Ngaut Ngaut Conservation Park Co-management Board 2016-17 Annual Report
Contents
Section A: Reporting required under the Public Sector Act 2009, the Public Sector Regulations 2010 and the Public Finance and Audit Act 1987
Agency purpose or role
Objectives
Key strategies and their relationship to SA Government objectives
Agency programs and initiatives and their effectiveness and efficiency
Legislation administered by the agency
Other agencies related to this agency (within the Minister’s area/s of responsibility)
Employment opportunity programs
Agency performance management and development systems
Occupational health, safety and rehabilitation programs of the agency and their effectiveness
Fraud detected in the agency
Strategies implemented to control and prevent fraud
Whistle-blowers’ disclosure
Executive employment in the agency
Consultants
Financial performance of the agency
Other information requested by the Minister(s) or other significant issues affecting the agency or reporting pertaining to independent functions
Section B: Reporting required under any other act or regulation
National Parks and Wildlife (Co-management Boards) Regulations 2016
Section C: Reporting of public complaints as requested by the Ombudsman
Summary of complaints by subject
Complaint outcomes
Appendix: Audited financial statements 2016-17 13
Section A: Reporting required under the Public Sector Act 2009, the Public Sector Regulations 2010 and the Public Finance and Audit Act 1987
Agency purpose or role
The Ngaut Ngaut Conservation Park Co-management Board (the Board) was established under regulation 4 of the National Parks and Wildlife (Ngaut Ngaut Conservation Park) Regulations 2014. The Board has control and management of the Ngaut Ngaut Conservation Park subject to the terms of the Ngaut Ngaut Conservation Park Co-management Agreement 2005 and the subsequent Deed of Variation 2016.
The Board provides balanced expert advice to the Minister for Sustainability, Environment and Conservation (the Minister) on all aspects concerning the protection and management of the Ngaut Ngaut Conservation Park (the Park).
The Park supports a thriving tourism business which continues to be operated by Mannum Aboriginal Community Association Incorporated (MACAI). The tourism business interprets the site for visitors, educating people about local Aboriginal culture. This sharing of knowledge ensures greater protection of the site and for Nganguraku people to strengthen and celebrate their culture.
Objectives
The Ngaut Ngaut Conservation Park Co-management Board and the Minister are to provide effective co-management of parks to:
• Ensure the continued enjoyment of the park by the relevant Aboriginal groups for cultural, spiritual and traditional uses.
• Ensure the continued enjoyment of the park, members of the public in a manner consistent with the co-management agreements for the park.
• Ensure the preservation and protection of Aboriginal sites, features, objects and structures of Aboriginal spiritual or cultural significance within the park.
• Provide protection for the natural resources, wildlife, vegetation and other features of the park.
Key strategies and their relationship to SA Government objectives
| Key strategy | SA Government objective |
| Interpreting and celebrating Nganguraku culture by providing high quality cultural tours that help manage the park and sustain the passion and commitment to the Nganguraku people for their Country. | South Australia’s Strategic Plan (SASP) Target 4: Tourism Industry: Increase visitor expenditure in South Australia’s total tourism industry to $8 billion and on Kangaroo Island to $180 million by 2020. SASP Target 27: Understanding of Aboriginal Culture: This is achieved through the participation into the design and delivery of the cultural material taught in classrooms and on site at Ngaut Ngaut SASP Target 28: Aboriginal Leadership: Increase the number of Aboriginal South Australians participating in community leadership and in community leadership development programs. This is achieved through capacity building of the board members particularly the chairperson of the board recently completing a diploma in conservation and land management |
| Looking after the park and its cultural sites by protecting the natural values of the park as a central element of Nganguraku culture. | SASP Target 6: Aboriginal wellbeing: Improve the overall wellbeing of Aboriginal South Australians. This is achieved under the key measures of economic participation and reconciliation, culture and traditional lands. |
| Effectively managing the business of board governance. | SASP Target 30: Boards and Committees: Increase the number of women on all State Government boards and committees to 50% on average by 2014, and maintain thereafter by ensuring that 50% of women are appointed, on average, each quarter. |
Agency programs and initiatives and their effectiveness and efficiency
| Program name | Indicators of performance/effectiveness/efficiency | Comments |
| Ngaut Ngaut Conservation Park Management Plan development. | A revised draft management plan for the Park was released for public consultation from 2 February to 22 May 2017. Twelve submissions were received and analysed and addressed in the draft plan. | The majority of submissions were supportive. In particular, many expressed support for transition to Aboriginal ownership and commended the management of the Park’s tourism business and the overall benefit this provides to the community of South Australia. |
| Transition to Aboriginal owned co-management. | A report under clause 23.3 of the co-management agreement was prepared. This report detailed the Board’s successful performance since establishment in 2014 and was submitted to the Minister in February 2017. | The report details recommendations for the Minister including finalising the transition to Aboriginal owned co-management. There is public value in transition as the cultural tourism business can be expanded and contribute to regional economic growth. |
| Capacity Building Plan. | A capacity development plan was developed in 2015. It contains options to increase abilities in cultural protection, qualifications and licences, planning and asset management. As a result of this planning a number of capacity building activities and programs were implemented including the establishment of a MACAI Green Army program. | Supporting the growth in capacity of the Board and MACAI ensures the success of the cultural tourism program. The public value in this arises from the increased ability and income to manage the site, provide education of the community and the long term protection of important cultural heritage. As a result of this planning, a range of training has been delivered and board members worked together to assist MACAI secure two 6-month Green Army projects to employ and train MACAI members. |
Legislation administered by the agency
The Board is responsible for complying with the National Parks and Wildlife Act 1972, the National Parks and Wildlife (National Parks) Regulations 2016 and the National Parks and Wildlife (Co-management Boards) Regulations 2016, which are administered by the Department of Environment, Water and Natural Resources (DEWNR).
Other agencies related to this agency (within the Minister’s area/s of responsibility)
Department of Environment, Water and Natural Resources
Employment opportunity programs
The Board has no staff of its own and utilises the services of DEWNR. Reporting on this matter is contained in the DEWNR Annual Report 2016-17.
Executive, administrative and project support were provided to the Board from existing DEWNR resources.
The Board supported MACAI to secure two six-month Green Army projects which provided employment and training to MACAI members – in part, undertaken on Ngaut Ngaut Conservation Park.
Agency performance management and development systems
| Performance management and development system | Assessment of effectiveness and efficiency |
| Government employees supporting the Board’s operations undertake a performance review and development program with their managers. | Two sessions are held on an annual basis. This is considered to be effective. |
| The Board performance report under Clause 23.3 of the co-management agreement (CMA). | After two years of operation, the Board submitted a report to the Minister on the activities and progress of the Board as required under the CMA. The report recommended to the Minister to commit to the shared vision to transition to an Aboriginal owned, co-managed park. |
Occupational health, safety and rehabilitation programs of the agency and their effectiveness
| Occupational health, safety and rehabilitation programs | Effectiveness |
| Risk assessment of site stability and rock fall. | An effective program is in place following a geomorphic analysis of the risk profile. The risk assessment process now requires to implement site monitoring and effective implementation of safe work practices during site tours. |
| The Board abides by the relevant health and safety policies and procedures that have been adopted by DEWNR to meet whole of Government and legislative requirements. | Reporting on this matter is contained within the DEWNR Annual Report 2016-17. |
| Risk assessment of site stability and rock fall. | An effective program is in place following a geomorphic analysis of the risk profile. The risk assessment process now requires to implement site monitoring and effective implementation of safe work practices during site tours. |
| Category/nature of fraud | Number of instances |
| It is declared that there were no instances of fraud detected in the activities undertaken by the Board in this reporting period. | 0 |
Strategies implemented to control and prevent fraud
Strategies to detect instances of fraud are reported in the DEWNR Annual Report 2016-17.
Data is available at: https://data.sa.gov.au/data/dataset/ngaut-ngaut-conservation-park-co-management-board-annual-report-data
Whistle-blowers’ disclosure
Number of occasions on which public interest information has been disclosed to a responsible officer of the agency under the Whistle-blowers’ Protection Act 1993 0
Data is available at: https://data.sa.gov.au/data/dataset/ngaut-ngaut-conservation-park-co-management-board-annual-report-data
Executive employment in the agency
| Executive classification | Number of executives |
| SAES Level 1 | 0 |
Data is available at: https://data.sa.gov.au/data/dataset/ngaut-ngaut-conservation-park-co-management-board-annual-report-data
For further information, the Office for the Public Sector has a data dashboard for further information on the breakdown of executive gender, salary and tenure by agency.
Consultants
The following is a summary of external consultants that have been engaged by the agency, the nature of work undertaken and the total cost of the work undertaken.
| Consultants | Purpose | Value |
| All consultancies below $10 000 each | - | $0 |
| Consultancies above $10 000 each | - | $0 |
| Total all consultancies | $0 |
Data is available at: https://data.sa.gov.au/data/dataset/ngaut-ngaut-conservation-park-co-management-board-annual-report-data
See also https://www.tenders.sa.gov.au/tenders/index.do for a list of all external consultancies, including nature of work and value. See also the Consolidated Financial Report of the Department of Treasury and Finance http://treasury.sa.gov.au/ for total value of consultancy contracts across the SA Public Sector.
Financial performance of the agency
The Board is a statutory body; and while it is a body corporate, has no funds of its own. Reporting on this matter is contained in the DEWNR Annual Report 2016-17.
The costs associated with the administration of the Board are met from within existing DEWNR resources. Members are remunerated in accordance with a recommendation by the Chief Executive, Department of the Premier and Cabinet, in line with the Cabinet-approved Remuneration Framework.
Other financial information
Nil to report.
Section B: Reporting required under any other act or regulation
National Parks and Wildlife (Co-management Boards) Regulations 2016 Section 23
The following information addresses the annual reporting requirements of section 43L of the National Parks and Wildlife Act 1972:
(a) information relating to traditional hunting activities in the park carried out in accordance with section 68D of the National Parks and Wildlife Act 1972.
No traditional hunting activities were undertaken on the Ngaut Ngaut Conservation Park (NNCP) during the reporting period.
(b) information relating to the effect of traditional hunting activities in the park carried out in accordance with section 68D of the National Parks and Wildlife Act 1972 on native plants and protected animals, or the eggs of protected animals (and in particular those species that are scheduled as rare, endangered or vulnerable under the National Parks and Wildlife Act 1972).
No traditional hunting activities were undertaken on the NNCP during the reporting period.
(c) information relating to the operations and work programs undertaken by or on behalf of the Board.
The Board continued to implement its work program based on the obligations under the Co-management Agreement, the National Parks and Wildlife Act 1972, the National Parks and Wildlife (Co-management Boards) Regulations 2016, the Native Title Act 1993, the River Murray Act 2003 and the Public Sector Act 2009.
The Mannum Aboriginal Community Association Incorporated (MACAI) hosted two Green Army teams, that have successfully conducted work programs at NNCP.
Board meetings enable DEWNR officers to collaborate on operational and management activities undertaken in the park.
(d) information relating to park infrastructure.
Park infrastructure that is not part of the cultural tourism operation is managed through DEWNR’s asset management program to ensure appropriate maintenance of infrastructure/assets on reserves. The Board is provided with an overview at each meeting as part of the DEWNR management report. The Board is working to consolidate the asset management of all park infrastructure.
Mooring poles have been installed by the Mid Murray District Council.
(e) any other information required by the Minister.
The existing management plan (2008) has been reviewed and a new draft plan has been prepared in partnership with DEWNR. The Draft Management Plan was released for public consultation, and will be tabled at the SA Parks and Wilderness Council in September 2017.
The Management Plan will be the over-arching strategic document and will guide future management activities. It will set a vision for the NNCP and MACAI that will have a strong influence in managing cultural and natural heritage values over the park
Section C: Reporting of public complaints as requested by the Ombudsman
Summary of complaints by subject
Public complaints received byNgaut Ngaut Conservation Park Co-management Board
| Nature of complaint or suggestion | Services improved or changes as a result of complaints or consumer suggestions |
| All complaints | No specific complaints have been received by the Board. |
Data is available at: https://data.sa.gov.au/data/dataset/ngaut-ngaut-conservation-park-co-management-board-annual-report-data
Complaint outcomes
| Nature of complaint or suggestion | Services improved or changes as a result of complaints or consumer suggestions |
| All complaints | No specific complaints have been received by the Board. |
Appendix: Audited financial statements 2016-17
Financial services are provided to the Board by DEWNR. Finances are audited annually as part of DEWNR’s financial statements
