Go to top of page

Performance Criteria

Performance has been reported against each of the Performance Criteria set out in the 2019–23 Corporate Plan. The Annual Performance Statements are provided further to Section 39(1)(a) of the PGPA Act for the 2019-20 financial year and accurately present Council’s performance in accordance with Section 39(2) of the PGPA Act. The annual performance statements are based on properly maintained records, accurately reflect the performance of the entity, and comply with Subsection 39(2) of the PGPA Act.

Delivery Strategy


Performance Monitoring and Measurement


Next Steps

Appointment of Cultural Heritage Officer within WBACC, to collate all existing information and formulate a Cultural Heritage Strategy and Implementation Plan;

Cultural Heritage Officer will be employed under a contractual arrangement with Parks Australia;

Collation work and Cultural Heritage Strategy and Implementation Plan is complete and delivered to the Board (by end June 2020) with implementation ongoing in years thereafter.

The contract with Parks Australia was signed and the Cultural heritage Officer was appointed. The Cultural Heritage Strategy and Implementation Plan were developed and approved by the Joint Board of Management in June 2020. COVID pushed out the federal budget until October 2020 which meant that we were unable to sign the four year contract for July, however a contract was signed until the end of October, for beginning implementation and testing of the protocols in the Plan.

The new four year contract to be signed in October 2020.

BNP is using the Strategy and Implementation Plan to ensure Tourism and Works activities within BNP are protecting Natural and Cultural Heritage.

BNP is using the protocols in the Strategy and engaging the Cultural Heritage Officer for all activities in the Park which could impact Cultural Heritage. This year, the CH officer has advised on works at Caves Beach, the Botanic Gardens, the Cove and for NBN installation in the Park.

BNP and WBACC to continue to work using the protocols for work in the park, particularly on CAPEX projects during 2020-21

Cultural Heritage Sub-Committee, with community representation, of WBACC Board to meet quarterly and make recommendations for Cultural Heritage activities to the Board

Cultural Heritage Sub-Committee is being funded out of DTIRDC funding $20k per year;

Number of Cultural Heritage proposals presented to and accepted by the Board by Cultural Heritage Sub-Committee.

The Cultural Heritage Sub-Committee made one major recommendation for the development of a Cultural Heritage Management Plan for the 403 lands, which was accepted by the Board. The Sub-Committee then worked with Community First Development, whose representative acted as a scribe, to develop the plan. Covid restrictions resulted in the Sub-Committee being unable to meet for a time and members of the WBACC Board progressed the document which was then presented back to the whole Sub-committee for review and comment. The Draft Cultural Heritage Action Plan for the 403 and newly granted lands 151 and 152 was accepted by the Board in June 2020 and is currently with the WBACC community for consultation.

The consultation on the draft CH strategy and action plan for the 403 will continue into the new financial year. The consultation will be important to identify cultural zones. Once this occurs, the new Caring for Country Rangers will have a role in progressing work under the strategy.

WBACC will manage its operations in a way that will have minimal/no adverse environmental impacts and protect the environment.

Environmental compliance is largely unfunded, except when related to WHS compliance (eg. asbestos management) which is funded out of the profits of the enterprise.'

Environmental Biodiversity Management Team to be funded using grant funding (currently at bid stage) from NIAA under the IAS.

Dedicated wash area for cars used.

Asbestos Management plans in place and provided to contractors working in the village and on the depot.

BNP Environmental protocols are being followed for all SLA and contract work in the Park.

Cultural and Natural Heritage strategies are in place and in use in BNP and on the 403.

Work teams are washing their cars in the dedicated wash bay.

Asbestos Management Plans are in place and have been provided to the plumbers, electricians etc working on the housing program. Two WBACC staff undertook training in removing asbestos.

Protocols were introduced towards the end of the financial year and training for wbacc staff in the requirements has started. The first CAPEX project being negotiated since the introduction of the protocols has had them applied.

The Caring for Country Rangers team, approved by the Minister at the end of June, is the result of this funding submission.

Council continued its community cleanups this year and extended the cleanup to a clean of the surrounding beaches, using grant monies from the Communities Environment Program.

PFAS contamination from the Department pf Defence's historical use of Fire Fighting Foam is an environmental issue for the JBT. The WBACC Board is considering options at the end of the financial year and will make an announcement about next steps in the first or second quarter of the new financial year.

As more projects with the capacity to impact the environment are quoted, the cultural and environmental protocols will be followed.

The Team will be established and begin work on managing country in the 2020-21 financial year.

WBACC will work with the community to encourage re-use and recycling and use of Shoalhaven City Council tip vouchers as an alternative to community cleanups organised by Council, which are expensive and have the disadvantage of hard rubbish being left on road verges.

Existing Weeds Team to expand to form larger Environmental Biodiversity Management Team to take on fire management, feral animal control and Ranger functions.

Weed control is funded by NIAA under the IAS JLEP Program.

Dedicated Weed control continued this year. Glysophate (Roundup) continues to be the chemical of choice. Following a request from the WBACC Board, the team did consider some work done in other parts of Australia using steam to kill Bitou Bush, however the results are still not in for those other trails. WBACC will continue to monitor this and any other potential replacements for Glysophate.

Bitou Bush and Sea Spurge control are maintained in easily accessible areas, but continue to be a problem in areas where there are no tracks or trails for staff to use and on cliff faces etc. Weeds will continue to be a significant ongoing problem, including on the 403, where Coral Trees are prolific. Removal of these weeds is complex because of potential land destabilisation, and Council continues to work on solutions involving replacement stabilising native vegetation.

The new Caring for Country Rangers as well as the existing weeds team will continue to manage weeds on the peninsula, with the Caring for Country Rangers concentrating on the 403.

WBACC to make submissions to Minister for Indigenous Affairs for new Land Grants.

Submissions for new Land Grants and Legislative change unfunded (CEO role)

Submission made

A submission was made in November 2019, listing a number of blocks but excluding the residential lots. (This was following the Previous Minister's advice that he would not approve handover of land including housing until WBACC had sorted its housing management issues brought to the forefront during the high court action of 2018, reported on in last year's annual report)).

In June 2020, the current Minister for Indigenous Australians visited Wreck Bay and NIAA then made the suggestion that WBACC submit a new land claim, including all the residences in the JB village. Advice was to the effect that now that WBACC is beginning implementation of the Home Ownership Implementation Strategy, it is demonstrating the ability to manage housing and this will likely be looked on favourably.

A new Land Grant claim to be submitted to the Minister in August 2020

Enforce By-Laws on Aboriginal Land – longer term strategy of amending Legislation and Regulations (talks began in 2019).

The legislative change is necessary because currently the legislation does not allow for enforcement in the form of fines. The only way to enforce a breach is to begin a court action, an expensive option for WBACC.

There is no funding for this activity. It is the role of WBACC wardens (appointed staff members of WBACC) and Registered Members.

Legislative Reform process underway by end of 2019-20 financial year.

Submission for Ranger Program to include role for the rangers in exercising the By-Laws.

WBACC has been working with NIAA since August 2019 to identify all required changes to the legislation , including changes to the By-Laws, which are part of the Regulations under the Land Grant Act. NIAA has presented the WBACC Board with a list of proposed changes and legal advice has been provided by WBACC's lawyers.

The Ranger Program is approved and the grant funding requires the Rangers to learn the By-Laws and monitor compliance on Aboriginal Land.

NIAA will consult with the WBACC Board and the community during 2020-21 with a timeline for Parliamentary approval towards the end of the 2021 calendar year.

Training in the By-Laws for the new Rangers is set for October 2020, and compliance training will occur not long after. Rangers, all registered Members, will be appointed as wardens and will have an influential role in asking people to stop breaching the By-Laws. Until the legislative reform happens they will not be able to issue fines, but WBACC is hopeful that their presence and monitoring will go some way towards stopping breaches.

Deliver Wreck Bay Village Town Plan.

WBACC has engaged a Town Planner through Indigenous Community Volunteers (now Community First Development) to deliver the Town Plan. This has no associated financial costs.

Town Plan Delivered and implementation steps in priority order are being followed in WBACC’s workplans.

Unfortunately this project was delayed due to COVID-19. The project depends heavily on site visits and face to face community consultation. Some initial documentation has been created by the team but they will not be able to resume until COVID travel restrictions are lifted. Community First Development is retaining the project and volunteers on its books until this time, when it will be resumed.

When COVID restrictions are lifted for CFD volunteers, consultations will start again.

Finalise WBACC Home Ownership Implementation Strategy.

WBACC currently has a submission with NIAA for grant funding ($20m) to assist with the Home Ownership Implementation Scheme.

Grant submission is successful and Home Ownership Implementation Plan is underway.

In the last week of the financial year, the Minister for Indigenous Australians approved an initial $3m for WBACC's Home Ownership Implementation Strategy. Some of this money is for the engagement of an expert scheduling/budgeting consultancy. The tender for this activity was issued at the end of the financial year and it is expected that the consultancy will start work in September. Funds will also be spent to improve drainage and retaining wall issues, to seek surveying and legal expertise and to continue with wet area repairs in the Wreck Bay houses.

Work with the consultancy to develop a comprehensive, well costed plan to present to the Minister as part of a submission for full funding of the Program.

Continue the Home Maintenance and Repairs Program.

Work with Engineers to draw up plans for fixing drainage and water damage issues.

Consider proposals for use of newly acquired Blocks 151 and 152, and for any further blocks acquired during the life of the Corporate Plan.

The Board had a presentation from the Indigenous Entrepreneurship Program to broadly consider some tourism opportunities for the newly acquired land, however the land use will require considerable consultation and will be a long term project.

The Town Plan Project will undertake the important work of identifying zones on Aboriginal Land and will assist with land usage decisions.

The Town Plan project will resume as COVID restrictions ease. The Town Planning discussions will consider land usage zones on the newly acquired blocks.

The Board has given the CEO an action to investigate options for a multipurpose building to house community services, community businesses and offices, perhaps on the newly acquired blocks. This work will occur over the next couple of years.

Booderee National Park Lease monies and income from BNP takings are used by WBACC to provide services to the community;

Review number of increased community services offered (specifically, number of scholarships, grants, events, training, housing maintenance and repairs), compared to previous financial years.

Six tertiary education scholarships were approved; 2 new business grants were approved; 4 individual sports assistance grants were approved. The drop in the number of business and sports grants compared to last year is directly related to COVID-19.

Likewise, the rate of housing repairs decreased during the worst of COVID because WBACC workers did not enter houses except for emergencies. Nevertheless, approximately thirteen new kitchens and bathrooms were installed.

Events held included NAIDOC week in July 2020, Elders Christmas lunch in December 2020, however the kids' Christmas party had to be cancelled due to the bushfires; AGM in February went ahead, and all large events for the rest of the year were cancelled due to bushfires or COVID.

Small events happened, such as a youth bbq towards the end of 2019, kids homework club and kids school holiday program (except for March-June due to COVID); and NBN node uncovering event in June 2020..

WBACC achieved two significant milestones this year to benefit the community. Council successfully worked with the JBT administration to attract NBN to Wreck Bay and Council worked with Australia Post to establish a mail delivery service to Wreck Bay. Both improvements will be rolled out early in the new financial year.

Unfortunately Council has not yet been able to solve the mobile phone reception issue. It applied for blackspot finding with Telstra and Optus but was unsuccessful. In the new financial year, talks will begin with the JBT Administration for a localised response.

Community service provision will continue and Council will try to become more responsive to community suggestions for services. This will occur through the sub-committee process and face to face consultation sessions with community.

Council will continue to work with the JBT administration for improvements to service delivered under cross jurisdictional agreements with NSW Health etc and for improvements to communication services.

Ongoing provision of training to community members

Review number of training courses offered and uptake.

Survey community on training needs.

Community was offered courses in governance, traffic control chainsaw use, civil construction, plant operation and first aid. There was small uptake, averaging 4 community members per course.

A survey was conducted on community training needs. 17 responses were received (of 427 Registered Members), which makes it difficult to draw conclusions, however WBACC has responded with the intent to organise courses in the areas that people have expressed an interest.

Vincentia High School students were also surveyed, with a higher rate of response (40 students) and WBACC will investigate SBAT and other opportunities based on those priorities.

Courses will continue to be offered to community members.

WBACC will continue to advertise positions offered by TAFE under the Smart and Skilled Program as they become available.

A mentoring program for elders has already been booked in for the second quarter of 2020-21.

WBACC will arrange six SBAT opportunities for 2020-21, in the areas identified by Vincentai High Students.

WBACC will begin taking on Year 10 and 11 Work experience students in the 2020-21 Financial year.

Ongoing provision of education scholarships; business grants, sporting assistance grants, elders’ assistance, bereavement and funeral assistance;

Community Satisfaction Survey shows over 75% satisfaction with services delivered.

WBACC was not able to conduct a community satisfaction survey this year. The mailed out and online training survey demonstrated the difficulty of attracting responses when face to face meetings are not held. COVID prevented face to face meetings in the last qurter, which is when WBACC would have conducted the survey

Plans are underway for a series of face to face meetings in 2020-21, where community satisfaction will be gauged.

Ongoing repair and maintenance of community housing.

WBACC continues to use existing ARLS money, matched dollar for dollar by WBACC, for its housing repair and maintenance program.

Number of houses with new kitchens and bathrooms compared to previous year.

Thirteenhouses received kitchens and bathroom this year. The rate of installation was affected by COVID in the last quarter of the year, with no work done inside houses during that time.

Number of community reporting that they are more confortable in their homes in Community Satisfaction Survey

WBACC was not able to conduct a community satisfaction survey this year. The mailed out and online training survey demonstrated the difficulty of attracting responses when face to face meetings are not held. COVID prevented face to face meetings in the last qurter, which is when WBACC would have conducted the survey.

Anecdotally, people who have had repairs done on their houses are happy that the work has been done.

Plans are underway for a series of face to face meetings in 2020-21, where community satisfaction will be gauged.

Introduction of 99 year leases on community houses, on the ACT “crown lease” model – effectively home ownership;

Commonwealth grant funding from NIAA for the Home Ownership Implementation Strategy

Measured by progress against the steps in the Home Ownership Implementation Plan

Grant funding for the first stage of the Program was announced in the last week of the Financial Year. Preparation work conducted by WBACC prior to the funding announcement meant that WBACC could release the tender for the Scheduliing/Budgeting consultancy by the end of the financial year

At the time of annual report publication the Sheduling/Budgeting consultancy is engaged and preparing its report, legal work for preparation of the leases has started, survey work has commenced and work to deal with drainage and retaining wall issues has started. The first resident consultation on the Plan has occurred and will be followed by numerous sessions throughout the four year life of the project.

Ongoing operation of Men’s, Women’s, youth groups and Junior Rangers Program.

The Men's, Women's and Youth Programs are funded out of IAS money, in the JLEP Program. The Junior Rangers Program is funded by BNP, with WBACC contributing human resources.

Programs are up and running and well attended.

All programs were running until March but experienced a hiatus from March-June due to COVID, when groups did not meet. The women's program made and sold craft during NAIDOC week, the Women's and Men's programs both visited the gym. The women had a second hand shopping day and lunch in Wollongong,

The kids enjoyed days at bowling, beach and bush walks, the Huskisson Carnival and lots of art and craft activities.

Early talks occurred with BNP and JB school for revival of the Junior Rangers Program.

All programs will start up again as COVID restrictions ease.

Junior Rangers Program to start up again in September 2020.

Ongoing operation of childcare centre.

The Cay Care Centre is funded by the Commonwealth Department of Education.

Day Care Centre is operational and financially able to support itself (ie, without assistance from commuunity reserves)

The Day Care Centre has been self sufficient for two financial years now. The attraction of more families and children, combined with viability funding from the Department of Education bodes well for the following year as well.

Finalisation of establishment of Community Veggie Garden

The Community Garden is funded out of IAS money, in the JLEP Program.

Community Veggie garden up and running

Whilst infrastructure is in place. the veggie garden has not yet been planted, predominantly due to the impact of COVID.

It is expected that planting will occur early in the new financial year and the new Ranger Team will assist with any works required.

Community Services and Governance Sub-Committees of WBACC Board to meet quarterly and make recommendations for community services and Governance improvements to the Board.

Community Services sub-committee is being funded $20k per year out of DITRDC money

Number of Community Services proposals presented to the Board by the Community Services sub-committee.

The Community Services Sub-committee presented recommendations to the Board in relation to Youth programs, which resulted in a youth BBQ to determine priorities and the development of a home work program and a school holiday program, all of which were very well attended.

The Sub-Committee also made a recommendation to update the WBACC website. This was also taken up, with the new website, with online forms for all community grants up and running by the end of June 2020.

The Sub-Committee made a recommendation for a ramp to be installed to the Community Centre. This was completed prior to Christmas 2019.

Secure additional Service Level Agreements with Parks Australia (Cultural Heritage Agreement; Environmental Biodiversity Management Team Agreement);

No specific financial allocation for negotiation of agreements (CEO role);

Review number of extra services contracts held by WBACC.

A Cultural Heritage Agreement was signed at the beginning of the financial year and extended at the end of the financial year. This contract created one new job.

The new Cultural Heritage Contract due in October to create two new positions.

Secure additional grant funding under ARLS for Environmental Biodiversity Management Team and Ranger training;

Bid has been placed with NIAA for additional ARLS funding of $5-7million over five years for establishment of Environmental Biodiversity Management team.

Review number of new jobs for community members created at WBACC.

NIAA has approved the WBACC Caring for Country Rangers Program. The Program was initially for one year but WBACC has been offered the opportunity to extend by a further seven years following an application process. Budgets and workplans have been submitted by WBACC to Government for these future years. Nine new jobs were created by the Caring for Country Rangers Program.

There was one new Trainee job, across HR and DayCare administration.

There was one new job created for the Cultural Heritage Contract with Park.

There was one new job created out of the Contract with NIAA for Sports Grants Administration for the ACT.

Recruitment for the Caring for Country Rangers Program to be finalised by the end of September 2020 with Rangers to start in the first week of October.

Application for next seven years to be developed further in third quarter 2020-21.

On execution of the Cultural Heritage Contract with Parks, two new jobs will be created, for male and female Assistant Cultural Heritage officers

Market the Child Care Centre to surrounding towns to increase numbers and make the centre more financially viable.

The Commonwealth to provide funding to assist WBACC to develop a marketing strategy for the Childcare centre. There will be little financial cost to WBACC.

Demonstrate Increased income from year to year.

The Gudjahgahmiamia team have engaged a Shoalhaven business to lead their local marketing. Two of the Gudjahgahmiamia team meet with business to answer a comprehensive set of questions to ensure that it was clear what our goal, message and audience was.

From that a Facebook page was created.

Over the next year the plan is for Gudjahgahmiamia staff to create regular content for the page and to learn how to use this medium to attract local families, increase our pool of casual staff and to share all the great things we do with the local communities.

Demonstrate increase of two child care enrolments by end of June 2020, with two each year thereafter for life of Corporate Plan, ensuring maintenance of current funding arrangements.

There were eight new childcare enrollments this year, jumping from 22-30 children enrolled, with a big growth in the nursery room. The number of familes increased from approximately 18 to 25.

Child Care centre remains operational providing vital, culturally appropriate, early childcare education services to regional indigenous children.

The Childcare centre is operational, with an increase in the number of children and some new families.

Engagement with Regional Investment Officer (DITRDC) funded.

No specific financial allocation for engagement with RIO (CEO role and community workshops)

Review number of increased employment opportunities and community services offered (specifically, number of scholarships, grants, events, training, housing maintenance and repairs), compared to previous financial years as a result of increased profits.

The RDO assisted WBACC to win several grants this year, ranging from a kitchen upgrade and installation of air conditioning in the WBACC Office to the community cleanup of WB Village and Mary's and Summer Cloud beaches and the Caring for Country Rangers Program. This program means nine new jobs for WBACC.

WBACC to work with RIO to apply for recently announced indigenous employment promotion programs.

Economic Development Sub-committee of WBACC Board, with community representation, to meet quarterley and make recommendations for economic development to the Board.

Economic Development Sub-Committee was funded out of DITRDC $20k per year.

Review number of new projects created as a result of Economic Sub-Committee recommendations to WBACC Board.

The Economic Development Sub-committee recommended to the Board a presentation from Indigenous Business Australia on investment options for WBACC. The session was organised and the Board made valuable contacts within IBA and have options to consider for future years.

The Sub-commitee also recommended a presentation to the Board from the Commonwealth's Indigenous Entrepreneurship facilitator. WBACC went on the engage the facilitator to assist with the design for the new Caring for Country Ranger program.

WBACC to investigate services offered by IBA and the Indigenous Entrepreneurship Program for progression of business opportunities within the Caring for Country Rangers Program.

Economic Development Sub-Committee to develop a business case for a tourism business to present to the Board in the third quarter of 2020-21