporting worthy community development projects with OES and CFT distributions, and leveraging these
contributions to gain government funding.
Engaging with other Aboriginal organisations and stakeholders to develop an integrated community development
approach to the development and servicing of the MG community.
Advocating for significant improvements in the living conditions, infrastructure and services in Community Living
Areas and town reserves.
2.2
2.3
2.4
3. Land and culture
MG Corporation looks after and protects MG native title interests, land, water, culture and heritage by:
3.1
3.2
3.3
3.4
3.5
Ensuring MG people have access to family and historical information.
Facilitating the preservation of MG people’s traditional connection to country.
Assisting MG men and women to maintain their distinct cultural responsibilities.
Seeking an active role in the management of Miriuwung Gajerrong interests in the Northern Territory.
Supporting and promoting the use of Miriuwung (and Gajerrong) language on MG country.
4. Governance
MG Corporation is well governed, legally compliant and accountable to its members by:
4.1
Ensuring the governance arrangements of MG entities are utilised, and their respective roles recognised, to make
the best governance, decision-making and economic use of the legal structure.
Facilitating an alliance of all Kununurra Indigenous organisations to lobby Government with a united voice.
Developing a succession plan for the directors of the MG entities focused on the increasing involvement of
younger people.
Encouraging more participation from the MG community through increased membership and applications for
board positions.
4.2
4.3
4.4
5. Management and operations
MG Corporation is well managed and administered and operates effectively and efficiently by:
5.1
5.2
5.3
5.4
5.5
Supporting and appreciating staff throughout the organisation.
Operating in a manner that is culturally sensitive to the needs of MG people.
Building and continually improving its stakeholder relationships with all key partners.
Encouraging office bearers and staff to develop their professional skills.
Ensuring staff positions are filled by MG people wherever possible.
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MG Corp Strategic Plan 2013-2018
Corporate Governance and Business Areas Structure
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MG Corp Strategic Plan 2013-2018
MG Entities, their roles and relationship
MG Corporation
MG Corporation was established to manage and administer the benefits awarded to MG people under the
OFA and to work towards improving the social and economic wellbeing of MG people and their community.
The MG Corporation board is made up of no less than 5 and no more than 5 MG directors and 2
independent directors, who are pre-approved by the Dawang Council and appointed by the MG Corporation
board.
MG Corporation provides assistance to the other MG entities, liaises between MG people, government and
industry to seek opportunities for the benefit of the MG people, enables MG people to perform their
functions under the Native Title Act and assists MG people to manage their land.
Garralyel
The Garralyel comprises of MG elders recognised as holding traditional knowledge of culture and country
and decision making authority of MG law and culture. Existing Garralyel recruit and approve new members
of e Garralyel.
The Garralyel provide guidance and advice to MG Corporation in relation to: native title, country, culture,
‘law’, language and heritage, and who qualifies as a MG person. The Garralyel also makes recommendations
to the Dawang Council as to which Dawang makes decisions for which country and provides advice and
guidance to the MG entities, particularly the PBCs, in relation to matters affecting MG land.
Dawang
The Dawang Council is made up of 16 MG members representing each land area or estate group area.
The Dawang Council approves MG membership, approves the appointment of directors of MG Corporation
and MG entities, it provides advice and guidance to the MG board and MG entities and determines the
priorities and vision of MG Corporation, approving the MG Strategic Plan. The Dawang Council may refer
matters to the Garralyel for cultural and country guidance.
MG Community Foundation Trust (CFT)
The CFT is a charitable trust established to provide grants and other assistance to MG people for: their
education; community development; the promotion of their art, law and culture; the relief of poverty,
disadvantage, sickness or affliction; and for the protection and enhancement of the natural environment of
MG land. The CFT board is made up of no less than 3 and no more than 5 MG directors nominated by the
MG Corporation board, one independent director nominated by the MG Corporation board and one
independent director nominated by the Western Australian State Government.
MG Development Trust (DT)
The DT is a commercial trust established to receive development land under the OFA and other assets from
MG Corporation or other entities and to manage, develop and commercialise that land and assets for the
economic benefit of the MG people. The board is made up of 3 MG directors and at least 1 and no more
than 2 independent directors nominated by the MG Corporation directors.
MG Dawang Land Trust (DLT)
The DLT receives and holds traditional country of the MG people comprising Community Living Areas
(CLAs), conservation areas and buffer areas on behalf of the MG people. Its board is made up of 3 MG
directors and 1 independent director, nominated by the MG Corporation directors.
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MG Corp Strategic Plan 2013-2018
MG#1 PBC
MG#1 PBC holds native title on behalf of the MG #1 native title holders, its board is made up of 5 MG
directors approved by the Dawang Council and appointed by the PBC board.
MG#4 PBC
MG#4 PBC holds native title on behalf of the MG #4 native title holders, its board is made up of 5 MG
directors approved by the Dawang Council and appointed by the PBC board.
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MG Corp Strategic Plan 2013-2018
Stakeholder relationship map
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MG Corp Strategic Plan 2013-2018
Appendix A: SWOT analysis
Strengths
Opportunities
Our culture
OFA and ADP; we are well positioned for NOW?
Land we own
Riverfarm Road
OFA and ADP and money or benefits from these
Land at Ord West Bank
A committed and experienced management team
Clearance of native title in return for monies or
land at Ord East Bank
Stakeholder relations; e.g, RDL and KDC
We have a window of opportunity over the next 1
ADP with KAI
to 2 years
Workers Camp land
An attitude of building relationships as the
Native title rights in WA and NT
cornerstone of doing business.
Other land development – town, Bandicoot Drive
site
Develop succession plans
Weaknesses
Threats
OFA ends in 2015
Time is relatively short for what money and
opportunities we have left; ‘the window is closing’
ADP ends in 2015
Social challenges
Limited business or entrepreneur background
Community differences of priorities
Retention of good staff, remoteness, difficult
environment within which to operate
Health and aging of the respected elders and
potential loss of cultural knowledge
Genealogical questions and Dawang boundaries
Ability to reach agreements to lock in future
Capital to develop land assets
opportunities
Ability to make decision in commercial timeframe
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Appendix B: Operational Plan 2013-2014
Goal 1 - Economic Sustainability
MG Corporation is a sustainable community-based organisation that encourages MG economic growth by:
A. Maintaining and managing the land and assets of MG Corporation entities.
B. Maximising economic benefits from the OFA, ADPs, and other future agreements, from Native Title rights and relationships with stakeholders.
C. Maximising the return from MG commercial land and assets.
D. Sourcing multiple funding streams from Government, economic development, the private sector and philanthropists.
E. Providing a range of services on a fee-for-service basis.
Key Performance
Indicators for
2013-14
A1 Ensure compliance with all legal requirements of managing land and assets.
A2 Decide whether to reallocate certain commercial and residential land of MG Corporation to the MG Developments Trust, apply for stamp duty
waiver, and initiate any agreed land transfers.
B1 Increase our ownership or interests in our land and water, by acquiring title to Packsaddle or other land due to be vested under the OFA.
B2 Sign Knox ADP Agreement.
B3 Sign or substantially negotiate Ord West Bank ADP.
B4 Negotiate and propose for Developments Trust consideration solar panel, steel products, and other joint business arrangements with KAI.
B5 Examine and accept or reject the opportunity to acquire title to the RDL building and land.
B6 Examine and accept or reject the opportunity to retain and develop Garrjang Village land on Victoria Highway.
C1 Maximise rental income from landholdings and minimize rental paid to third parties.
C2 In respect to the four Kurrajong Street houses to be constructed 2013-14 with Royalties for Region funds, identify those to be let at full market
rent.
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MG Corp Strategic Plan 2013-2018
C3 Complete a preliminary feasibility study on the economic potential of a development project for Ord East Bank (River Farm Road).
C4 Identify funding options for development during 2014-15 of the Kentia Way industrial land.
D1Review all previous MG Corporation economic development studies and seek Developments Trust direction.
D2 Through the efforts of a dedicated grants specialist, apply for reasonably prospective grants of at least $500K for MG Corporation’s sustainability,
and at least $500K for CLAs and other target areas.
D3 Examine and accept or reject a proposal to establish a local MG building company, and if viable, submit a tender to build the four Kurrajong
houses.
E1 Expand MG Corporation’s fee for service work in the areas of cultural awareness training, heritage clearances, and land management (rangers).
Responsibility and
funding source
CEO, Economic Development Manager, MG Services Manager.
Funding will be drawn from the current Goomig ADP funding, from the OFA Administration and EDU funding for 2013-14, and from self-generated
income from rental and some other activities, and from Royalties for Region funding for the Kurrajong Street houses.
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MG Corp Strategic Plan 2013-2018
Goal 2 - Social and Community Support
MG Corporation embraces a community development approach to improve the well-being of the MG people by:
A. Maximising social outcomes for MG people, including employment, through its own funds and other funding streams.
B. Supporting worthy community development projects with OES and CFT distributions, and leveraging these contributions to gain government
funding.
C. Engaging with other Aboriginal organisations and stakeholders to develop an integrated community development approach to the development
and servicing of our community.
D. Advocating for significant improvements in the living conditions, infrastructure and services in Community Living Areas and town reserves.
Key Performance
Indicators for
2013-14
A1 Scope and review current services being provided to MG people.
A2 Provide advice to CFT on possible distribution that will address MG Community needs, and leverage other funding.
A3 Leverage OES funds to attract at least $500K additional funds for MG social enhancement.
A4 Subject to agreement with LandCorp, establish a transitional unit to assist current MG Services clients working on Ord Stage II to undertake a
successful transition to non-Leighton employment, in co-operation with East Kimberley Jobs Pathway Pty Ltd and other employers and service
providers.
A5 Government, NGOs and companies working with MG people are persuaded to require their staff to undertake a MG Cultural Awareness Course,
measured by this being specified in their internal staff training and HR policies.
B1 Identify whether current OES grants are achieving their intended outcomes, and adjust/rectify accordingly.
B2 Report to the CFT’s OES Advisory Sub-Committee on OES achievements to date, and remaining ASEIA recommendations that have not been
addressed.
B3 OES Committee and CFT agree to priority areas for supplementary funding through OES funds.
B4 Develop for the September CFT meeting OES Advisory Sub-Committee recommendations for new 2014 grants.
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MG Corp Strategic Plan 2013-2018
B5 By June 2014, CFT will have approved up to $500K in new grants.
B6 Acquit or otherwise satisfy KDC regarding MG Corporation’s own OES grants.
B7 Establish partnerships with other organisations addressing the needs of MG people.
C1 Become recognized as the leading advocate for significant improvement in education, training, youth services and the justice system to better
equip MG youth with the life skills to live well and be strong in both cultures.
C2 Maintain at least at 2012-13 levels, and manage, the Secondary School Incentive, Tertiary Scholarships, Apprentice/Traineeship, and MG
Development programs.
C3 Identify MG elderly aged care needs and current service provision 2013-14 with a view to identifying areas of improvement 2014-15.
D1 Encourage and support at least 35 MG people to gain employment by 31 December 2013, by the provision of training and employment services.
D2 Establish a program of practical assistance for the residents of CLAs, including a scheme to recover GST and other rebates in relation to power
costs.
D3 Establish a program of practical assistance for the residents of other town reserves.
Responsibility and
funding source
CEO, MG Services Manager, Economic Development Manager, OES Grant Officers and Project Officers engaged for new programs.
Funding will be drawn from MG Services Agreement funding (LandCorp), Ord Enhancement Scheme Administration funding, the Goomig ADP
funding and a small amount from the CFT.
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MG Corp Strategic Plan 2013-2018
Goal 3 - Land & Culture
MG Corporation looks after and protects MG native title interests, land, water, culture and heritage by:
A. Ensuring MG people have access to family and historical information.
B. Facilitating the preservation of MG people’s traditional connection to country.
C. Assisting MG men and women to maintain their distinct cultural responsibilities.
D. Seeking an active role in the management of Miriuwung Gajerrong interests in the Northern Territory.
E. Supporting and promoting the use of Miriuwung (and Gajerrong) language on MG country.
Key Performance
Indicators for
2013-14
A1 Commence a MG genealogy review and Dawang area study with adequate funding.
A2 Establish an archive/ history room in MGC/GT building to display genealogy and other cultural information by 30 June 2014.
A3 Examine the feasibility of commissioning an official history of the MG people.
B1 Advocate for and assist MG people living on country as follows:
a. by 30 June 2014 a MG staff member will provide at least 10 hours per week practical assistance to CLA residents, and
b. by 30 June 2014 MG Corp will have devised and launched a viable diesel rebate scheme for CLAs.
B2 Support MG youth to increase their MG cultural knowledge, by arranging for at least 4 MG young people from the appropriate Dawang to
participate in on-country heritage clearances.
B3 Identify and protect country of cultural, heritage and environmental significance.
B4 Support PBCs to manage Native Title Future Acts and third party applications.
C1 CFT to continue their financial support for the MG Men’s and Women’s cultural activities.
D1 Examine the feasibility of providing native title management services to PBCs to be established on MG country in the Northern Territory, and
begin a dialogue with the Commonwealth, the Northern Land Council and the Northern Territory Government.
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MG Corp Strategic Plan 2013-2018
Responsibility and
funding source
Lawyer, CEO, Land & Water Rangers’ Manager.
Funding will be drawn from Goomig ADP, Department of Water grant for rangers, fee-for-service self-generated income from native title land access
facilitation and CFT.
Goal 4 - Governance
MG Corporation is well governed, legally compliant and accountable to its members by:
A. Ensuring the governance arrangements of MG entities are utilised, and their respective roles recognized, to make the best governance, decision
making and economic use of the legal structure.
B. Facilitating an alliance of all Kununurra Indigenous organisations to lobby Government with a united voice.
C. Developing a succession plan for the Directors of the MG entities focused on increasing involvement of younger people.
D. Encouraging more participation from the MG community through increased membership and applications for Board positions.
Key Performance
Indicators for
2013-14
A1 Undertake a review of current MG entities structure to ensure it meets the changing needs of the organisation.
A2 Ensure that by 30 June 2014 all Director vacancy positions are filled with qualified people. A3 Obtain professional development in governance for
all Directors, that focuses on the Corporations needs rather than generic training.
A4 Adopt a fresh instrument of delegation from the Board to CEO and from the CEO to staff, and thereby ensure Board and management clarify their
roles and the ‘separation of powers’.
A5 Ensure Dawang Council completes a formal evaluation of the Board, giving guidance as to each Director’s professional development and
leadership needs.
A6 Ensure the Board evaluates the CEO’s effectiveness and efficiency in the management of MG Corporation.
B1 Identify areas where a combination of Indigenous organisations might agree and lobby collectively for policy change.
C1 Request Dawang Council to nominate younger MG people to be involved in participating in an internal leadership program that encourages
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MG Corp Strategic Plan 2013-2018
younger people to become Directors and Leaders in our organisation.
D1 Review membership to identify equity of representation across Dawang, CLA and Kununurra residents, males and females and other relevant
criteria.
Responsibility and
CEO, Company Secretary and Boards. Funding will be drawn from the OFA Administration funding and ADP Goomig.
funding source
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MG Corp Strategic Plan 2013-2018
Goal 5- Management and Operations
MG Corporation is well managed and administered and operates effectively and efficiently by:
A. Supporting and appreciating staff throughout the organisation.
B. Operating in a manner that is culturally sensitive to the needs of MG people.
C. Building and continually improving its stakeholder relationships with all key partners.
D. Encouraging office bearers and staff to develop their professional skills.
E. Ensuring staff positions are filled by MG people wherever possible.
Key Performance
Indicators for
2013-14
A1 Retain and support a qualified and experienced CEO and Management Team that are well matched to their roles and our changing needs.
A2 Undertake a review of future organizational requirements with the imminent expiry of the MG Services Agreement and other Ord Stage II
arrangements.
B1Survey MG people and identify ways the Corporation’s office and practices can be made more welcoming.
C1 Identify all community meetings and other events in which stakeholders have a key interest and support them by attending these.
D1 Identify and facilitate professional development as part of each staff members’ annual performance review.
E1 Encourage and support MG staff to aspire to and undertake professional development for promotion within the Corporation.
Responsibility and
funding source
CEO.
Funding will be drawn from OFA Administration and EDU funding, ADP Goomig and OES.
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