Torres Strait
Regional Authority

Annual Report
2014-2015

The Torres Strait Regional Authority (TSRA) recognises the Traditional Owners of the land on which we operate. We acknowledge the past and present elders of all Torres Strait Islander and Aboriginal people in the Torres Strait and Northern Peninsula Area and respect the culture and lore of all Torres Strait Islander and Aboriginal people in the region.

The TSRA will always make every effort to respect Torres Strait Islander and Aboriginal people’s cultural sensitivities when featuring the images or names of people who have recently died.

However, please be advised that this document may contain images of persons who have died after this Annual Report was prepared for tabling in Parliament in October 2015 and we offer our apologies for any distress caused if this occurs.

ISSN 1324–163X

The TSRA’s contact officer for the 2014 - 2015 Annual Report is Mr John Ramsay, Programme Manager Governance and Leadership. Telephone (07) 4069 0700 or email info@tsra.gov.au.

The TSRA Annual Report 2014 - 2015 is published on the TSRA website at www.tsra.gov.au in the following formats:

Hypertext Mark-up Language (HTML)

Adobe® Portable Document Format (PDF) ISO 32000-1:2008

ePub electronic publishing for eBook readers.

TORRES STRAIT REGION

Figure P-1:
Map of the Torres Strait Region

Saibai wetlands.

Highlights and
Achievements

Fisheries – Towards 100 Per Cent Ownership

It has long been the aspirations of the Traditional Owners of the sea and land in the Torres Strait to achieve 100 per cent ownership of all fisheries in the region. The fisheries include finfish, tropical rock lobster, hand collectables and prawn. The TSRA is pleased to report that the bêche-de-mer fishery, which forms a significant and high value component of the hand collectables fishery, is now 100 per cent owned by Torres Strait Islander and Aboriginal people. This is the second fishery, after finfish, to be wholly owned. The TSRA’s Fisheries Programme will continue to work towards full ownership of the tropical rock lobster fishery (currently 56 per cent owned) and the prawn fishery, for which there is currently no ownership.

Addressing Gender Imbalance

The Torres Strait region lags significantly behind other Australian Indigenous regions in achieving balanced gender representation on elected bodies. A study by the Australian Institute of Aboriginal and Torres Strait Islander Studies conducted in 2013 indicated a gender ratio of 80:20 (males to females) in the Torres Strait compared to a ratio of 50:50 in other regions. In 2014 - 2015 the TSRA partnered with the Australian Rural Leadership Foundation to design a leadership programme for the women of the Torres Strait. This programme focuses on developing the skills women need to represent their communities in public office. Four women completed the pilot course this year and ten places are being offered on the 2015 - 2016 course.

From Grant Dependency to Self-Reliance

Since native title was determined on 3 June 1992 for the Meriam people on Murray (Mer) Island, the number of determinations has increased to 22, with the determination for the Kulkalgal people on 20 June 2014. There are 21 Registered Native Title Bodies Corporate, also known as Prescribed Bodies Corporate (PBCs) in the Torres Strait. The TSRA has been working with PBCs since their inception to develop their capacity to control their own affairs to manage native title and engage effectively with native title holders. Until this year all PBCs were reliant on the TSRA for funding to support their operations. In 2014 - 2015 the TSRA entered into agreements with the Mura Badulgal and Mer Gedkem Le PBCs, located on Badu and Mer Islands, to move away from reliance on grant funding to a fee-for-service model. This achievement is documented further in the Governance and Leadership Programme case study on page 78.

Caring For Our Country

The TSRA ranger programme has expanded to 45 rangers and six vessels across 14 communities. The sixth vessel was inaugurated on Erub (Darnley Island) in January 2015. The TSRA is funded by the Department of the Prime Minister and Cabinet to continue the ranger programme through to July 2018. The TSRA has engaged a dedicated compliance officer to raise awareness of the community-based management of marine turtle and dugong in the region. Rangers are actively involved in a range of land and sea care activities, including turtle tagging, seagrass monitoring, removal of ghost nets, feral animal control, weed control and protection from invasive species.

Introduction of the PGPA Act 2013

The TSRA has completed the conversion of its policies and procedures from the Commonwealth Authorities and Companies Act 1997 (CAC Act) to the Public Governance, Performance and Accountability Act 2013 (PGPA Act) and PGPA Rule 2014. The TSRA engaged Effective Governance to provide PGPA training to the TSRA’s Board. The TSRA Board Charter has been rewritten to ensure that Board members have access to the latest governance policies. Training for TSRA staff is scheduled to be completed in July 2015.

Treaty awareness visit, Papua New Guinea.

Mid-Term Performance Review

The TSRA Board Charter required the Board to undertake a mid-term performance review. The TSRA engaged MLCS Corporate to review all Board papers between 2012 and 2015 and to attend as observers at Board Meeting 93 in March 2015. Board members and senior TSRA staff were interviewed and a performance survey instrument was developed. As of 30 June 2015, the review was being finalised.

Pathways to Employment

The TSRA Economic Development Programme, in partnership with the Australian Maritime Safety Authority, Maritime Safety Queensland and the Australian Maritime College, is delivering the Torres Strait Maritime Pathways Project (TSMPP). The TSMPP has two key outcomes: providing accredited training in commercial fisheries and seafood handling (12 students); and providing accredited training for a Certificate II in Maritime Operations (55 students). In 2014 - 2015, 70 students attended TSMPP training-related activities, achieving a 100 per cent pass rate. Since commencing the TSMPP in 2013, 83 graduates have moved into full-time work in fisheries or maritime industries. The number of maritime safety incidents in Torres Strait waters has dropped from a high of 258 in 2007 to 118 in 2014. The TSMPP creates jobs and saves lives: it is a success story for the delivery agencies and the participants. This achievement is documented further in the Economic Development Programme case study on page 46.

TSRA 20-year anniversary celebrations.

A Focused Economic Development Strategy

In 2014 - 2015, the TSRA reviewed the outcomes from its Community Economic Initiatives Scheme (CEIS). CEIS was predominantly an economic development grant programme to assist Torres Strait Islander and Aboriginal Torres Strait Islander people to enter or improve commercial ventures. The review found the scheme had not contributed significantly to Indigenous employment and recommended a more strategic approach be taken to economic investment. The TSRA has designed a new regional economic development strategy, and the first two economic development forums towards implementing the strategy were conducted in 2014 - 2015. The third forum is to identify specific industry opportunities for targeted assistance, and is scheduled in the second half of 2015.

Engaging With Our Communities

The TSRA’s Governance and Leadership Programme and Native Title Programme have assisted 21 PBCs in the region to maintain their compliance with the requirements of the Office of the Registrar of Indigenous Corporations. This is the fourth consecutive year that full compliance has been achieved.

The TSRA is working with the Gur A Baradharaw Kod (GBK) Sea and Land Council, which has representation from all Torres Strait communities, to develop their capacity to manage native title and support the region’s PBCs. The GBK aspires to take over the Native Title Representative Body (NTRB) role when the TSRA’s appointment as the NTRB ends on 30 June 2016. This year the TSRA assisted the GBK to complete consultations with Torres Strait Islander communities throughout the region and in mainland regional centres in Cairns, Townsville and Mackay.

The TSRA Chairperson and Chief Executive Officer conducted eight community consultations, providing an opportunity for community members to hear presentations from each of the TSRA’s programmes on the services being delivered throughout the region. The two-day visits provide an opportunity for community deputations to discuss issues directly with the TSRA’s senior leadership team.

Employment

On 14 June 2015, the TSRA completed the migration of the remaining Community Development Employment Projects participants to Centrelink payments. Some 46 Remote Jobs and Communities Programme jobseekers were transitioned into permanent full-time employment positions and a further 196 commenced part-time employment.

Access to Healthy Food

The sustainable horticulture project, which is operated by the TSRA’s Environmental Management Programme, expanded from four communities in 2013 - 2014 to 13 communities in 2014 - 2015. The TSRA delivers a horticulture in schools programme in collaboration with the Tagai State College. This project has supported the employment of an environmental education coordinator based at Tagai College. Two campuses in the region received awards from the Great Barrier Reef Marine Park Authority for their level of community engagement and produce from the gardens.

Integrated Service Delivery

The TSRA, in partnership with Australian and Queensland government agencies, local government and non-government organisations in the region, is delivering against the service and infrastructure shortfalls identified in the Torres Strait and Northern Peninsula Area Regional Plan 2009 - 2029 Integrated Service Delivery (ISD) community booklets. Community consultations undertaken in 2008 and 2009 identified 1,613 service gaps. In 2014 - 2015, 773 service gaps (48 per cent) had been addressed, 382 (24 per cent) were in progress and 309 (19 per cent) had not yet commenced. The remaining 149 (9 per cent) of the items identified by communities had been assessed as not feasible or as a commercial or non-government responsibility.

During community consultations in 2014 - 2015, five duplications were identified and the baseline was adjusted to 1,608 service gaps. As of 30 June 2015, the figures had improved to 1,034 (64 per cent) addressed, 209 (13 per cent) in progress and 87 (5 per cent) not yet commenced. The remaining 278 (17 per cent) of the items identified by communities had been assessed as not feasible or a commercial or non-government responsibility. Statistics for each of the Council of Australian Governments building blocks for Closing the Gap in disadvantage between Indigenous and non-Indigenous Australians are included in Section 3 of this report.

Prince of Wales, consultations.

Promoting and Advocating Critical Issues for the Region

The TSRA Chairperson, supported by the portfolio members and other Board members, participated in 35 meetings with Government Ministers and senior departmental officials. These meetings help ensure that matters of relevance and importance to Torres Strait Islander and Aboriginal people in the region are being taken into account for new policies and service delivery. A number of these meetings are described in Section 1 of this report, in the Chairperson’s message.

The Torres Strait Regional Authority in its role as the Native Title Representative Body for the region has two native title determinations in progress. The Native Title Office has successfully negotiated social housing Indigenous Land Use Agreements with eight communities, enabling the Queensland Department of Aboriginal and Torres Strait Islander Partnerships to commence the social housing programme, on 76 lots.

Church on beach at Ugar.

Poruma, sandbags for erosion protection.

Opportunities
and Challenges

Opportunities

To Explore Alternative Energy Sources to Facilitate Regional Growth

With the exception of a small (1,600 MWh) wind turbine installation on Thursday Island, all other power generation in the Torres Strait is from diesel generators. All fuel is transported by barge from Cairns. The cost of electricity for new industry would be prohibitive without further investment in alternative energy sources or subsidies. The Torres Strait is situated in the northeast / southwest monsoon belt and there are regular strong tidal flows. There are opportunities for research and investment into further wind power and tidal flow power generation.

To Secure Land Tenure for Social Housing and Home Ownership

Securing land tenure for infrastructure development is both an opportunity and a challenge. As native title issues are resolved and tenure is secured through negotiated Indigenous Land Use Agreements, the Queensland Department of Aboriginal and Torre Strait Islander Partnerships is able to deliver social housing outcomes in communities. In areas where it is possible to establish freehold and leasehold land the TSRA is able to work with potential home owners by offering subsidised home loans. The TSRA is ready to partner with the Torres Shire Council and the Torres Strait Island Regional Council to identify ‘good renters’ who can be assisted into home ownership. While these opportunities are available, they can only be realised when land tenure is resolved.

To Improve the Outlook for Torres Strait Fisheries

In partnership with the Protected Zone Joint Authority, the TSRA is consulting with Torres Strait communities on the draft roadmap towards 100 per cent ownership of fisheries within the Torres Strait. When finalised, the roadmap will set out the priorities and strategies to move Torres Strait fisheries towards the 100 per cent ownership aspiration.

The TSRA is progressing the Finfish Fishery Action Plan project. The project is designed to increase participation in this fishery and increase the benefits from the fishery to Torres Strait communities. Economic benefits can be achieved by assisting potential commercial fishers to actively participate in the industry. The action plan will also provide guidance to the TSRA on the investment of funds raised through the leasing of sunset fishing licences in this fishery.

To Improve Communication Within and Between Communities

The Torres Strait Islanders Media Association (TSIMA) and the Torres Strait Island Regional Council have drafted a contract to transition the management of the region’s 14 Remote Indigenous Broadcasting Service stations to the TSIMA. The TSRA has assisted TSIMA to establish four stations this financial year. It is estimated another two years will be required to bring the remaining ten stations on air. The TSRA is also actively engaged in using social media, through Facebook, Twitter and YouTube.

To Improve Telecommunication Services Throughout the Region

Telecommunications infrastructure in the Torres Strait area is poor, particularly for communities on outer islands. This impacts on service delivery and social inclusion. The TSRA has entered into a partnership with Telstra to develop a voice and data communications strategy for the Torres Strait area and to prepare an implementation plan. The TSRA funded Telstra to conduct a feasibility study to improve communications infrastructure throughout the Torres Strait area. Telstra has committed $15.0 million to this project and has commenced equipment and tower upgrades. The TSRA has allocated $1.8 million towards this project. The total cost of the communications upgrade will be $25.44 million. The TSRA is exploring options with the Australian Government to provide the $8.6 million in additional funding required to complete this project.

Challenges

Geography

The geography of the Torres Strait area influences our capacity to deliver services to the region. The cost of delivering services and infrastructure to the Torres Strait area is significantly higher than most other areas in Australia due to the air and sea travel and freight costs.

Land Tenure

The security of land tenure for investment remains the most significant challenge to growth in the region. The region has a combination of freehold, Torres Strait freehold, native title, Deed of Grant in Trust, and Katter leases. Businesses and some individuals hold leases which may be registered or unregistered, under a range of legislation. Few businesses or individuals are able to use land as security for borrowing. The lack of tenure and its impact on access to loan funds impacts on economic growth. The simplification of land tenure regimes would increase opportunities for private investment.

Boigu esplanade.

Air Travel Costs

The cost of travel to the region remains an impediment to the growth of tourism as an industry. The Cairns – Horn Island air route was deregulated on 1 January 2015 thus opening the route to other operators. However, this has not led to increased competition on this route; the cost of travel to the region and within the region remains high.

Collecting Valid Fisheries Data

The majority of Torres Strait Islander and Aboriginal fishers in the Torres Strait area operate with Torres Strait Traditional Inhabitant Boat (TIB) licences, issued under the Torres Strait Fisheries Act 1984 (Cth). TIB fishers are not required to maintain catch logs or to report catch. Accurate catch data for the Torres Strait area is therefore not available and the TSRA relies on estimates provided by the Australian Fisheries Management Authority to report on the performance of initiatives undertaken by the TSRA Fisheries Programme.

Coral reef.

Freight and Road Infrastructure

All freight into the Torres Strait arrives by sea or air from Cairns. The road north of Cooktown (to Bamaga–Seisia) cannot be used as a freight corridor. An all-weather road link between Cairns and Cape York would provide an alternative freight route and open the region for tourism and investment.

Adaptation to Rising Sea Levels and Temperature Change

While work has commenced on the construction of sea walls to mitigate tidal inundation damage for six of the low-lying Torres Strait islands, increasing sea levels remains a concern for the long-term viability of some communities. The TSRA is working with the Queensland Government and the Torres Strait Island Regional Council to establish a clear process to develop and implement appropriate adaptation measures regionally and at community level.

Regional Governance

The elected leaders in the region from the TSRA and the three local government bodies continue to advocate to achieve the region’s aspirations for a governance model that would provide greater autonomy. The TSRA Board members are participating in these ongoing discussions to develop a model of governance for the region that will both address the leaders’ aspirations and facilitate the effective delivery of government services.

Vision

Empowering our people, in our decision, in our culture, for our future

Kala Lagau Ya

Ngalpun yangu kaaba woeydhay, a ngalpun muruygaw danalagan mabaygal kunakan palayk, bathayngaka

Meriam Mir

Buaigiz kelar obaiswerare, merbi mir apuge mena obakedi, muige merbi areribi tonarge, ko merbi keub kerkerem

Kala Kawau Ya

Ngalpan moebaygal thoepoeriwoeyamoeyn, ngalpan ya kuduthoeraynu, ngalpan igililmaypa, sepa setha wara goeygil sey boey wagel

The Indigenous people of the Torres Strait are of Aboriginal and Melanesian origin and speak two distinct traditional languages. In the Eastern Islands the traditional language is Meriam Mir, while the Western and Central Island groups speak either Kala Lagau Ya or Kala Kawau Ya, which are dialects of the same language. Torres Strait Creole and English are also spoken.

Our vision is expressed in the languages of our region, recognising the importance and diversity of our culture and traditional languages.

Our vision signifies that the heart of our region is our people, with culture an important part of our lives now and into the future. Empowering our people to contribute to and make decisions regarding their future ensures that our culture will remain strong and that the future will be guided by the people who live in the region and understand and promote its unique characteristics.

Letter of
Transmittal

Dancers perform at Torres Strait Masks exhibition.

Section one

Strategic Overview

TSRA Chairperson takes a look at an erosion site on Masig.

Contributing to the indigenous advancement strategy

The Australian Government is committed to achieving better results for Aboriginal and Torres Strait Islander Australians in three priority areas - getting children to school, adults into work and building safe communities.

The Torres Strait Regional Authority (TSRA) contributes to these priorities by:

Getting children to school

Regional school attendance increased from 84 per cent in 2013 - 2014 to 88 percent in 2014 - 2015.

While the Torres Strait is not one of the regions targeted by the Remote Attendance Strategy, the TSRA, through its Healthy Communities and Safe Communities programmes provides funding to non-government organisations in the region to promote school attendance. This includes after school care programmes, school holiday care programmes and the ‘Straight Start’ project which improves access to early education on outer islands.

The TSRA’s Economic Development programme is developing a continuum from year 10 to work with the TAGAI High School and the Jobs Services Provider. This project will work with students throughout years 10, 11 and 12 to prepare them to enter the workforce.

The TSRA’s Environmental Management programme in partnership with TAGAI College support a ‘Junior Ranger’ project to educate students in land and sea management. This popular activity is an incentive for school attendance.

Getting people to work

The TSRA is the agreement manager for the former Remote Jobs in Communities Programme (RJCP) and the current Community Development Programme (CDP) for the Torres Strait region.

In 2014 - 2015, 45 participants have moved into full time employment. An additional 196 participants have found part-time employment.

The TSRA’s Economic Development programme works with communities to identify infrastructure projects which will deliver both skills enhancement and employment opportunities. The TSRA provides funding to the CDP provider to deliver employment outcome focussed projects.

The Torres Strait Maritime Pathways Project (TSMPP) facilitates employment in commercial fishing, seafood handling and commercial vessel operations. Since it commenced in 2013, the TSMPP had enabled 83 persons to find full time employment in this industry sector.

Building safer communities

The TSRA’s Safe Communities programme works with communities and funds non-government organisations to deliver a range of social services and safety programmes within the region.

The Port Kennedy Association and Mura Kosker Sorority are the key recipients of grant funding for these services which include child and family support services, financial counselling and adult literacy.

The TSRA’s contribution towards the Transport Infrastructure Development Scheme has enhanced remote airport safety and jetties / landing areas safety.

The Torres Strait Marine Safety Programme has provided over 1,400 life jackets to children in the region. The TSRA sponsors activities during domestic violence prevention month.

Chairperson’s
Message

I am pleased to present the Torres Strait Regional Authority’s 2014 - 2015 Annual Report, marking our performance at the end of our twenty-first year of operation.

Community Engagement

The Chief Executive Officer and I have continued our community engagement and communication programme throughout the reporting period, visiting Torres Strait and Northern Peninsula Area communities to inform our stakeholders on Australian Government Indigenous policies and the TSRA’s activities and initiatives. Community visits are invaluable as they provide an opportunity for the TSRA to listen to community concerns and for organisations and individuals to meet with the TSRA’s executive leadership team.

As part of our Integrated Service Delivery approach to community consultation in 2024 - 2015 we welcomed the Queensland Department of Aboriginal and Torres Strait Islander Partnerships, the Department of Immigration and Border Protection, the Department of Foreign Affairs and Trade and the Australian Customs and Border Protection Service to join with the TSRA on community visits. The support of Prescribed Bodies Corporate, elders groups and local government councillors has also been an important element of our visits and I thank them for their continued support.

This year’s schedule has been busy with visits being undertaken at Dauan, Ngurapai, Muralag, Iama, Mabuiag, Masig, TRAWQ, Boigu, Mer, and Poruma. I thank all community members for their hospitality and engagement during our visits.

TSRA Board Mid-Term Performance Review

The TSRA Board Charter requires that TSRA Board members undertake a formal review of their performance at the mid-point of their term in office. The TSRA engaged the independent governance specialists MLCS Corporate to conduct the review. MLCS Corporate evaluated the TSRA Board and TSRA Board committees, including the TSRA Executive Committee, TSRA Audit Committee and Torres Strait Coastal Management Committee. The performance report will be considered by the Board at its meeting in September 2015.

TSRA Board Strategic Workshop

The TSRA Board’s annual strategic planning workshop is an opportunity for Board members to reflect on the TSRA’s progress and successes as well as to look forward and consider priorities and potential challenges in forthcoming years. The TSRA Board’s Strategic Workshop was held over two days in early November 2014 and determined the Board’s priorities for delivering the outcomes from the Torres Strait Development Plan 2014 - 2018. The projects and activities planned for 2015 - 2016 are based on those priorities. Those activities and the associated budgets were passed by the Board at our June 2015 meeting.

Another important focus of the strategic planning workshop was to inform the Board of changes to their responsibilities and accountability following the transition from the Commonwealth Authorities and Companies Act 1997 (Cth) to the Public Governance, Performance and Accountability Act 2013 (Cth) (PGPA Act). The TSRA engaged the governance specialist Effective Governance to deliver training to the Board on the implications of the PGPA Act.

’Think Collectively, Act Together’ – TSRA Economic Development Summits

The TSRA has planned a series of three economic development summits with an overarching theme of ‘Think collectively, act together’ to help guide the creation of commercially viable industries to contribute to wealth creation for Torres Strait Islanders and Aboriginal people living in the Torres Strait region. Summits one and two were held in November 2014 and April 2015 respectively. I recently announced that the third economic development summit will occur in the new financial year.

The first summit focused on regional leaders and explored opportunities for collaborative approaches. Presentations from Indigenous Business Australia, Ecotourism Australia, Regional Development Australia (Far North Queensland and Torres Strait), and the Department of Aboriginal and Torres Strait Islander Partnerships, focused on employment aspects. The second summit started to develop a Regional Economic Investment Strategy, examining and prioritising economic development opportunities for the Torres Strait region that could be commercially viable.

TSRA Chairperson at Kaziw Meta with new student transport bus.

Mediation for the Torres Strait Regional Sea Claim Part B

After the Federal Court recognised the Malu Lamar (Torres Strait Islander) Corporation RNTBC as the holder of the native title rights recognised in Torres Strait Regional Sea Claim Part A, the Federal Court’s focus turned to progressing the Part B portion of this claim. The Part B area is wholly overlapped by two claims – one filed on behalf of the Kaurareg People and the other filed on behalf of the Gudang Yadhaykenu People. The TSRA is aware a new claim may soon be lodged to replace the existing Part B claim.

During court-ordered mediation held in February 2015, agreement was reached between the Badulgal, Mualgal and Kaurareg Peoples that the western overlap is shared sea country. Negotiations have now started with the respondent parties (including the Commonwealth of Australia, the Queensland Government and fisher representatives) towards a consent determination for the western agreed area. We are hoping the court will convene a determination hearing in late 2015 or early 2016 to recognise native title rights over the western agreed area. Negotiations to resolve the eastern overlap area will be scheduled in early 2016 after the connection reports, to be completed in late 2015, are exchanged.

TSRA Chairperson and Senator Nova Peris.

Our Commitment to Maintain Culture

‘Empowering our language, in our culture, for our future’ was the theme of the inaugural Torres Strait Language Symposium, held at the Gab Titui Cultural Centre from 11 to 13 March 2015. The event was presented in partnership with Tagai State College, a key stakeholder in language preservation, and brought together traditional language speakers and specialists from across the region to plan for the future revival and maintenance of Torres Strait language.

The TSRA has developed strategies for the preservation of music and dance, providing grant funding and direct support to local artists and cultural practitioners to produce and showcase art from the region. The TSRA-sponsored Indigenous Art Awards attracts artwork from throughout the region, and I acknowledge our important partnership with the National Museum of Australia in making the awards night a tremendous success.

TSRA 20-year anniversary celebrations.

One Hundred Per Cent Ownership of the Torres Strait Bêche-de-Mer Fishery

The single remaining non-Indigenous Transferable Vessel Holder (TVH) licence to fish in the Torres Strait bêche-de-mer fishery was purchased by the TSRA in January 2015 and is being held by the TSRA on behalf of Torres Strait Islander and Aboriginal people in the region.

The bêche-de-mer fishery is the second fishery to be 100 per cent owned by Torres Strait Islander and Aboriginal people in the Torres Strait. In 2007, the Torres Strait finfish fishery became 100 per cent owned and is an important commercial asset to communities.

I thank all community members for their hospitality and engagement during our visits.

Torres Strait Treaty Cycle Meetings

The TSRA attended the Torres Strait Treaty Cycle meetings, hosted by the Department of Foreign Affairs and Trade, in Cairns at the end of October 2014. These meetings include the Traditional Inhabitants Meeting and Joint Advisory Council meetings that discuss a number of cross-border issues related to the Torres Strait Treaty. These bilateral meetings with Papua New Guinea involve Traditional Owner representatives from Western Province villages, who are part of the Torres Strait Treaty.

An Environmental Management Committee meeting was held during the treaty cycle meeting period as the same stakeholders were involved. The forum was also used to facilitate a treaty coast development symposium to discuss sustainable economic development issues.

Official Visits

In November 2014, the TSRA welcomed the Joint Select Committee on Constitutional Recognition of Aboriginal and Torres Strait Islander Peoples to Thursday Island. The committee sought input from the TSRA on the timing, content and wording of referendum proposals. At the ninety-third meeting of the TSRA Board in March 2015, members met with Mr Warren Mundine, Chairperson of the Indigenous Advisory Council, and with committee member Mr Richard Ah Mat who provided an outline of the activities undertaken by the Indigenous Advisory Council.

The Minister for Indigenous Affairs, Senator the Hon Nigel Scullion, visited the region in January 2015. The Minister met with the TSRA Board and local government councils and toured the newly renovated sports stadium on Thursday Island. Senator the Hon Richard Colbeck, the Parliamentary Secretary to the Minister for Agriculture and Chairperson of the Torres Strait Protected Zone Joint Authority met with the TSRA and both Traditional Inhabitant Boat (TIB) and TVH fishers to discuss the Tropical Rock Lobster Management Plan and its opportunity for economic growth in the Torres Strait region.

Warraberalgal and Porumalgal Indigenous Protected Area

A dedication ceremony was held in July 2014 in recognition of the Warraberalgal and Porumalgal Indigenous Protected Area (IPA) as part of Australia’s reserve of protected areas. I congratulate the people of Warraber and Poruma Islands, the stewards of the Warraberalgal and Porumalgal IPA for having this significant area recognised. 

The IPA covers the nine islands of Atub, Bara, Bini, Babui, Guiya, Maza Guiya, Miggi Maituin, Ugain and Ulu as well as sandbanks and rocks that lie in the reserve area, which covers approximately 63 hectares.

Acknowledgements

In closing, I express my appreciation and thanks to the Minister for Indigenous Affairs, TSRA Board members, the TSRA’s Chief Executive Office, Mr Wayne See Kee, and the TSRA administration.

I also acknowledge the Elders, Traditional Owners, Prescribed Bodies Corporate and local government councillors for the support and hospitality provided to me when I visited your communities.

Joseph Elu
Chairperson

Mer fishermen with their catch.

Chief Executive
Officer’s Message

Delivering Outcomes

Financial year 2014 - 2015 year has been another busy year as the TSRA Board members and programmes areas progressed and implemented policies and projects to achieve the outcomes identified in the Torres Strait Development Plan 2014 - 2018.

In 2014, the Minister for Indigenous Affairs, Senator the Hon Nigel Scullion, announced the Indigenous Advancement Strategy (IAS). One of the key activities undertaken by the TSRA Board was to map and align the outcomes form the TSRA’s Torres Strait Development Plan to the five IAS programme streams. This enables us to demonstrate a strong alignment between the TSRA’s programme outcomes and government policy.

The TSRA maintained a strong focus on community engagement as we continued our community visit programme to inform Torres Strait Islander and Aboriginal people in the region of the role of the TSRA and of changes to Australian Government Indigenous policies. Effective communication with the appropriate Torres Strait Islander and Aboriginal people in the region is a critical success factor for all agencies delivering outcomes in the region. This year the TSRA has extended its reach into communities by establishing Facebook, Twitter and YouTube accounts. The response, particularly from the young adult group, has been very positive.

CEO and Muralag resident during Prince of Wales consultations.

Strong Programme Performance

Performance reporting. This year the TSRA changed its programme performance reporting from the narrative style used for many years, to a graphics-based ‘digital dashboard’ to highlight at-a-glance projects, activities and risks requiring the attention of the TSRA Board or the leadership group. The new style of reporting has reduced the volume of reporting per quarter from over 100 pages to under 30 pages, while still covering project budget, schedule, quality, risk and outcomes using key performance indicators. There has been a significant improvement in the level of reporting, with a stronger strategic focus. A similar approach has been adopted for Section 2, Programme Performance in this annual report. This streamlined and simplified reporting format has been embraced by the TSRA’s Audit Committee and the Board members.

Grant funding. The TSRA operated two common funding rounds in November 2014 and March 2015. Through this process, 44 successful applications were supported. They contributed over $4.30 million towards community groups, Indigenous enterprises and individuals to carry out activities and projects that are aligned to the Torres Strait Development Plan 2014 - 2018 and that will benefit Torres Strait Islander and Aboriginal people in the region.

Economic development. The TSRA commissioned an independent review of its economic development strategy during the reporting period. The review found that the practice of providing grant funding to support community-based economic development activities had not produced the intended employment or commercial viability outcomes. The Community Enterprises Initiative Scheme has been closed and will no longer be offered through the common funding round. A new economic development strategy is being trialled which targets specific initiatives identified through region-wide economic development forums. Two economic development forums were held during the reporting period; the final forum to identify the initiatives to be supported is scheduled for August 2015. The programme is supporting 21 business clients with low interest loans. The loan portfolio is valued at $1.833 million.

TSRA Board members with Joint Select Committee on Constitutional Recognition of Aboriginal and Torres Strait Islander Peoples.

Home ownership. The TSRA’s Economic Development Programme, with a portfolio value of $3.53 million, is supporting 25 families with subsidised home loans.

Caring for Country. The TSRA is delivering the Australian Government’s $42.0 million ‘Caring for Country’ commitment to the Torres Strait ranger programme through to 30 June 2018. The ranger programme employs 45 Torres Strait Islander and Aboriginal rangers based in 14 communities throughout the region. Ranger vessels operate in six Torres Strait Islander communities, and a seventh vessel is planned for the Mer community in 2016.

Ranger activities. Typical ranger activities include the removal of ghost nets and other marine debris, working with Torres Strait communities on dugong and turtle management, protection of culturally significant sites, removal of invasive plant species, recording of traditional ecological knowledge, monitoring of natural resources throughout the region and implementing of agreed actions from community-based plans. Rangers are also integral in the TSRA’s delivery of a range of natural and cultural resource management initiatives on behalf of other agencies through external funding arrangements.

Leadership for tomorrow. The TSRA offers a range of leadership programmes in partnership with the Australian Rural Leadership Foundation to assist Torres Strait Islanders and Aboriginal people in the region to grow their leadership skills. Opportunities include the Australian Rural Leadership Programme, Torres Strait Young Leaders Programme, Training Rural Australians in Leadership and the TSRA Women’s Leadership Programme (TSWLP). The TSWLP specifically targets women who are interested in public office and assists them to develop the confidence and skills to compete in the electoral process.

Senior leadership. The suite of courses offered through the Australian Rural Leadership Foundation targets tomorrow’s leaders, identifying people who are committed to extending their knowledge, understanding and capabilities in order to be more effective and influential. The premier course is the Australian Rural Leadership Programme which is delivered in six sessions over an 18-month period. The TSRA is pleased to congratulate Mr Kenny Bedford, the TSRA Member for Erub and Portfolio Member for Fishers, as our latest graduate from the twentieth Australian Rural Leadership Programme.

Iama community visit.

Supporting Native Title Prescribed Bodies Corporate. The TSRA has developed a two-tier support model for Registered Native Title Bodies Corporate (RNTBCs) in the Torres Strait area which recognises the differing levels of capability and maturity of the 21 RNTBCs we support as part of our Native Title Representative Body (NTRB) function. The TSRA has two memoranda of agreement with higher performing (Tier 1) RNTBCs to operate on a fee-for-service basis. The remaining 19 RNTBCs are supported using a mix of capacity-building grants and direct support. In 2014 - 2015, the TSRA provided grants totalling $0.269 million to ten RNTBCs.

Native title. In 2014 - 2015, the Minister for Indigenous Affairs invited the TSRA to continue the NTRB role until 30 June 2016. While the NTRB is operating predominantly in a post-determination environment, there are still three native title claims to be resolved. The impacts of the Torres Strait Sea Claim Part A determination on the commercial fishing rights of Torres Strait Islander and Aboriginal people is still being worked through, with the newly formed Malu Lamar RNTBC representing the rights of Traditional Owners in the sea claim area.

Boigu Jetty (PNG coastline in background).

Our Workforce

At a glance. The TSRA workforce grew from 141 to 147 this year, with 104 Torres Strait Islander and Aboriginal people on staff. We are proud of our 71 per cent Indigenous employment level, one of the highest achieved by any government entity. The TSRA also maintains a good gender balance in its workforce, with 52 per cent male and 48 per cent female.

Diversity. In November 2014, the TSRA was nominated as a finalist in the Australian Public Service (APS) Diversity Awards for the TSRA Cultural Protocols Guide for TSRA Staff and the TSRA Indigenous Employment Strategy. The APS Diversity Awards considers Australian Government entities who have made a positive impact, are innovative, support collaboration and demonstrate their commitment to embracing diversity-related APS policy and initiatives.

Opportunities. There are opportunities for Torres Strait Islander and Aboriginal staff to be promoted to the highest levels in the TSRA, and skilling our workforce remains a high priority. This year the TSRA provided an opportunity for seven experienced APS officers from other agencies to undertake a secondment into our programme line areas.

Our Partnerships

Many of our functions are performed in partnership with other agencies across three levels of government, with non-government organisations and with the private sector. The TSRA seeks to build on and extend these partnerships to make even greater efficiencies and deliver more effective outcomes for the region. Our partners in service delivery include:

Indigenous Business Australia

the Australian Rural Leadership Foundation

the Australian Fisheries Management Authority

the Australian Maritime Safety Authority

the Queensland Department of Aboriginal and Torres Strait Islander Partnerships

the Department of the Prime Minister and Cabinet

the Torres Shire Council

the Torres Strait Regional Council

the Northern Peninsula Area Regional Council

the Torres Strait Islanders Media Association

the Mura Kosker Sorority

Port Kennedy Association.

Outlook

Financial. The TSRA’s budget for 2015 - 2016 will enable existing programmes and service levels in the region to be maintained, while again providing opportunities for innovative approaches to achieving the region’s and the TSRA’s vision and goals.

Board direction. Under the leadership of the Board, our focus on qualitative support for clients, stakeholders and communities will continue. The TSRA’s tiered support for native title RNTBCs and a re-invigorated economic development approach, which will be finalised in early 2015 - 2016, are positive examples of the Board’s commitment and ability to innovate to improve its performance and address regional challenges.

Communications. Consistent access to communication services is an issue within the Torres Strait and Northern Peninsula Area. Improving access to these services is also critical for achieving more efficient, effective and cost-beneficial service delivery to all communities for government and the non-government sectors. The TSRA will work to secure commitment for better services and infrastructure to support regional communication.

Target areas. The TSRA’s programme areas will continue to deliver against the 2014 - 2018 Torres Strait Development Plan, while targeting employment, education (including capacity building) and safe communities as priority areas for supporting sustainable regional growth into the future.

Acknowledgements

Although this year has been busy for both the administration and Board members, the TSRA is proud of its progress and achievements. The Report of Operations includes case studies from each of the TSRA programmes, highlighting more of our activities and achievements.

In closing, I express my appreciation and thanks to the TSRA Chairperson, Mr Joseph Elu, and the TSRA Board members who have guided the TSRA’s policies and set its strategic direction. Your ongoing efforts and support are truly appreciated. My appreciation is also extended to the TSRA staff and other agencies across all levels of government who have partnered with the TSRA to contribute to achieving the best outcomes for our communities.

I also acknowledge the Elders, Traditional Owners, Native Title Prescribed Bodies Corporate and local government councillors for their support and hospitality when the TSRA visited their communities.

Wayne See Kee
Chief Executive Officer

Dauan community.

Section two

Programme Performance

TSRA Australian Rural Leadership Programme participant Regina Turner.

How We Meet
Our Outcomes

Outcomes and Planned Performance

This section provides details of performance against the key performance indicators (KPIs) contained in the Portfolio Budget Statements 2014 - 15 for the Prime Minister and Cabinet Portfolio.

This is followed by additional reporting on other activities undertaken by the TSRA’s programme areas:

Culture, Art and Heritage

Economic Development

Fisheries

Environmental Management

Governance and Leadership

Native Title

Healthy Communities

Safe Communities.

Each programme report provides the following information:

a statement of the regional goal

a statement of the programme goal

programme expenditure (the information provided in Table 2.12 is unaudited)

a programme map, showing the linkages between programme projects, outputs, benefits, outcomes, regional goals and COAG Closing the Gap building blocks

a statement of the programme’s performance

This process aims to coordinate the effective delivery of a range of government services to local communities while ensuring that duplication and service gaps are minimised.

The Torres Strait Development Plan 2014 - 2018 (Development Plan) was developed by the TSRA as required by section 142D of the Aboriginal and Torres Strait Islander Act 2005 (Cth). The plan outlines eight TSRA programmes, listing the desired outcomes and benefits to be delivered. The Development Plan is published on the TSRA web site www.tsra.gov.au.

The Development Plan is derived directly from the Torres Strait and Northern Peninsula Area Regional Plan 2009 - 2029 (Regional Plan). The Regional Plan was developed by the TSRA, the Torres Shire Council, the Torres Strait Island Regional Council and the Northern Peninsula Area Regional Council, in consultation with Torres Strait communities. The Regional Plan captures community challenges, priorities and aspirations. A key element of the Regional Plan is its focus on integrated development planning and Integrated Service Delivery. This process aims to coordinate the effective delivery of a range of government services to local communities while ensuring that duplication and service gaps are minimised.

Integrated Planning Framework

Figure 2-1:
Torres Strait Regional Authority Integrated Planning Framework

Portfolio Budget Statements Key Performance Indicators

Increase in the number of Torres Strait Islander and Aboriginal owned commercially viable businesses

Five business loans with a total value of $928,213 were approved in 2014 - 2015. TSRA business loans are provided at concessional interest rates according to the level of assessed risks. One loan was provided to start a new business and four loans were in support of existing businesses. Figures on the total number of Torres Strait Islander and Aboriginal owned business in the Torres Strait area are not yet available.

Table 2-1:
Number and Value of Concessional Business Loans, 2011 - 2012 to 2014 - 2015

Increased availability of approved business training

The ‘Into Business Workshop’ project commenced in 2013 - 2014 and is delivered in partnership with Indigenous Business Australia. Workshops are conducted in three phases, and participants are required to complete all phases. Two workshops were conducted in 2014 - 2015, with 17 participants completing the training.

Table 2-2:
Into Business Workshop Participation, 2013 - 2014 to 2014 - 2015

The TSRA also offers support to existing businesses through its Business Mentoring Support Project. In 2014 - 2015, two clients took advantage of this service.

Increases in catches by Torres Strait and Aboriginal fishes relative to total allowable catch, strengthening claims for increased ownership

Progress against this indicator cannot be accurately quantified at present. The requirement to report catch is not mandatory for Torres Strait Islander and Aboriginal fishers in the region, so comprehensive data to measure tangible outcomes does not yet exist. Discussions are continuing within the Protected Zone Joint Authority (PZJA) to identify and implement a more robust system of data collection; however, this is likely to be a medium to long term outcome and remains a challenge for the TSRA and the PZJA.

The best available data can be obtained from the Status of Key Australian Fish Stocks Reports (AFSR) 2012 and 2014, produced by the Fisheries Research and Development Corporation.

Table 2-3:
Tropical Rock Lobster Catch Statistics, 2010 to 2013

Table 2-4:
Finfish Fisheries Catch Statistics for Traditional Inhabitant
Boat Licensees, 2011 - 2012 to 2013 - 2014

The focus of the Fisheries Programme has been to increase the capacity of Torres Strait Islander and Aboriginal fishers to participate in commercial fishing. To this end there has been a significant investment in accredited training through the Torres Strait Maritime Pathways Project (TSMPP). Since its inception in 2013 the TSMPP has provided an opportunity for 120 persons to gain internationally recognised accredited training. Of these, 85 participants (71 per cent) have moved into maritime-related employment.

Increase in the number of emerging and professionally active artists and cultural practitioners that have access to information and support to ensure copyright and intellectual property rights

With the further development of the Torres Strait art industry it has been increasingly important to focus activities with a view to enhancing the protection, copyright and intellectual property rights of both the individual artist and the cultural groups who share their knowledge. All artists and cultural practitioners who engage with the TSRA’s Culture, Art and Heritage Programme are informed of their rights in the promotion and publication of their work.

This is a standard practice achieved through various ways, including by providing information directly to artists and cultural practitioners when they become suppliers or exhibiters at the Gab Titui Cultural Centre; communicating regularly through quarterly newsletters; informing dance teams prior to dance events; and informing all participants in the Music and Dance Audit project before they make their recordings. Information on copyright and intellectual property rights is also incorporated into sales and licensing agreements with the TSRA which covers the sale or reproduction of works.

With the further development of the Torres Strait art industry it has been increasingly important to focus activities with a view to enhancing the protection, copyright and intellectual property rights of both the individual artist and the cultural groups who share their knowledge.

In 2014 - 2015, there was an increase in specific information provided to artists and cultural practitioners through tailored workshops and individual meetings with the Arts Law Centre of Queensland, which focused on wills, resale royalties and the Indigenous Art Code. Table 2-5 reflects the increase in artists and cultural practitioners engaging with the TSRA.

Table 2-5:
Active Artists and Cultural Practitioners, 2011 - 2012 to 2014 - 2015

Number of Native Title determinations claims successfully determined

The Native Title Representative Body in the Torres Strait is operating predominantly in a post-determination environment with 29 native title claims successfully determined as at 30 June 2015. The claims currently being determined within the region are:

QUD6040/2001 Torres Strait Regional Sea Claim Part B

QUD6005/2002 Warral and Ului

QUD266/2008 Kaurareg People #1

QUD267/2008 Kaurareg People #2

QUD362/2010 Kaurareg People #3.

Table 2-6:
Key Native Title Representative Body Results, 2011 - 2012 to 2014 - 2015

Number of Indigenous Land Use Agreements (ILUA) that have compensation or other benefits as part of ILUA terms

The main ILUA activities undertaken throughout the Torres Strait in 2014 - 2015 were focused on social housing outcomes. Agreements were reached for 76 housing lots across the communities of Badu, Masig, Mabuiag, Mer, St Pauls, Poruma, Warraber and Ugar.

Other ILUAs were agreed for infrastructure projects on Masig, Poruma and Saibai, which had two.

Table 2-7:
Number of ILUAs Finalised, 2011 - 2012 to 2014 - 2015

Number of endorsed community based management plans for the natural and cultural resources of the region being actively implemented

Each community in the outer islands is implementing a community-based management plan for dugong and turtle, with the support of the TSRA. The plans combine the traditional uses of these species with modern management arrangements and the sustainable use of dugong and turtle across the region. A dugong and turtle management plan for the Kaiwalagal region is under development by Traditional Owners and the TSRA.

Ranger Working on Country plans have been updated with community input across the region, and these continue to form the basis of ranger activities. Working on Country plans are developed with Traditional Owners who identify their priority natural and cultural resource management issues for a three-year period. The three Indigenous protected areas in the Torres Strait have management plans (either finalised or draft) that guide on-ground activities.

Table 2-8:
Community-Based Management Plans, 2011 - 2012 to 2014 - 2015

Increase the level of engagement of elected Torres Strait Islander and Aboriginal leaders in policy development and decision-making

The primary indicator of the level of engagement is the number of meetings between the elected members of the TSRA and Government Ministers. This includes engagements by the TSRA Chairperson and Board members during visits to Canberra, and also engagements with Ministers by the TSRA Board during visits by Ministers to the region. In 2014 - 2015, one of the significant commitments the TSRA sought from government was a commitment to the aspirations of Torres Strait Islander and Aboriginal fishers to attain 100 per cent ownership of the Torres Strait fishery. The TSRA acknowledges the support of the Minister for Indigenous Affairs in this achievement. In 2014 - 2015, the TSRA purchased the last non-Indigenous licence in the bêche-de-mer fishery, which increased ownership of the hand collectables fishery to 100 per cent. More detail on the bêche-de-mer fishery can be found in the case study attached to the Fisheries Programme section in this report.

Table 2-9:
Number of High Level Engagements by TSRA Board Members, 2011 - 2012 to 2014 - 2015

Number of PBCs that achieve Office of the Registrar of Indigenous Corporations (ORIC) compliance as at 31 December each year

All 21 Registered Native Title Bodies Corporate/PBC in the Torres Strait area achieved the required levels of compliance in 2014 - 2015.

Table 2-10:
PBC Compliance results 2011-2012 to 2014-2015

ORIC compliance is the minimal level of measurement of the capacity of a PBC to perform its functions under the Native Title Act 1993. To comply, PBCs must conduct an annual general meeting in accordance with their respective rule books and submit a general report by the due date. PBCs with incomes greater than $100,000 must also comply with additional financial reporting requirements.

The TSRA’s relationship with each PBC depends on the level of capacity the PBC has to manage its own affairs without assistance. This is measured using a PBC capacity maturity model which enables targeted assistance to be provided to PBCs for specific functions. The TSRA employs a PBC Support Officer to work with PBC directors and focus on capacity development. The TSRA also operates a PBC capacity-building grant facility which provides some operational funding to assist PBCs to establish and operate an office within their community.

In 2014 - 2015, the TSRA was successful in moving two of the higher functioning PBCs from reliance on grant funding, to a fee-for-service model. This is covered further in the case study attached to the Governance and Leadership Programme section in this report.

In 2014 - 2015, the TSRA was successful in moving two of the higher functioning PBCs from reliance on grant funding, to a fee-for-service model.

Partnerships with other capacity building agencies have been important contributors to developing capability within the region. The TSRA has worked with ORIC, the Australian Institute of Aboriginal and Torres Strait Islander Studies (AIATSIS), the Aurora Foundation and the Department of the Prime Minister and Cabinet to coordinate and deliver training to the region.

A further measure of the capacity of PBCs is their effectiveness in engaging with Traditional Owners on native title matters. This is a qualitative assessment for which the only data available is the numbers of Future Acts and ILUAs which are successfully negotiated for each community. This data alone does not provide a measure of effectiveness as the quality and currency of the data varies between communities. The TSRA has not yet developed a meaningful measure of effectiveness and proposes a study with AIATSIS to develop those.

Increased investment into new and existing regional environmental health infrastructure

Major Infrastructure Programme Stage 4B (MIP 4B) has been completed and Stage 5 (MIP 5) has started, with a target completion date of 31 December 2016.

The TSRA is currently working with the three local governments in the region to identify and prioritise projects for a proposed follow-on stage of MIP for the period 2016 - 2020.

The TSRA in the past has secured funding for infrastructure projects that address key environmental health concerns and safe transport and access issues. In 2014 -2015 a range of projects were completed. Under the MIP 4B tidal gauge project four tidal gauges and one sea level gauge at Boigu, Kubin, Iama, Ugar and Thursday Island were installed. A tidal gauge and weather station was installed on the Thursday Island jetty. MIP 5 will deliver 13 environmental health infrastructure projects throughout the region.

The Transport Infrastructure Development Scheme (TIDS) successfully delivered four projects in the region, completing Hammond Island pavement and drainages works, ramp repairs for the St Pauls community and the Saibai Island jetty, airport drainage and pavement repairs on Northern Peninsula Area airstrips and jetty lighting and electrical reticulations for the Seisia community.

Table 2-11:
Measures of Investment (by Project Numbers) for Regional Environmental Health Infrastructure, 2011 - 2012 to 2014 - 2015

Cargo delivery, Mer Island.

Appropriation programme expenditure 2014 - 2015 budget as compared to actual

A summary of the TSRA’s financial performance for each programme area for 2014 - 2015 is provided in Table 2.12.

Section 5, Financial Statements, provides further information about appropriation expenditure for each programme area at 30 June 2015.

Table 2-12:
Appropriation Programme Expenditure 2014 - 2015, Budget Compared to Actual (unaudited)

External funding programme expenditure 2014 - 2015 budget as compared to actual

Two programmes received external funding.

Table 2-13:
External Funding Programme Expenditure 2014 - 2015, Budget Compared to Actual (unaudited)

TSRA 20-year anniversary celebrations.

Details About
Our Programmes

Culture, Art
and Heritage

Regional Goal

Protect, promote, revitalise and maintain Torres Strait Islander and Aboriginal traditions and cultural heritage.

Programme Goal

The Culture, Art and Heritage programme goal is:

to recognise that Culture, Art and Heritage are central pillars of regional development, and will protect, promote, revitalise and maintain Torres Strait Islander and Aboriginal traditions and cultural heritage

Programme Objectives

The Culture, Art and Heritage Programme component will:

protect culturally significant sites and artefacts to ensure longevity

revitalise and maintain traditional cultural practices (art, dance, language, storytelling and songs) among communities

ensure the protection of traditional knowledge, intellectual property and copyright

underpin services and management practices with cultural values, and protocols.

The Culture, Art and Heritage programme goal is to recognise that Culture, Art and Heritage are central pillars of regional development, and will protect, promote, revitalise and maintain Torres Strait Islander and Aboriginal traditions and cultural heritage.

Programme Deliverables

An active and sustainable arts and craft industry in the region.

Cultural values and protocols are integrated into service planning and management practice.

The unique cultural heritage and histories of the region are preserved, maintained and promoted.

Strong, supported and respected Ailan Kastom.

The copyright, intellectual property and traditional knowledge of Torres Strait Islander and Aboriginal people in the region are protected.

Programme Appropriation Expenditure 2014 - 2015

Table 2-14:
Culture, Art and Heritage Programme Appropriation Expenditure, 2014 - 2015 (unaudited)

Programme External Funding Expenditure 2014 - 2015

Table 2-15:
Culture, Art and Heritage Programme External Funding Expenditure, 2014 - 2015 (unaudited)

Torres Strait Development Plan Outcomes

An active and sustainable arts and craft industry.

Cultural values and protocols are integrated into service planning and management practices.

The unique cultural heritage and histories of the region are preserved, maintained and promoted.

A strong, supported and respected Ailan Kastom.

The copyright, intellectual property and traditional knowledge of Torres Strait Islander and Aboriginal people in the region are protected.

Programme Performance

Additional Programme Specific Performance Indicators

Attendees at Torres Strait Language Symposium.

Figure 2-2:
Culture Art and Heritage Programme Map

Case
Study

Cultural Maintenance

The Gab Titui Cultural Centre is the Torres Strait’s first keeping place for historical artefacts and contemporary Indigenous art. The focus of the centre is to contribute to the maintenance, revitalisation and preservation of Torres Strait culture and the development and promotion of local Indigenous art.

The Ephraim Bani Gallery annually showcases a cultural maintenance exhibition with themes and issues of importance to the cultural identity of the Torres Strait and its people, with the aim of preserving local culture, history and heritage.

The 2015 Cultural Maintenance Exhibition is a significant project. The purpose is to highlight the continuing importance of Torres Strait masks, their evolution from the past and influence on present day contemporary art forms. Masks are representational of ancestral, supernatural and / or totemic beings that form an important component in the traditional beliefs of Torres Strait Islanders.

The exhibition takes the viewer on a journey from time immemorial when masks were used in ceremonial rituals involving art, theatre and dance by the ancestors. It tells of how these historic artefacts, that are now kept in national and international institutions, have inspired new and innovative works.

Masks are artistically impressive and culturally significant for Torres Strait Islanders and the art of making highly decorative masks has been practised for centuries.

Masks are artistically impressive and culturally significant for Torres Strait Islanders and the art of making highly decorative masks has been practised for centuries. Irrespective of the impact of western culture on the Torres Strait, the art of creating masks and choreographing new dances are part of a continuing cultural tradition. The Gab Titui Cultural Centre has acknowledged the importance of showcasing and interpreting the storylines from the past to the present by commissioning contemporary works by identified local mask makers.

The exhibition was curated by the Culture, Art and Heritage Programme, with the invaluable support of award-winning Badu Island artist, Alick Tipoti.

Images left to right: Keris, Eddie Nona (Badu); Kuki Sagulaw Mawa, Vincent Babia (Saibai); Sor Kobir 1, Andrew Passi (Mer); Naga Mawa, Yessie Mosby (Masig). Photos: George Serras, National Museum of Australia

Economic
Development

Regional Goal

Enhance our region’s wealth by creating sustainable industries and increasing employment opportunities for our people equivalent to the wider Australian community.

Programme Goal

The Economic Development Programme goal is:

to contribute to regional, community and individual economic improvement by taking the lead as whole of region economic development solution broker.

Programme Objectives

The Economic Development Programme component will:

stimulate economic development across the region

advance business skills and align training initiatives with regional employment opportunities

advance Torres Strait Islander and Aboriginal ownership and management of businesses in the region.

The Economic Development Programme goal is to contribute to regional, community and individual economic improvement by taking the lead as whole of region economic development solution broker.

Programme Deliverables

Increased capability of Torres Strait Islander and Aboriginal People in the region to manage commercially viable businesses.

Improved access to capital and other opportunities to finance commercially viable businesses.

Increased number of commercially viable businesses owned and or operated by Torres Strait and Aboriginal People in the region.

Improved wealth of Torres Strait Islander and Aboriginal People in the region.

TSRA Economic Development Summit.

Programme Expenditure 2014 - 2015

Table 2-16:
Economic Development Programme Expenditure, 2014 - 2015 (unaudited)

Torres Strait Development Plan Outcomes

Increased capability of Torres Strait Islanders and Aboriginal people in the region to manage commercially viable businesses.

Improved access to capital and other opportunities to finance commercially viable businesses.

Increased number of commercially viable businesses owned or operated by Torres Strait Islanders and Aboriginal people in the region.

Improved wealth of Torres Strait Islanders and Aboriginal people in the region.

Programme Performance

Additional Programme Specific Performance Indicator

Figure 2-3:
Economic Development Programme Map

Case
Study

Converting Training to Employment

The primary aim of the Torres Strait Maritime Pathways Project (TSMPP) is to further develop the skills and capability of Torres Strait Islander and Aboriginal people to operate commercial vessels and, in doing so, create pathways for careers in maritime-related industries.

A clear example of someone who has achieved this aim is Koeygab Pabai. Koeygab is a 27 year old Torres Strait Islander man who grew up on Thursday Island and whose family hails from remote Boigu Island in the top western area of the Torres Strait.

After finishing high school on Thursday Island, Koeygab worked in various jobs before doing some part-time work as a deckhand with Torres Pilots. The seed to explore a career in the maritime industry was planted in Koeygab as a child. One of Koeygab’s grandfathers, Audi Gibuma, was a skipper of the pearling lugger Antonia and his other grandfather, Den Toby, worked on the famous MV Melbidir.

Koeygab said that many
Torres Strait people have a
fear of failure and that they
need to get past this and
simply have a go:
‘If I can do it then anyone can!’

As Koeygab grew older, another role model who encouraged him to pursue a maritime career was his Uncle, Danny Ingui, who completed his maritime training at the Australian Maritime College in Tasmania and now works on commercial vessels in the mining sector in the Northern Territory. Koeygab, who has grown up around boats, was able to complete some maritime training whilst at high school but was not able to further his maritime training and career due to the unavailability of maritime training in the Torres Strait and the expense involved in completing this training outside the region.

In November 2013, Koeygab was selected to participate in the inaugural combined Coxswain/Marine Engine Driver course delivered in the Torres Strait through the TSMPP. Koeygab said the training delivered by the TSMPP was fantastic for a number of reasons: ‘The trainers from the Australian Maritime College broke down the information so that it could be understood and applied. Nothing was too much trouble. The training platform, MV Elizabeth II, was great in that being at sea there were no distractions and I was able to immerse myself in commercial vessel operations assisted by a supportive crew of professional mariners.’ He noted that the process to convert the training achievements into maritime qualifications had been simplified by the TSMPP-sponsored course.

Koeygab applied himself so well to the TSMPP training that he was nominated for trainee of the year at the transport industry Supply Chain and Logistics annual awards 2014. He was awarded a Highly Commended certificate.

Immediately following his training and having obtained nationally recognised maritime certificates of competency, Koeygab quickly obtained employment with Rebel Marine as the skipper of their inter-island ferry operating between Thursday Island and Horn Island. Following several months with Rebel Marine, Koeygab moved to McDonald Charter Boats and for eight months operated their inter-island ferry between Thursday and Horn islands.

Torres Strait Marine Pathways graduate receives commendation for Trainee of the Year.

Koeygab applied himself so well to the TSMPP training that he was nominated for trainee of the year at the transport industry Supply Chain and Logistics annual awards 2014.

With the assistance of McDonald Charter, Koeygab completed his Master training, qualifying him to operate a vessel up to 24 metres. He aspires to one day be the skipper of one of the Sea Swift vessels that service the Torres Strait. Koeygab said it was his grandfathers and uncle who inspired him to follow a maritime career. He achieved this by being focused and extremely committed to his training. Koeygab said that many Torres Strait people have a fear of failure and that they need to get past this and simply have a go: ‘If I can do it then anyone can!’

Koeygab is now employed by the Torres Strait Regional Authority. His marine pathway training enabled him to win the position of Fleet Mentor with the Torres Strait land and sea rangers. He is responsible for the safe operation of the seven ranger vessels operating across the Torres Strait.

Fisheries

Regional Goal

Enhance our region’s wealth, by managing and maintaining sustainable fishing industries and increasing employment and economic opportunities for our people.

Programme Goal

The Fisheries Programme goal is:

to increase wealth in the region through commercially viable businesses and employment in the fishing industry, while ensuring the ecologically sustainable management of fishery resources.

The Fisheries Programme goal
is to increase wealth in the
region through commercially
viable businesses and
employment in the fishing
industry, while ensuring the
ecologically sustainable
management of fishery resources.

Programme Objectives

The Fisheries Programme component will:

provide greater access for Torres Strait Islander and Aboriginal people to the region’s commercial fisheries towards attaining a 100% share

increase commercially viable businesses in the fishing industry that are Torres Strait Islander and Aboriginal owned and/or operated

deliver initiatives to increase capability and capacity of Torres Strait Islander and Aboriginal people to utilise the region’s commercial fisheries resources

ensure that the region’s fisheries resources are sustainably managed

ensure that Torres Strait Islander and Aboriginal people are engaged in the management of the region’s fisheries resources.

Programme Deliverables

A commercially viable fishing industry which is 100 per cent owned by Torres Strait Islander and Aboriginal people.

Improved wealth of Torres Strait Islander and Aboriginal people of the region.

Sustainable management of fisheries resources.

Programme Expenditure 2014 - 2015

Table 2-17:
Fisheries Programme Expenditure, 2014 - 2015 (unaudited)

Torres Strait Development Plan Outcomes

A commercially viable fishing industry which is 100 per cent owned by Torres Strait Islander and Aboriginal people.

Improved wealth of Torres Strait Islander and Aboriginal people of the region.

Sustainable management of fisheries resources.

Programme Performance

Additional Programme Specific Performance Indicators

Bêche-de-mer fisher.

Figure 2-4:
Fisheries Programme Map

Figure 2-5:
Torres Strait Bêche-de-Mer Fishery

Case
Study

Bêche-de-Mer Fishery 100 per cent owned by Torres Strait Islander and Aboriginal People

The Torres Strait Regional Authority was pleased to announce in February 2015 that it had purchased the last non-Indigenous commercial fishing licence in the Torres Strait bêche-de-mer fishery. The purchase was part of the ongoing commitment by the TSRA to assist Torres Strait communities develop a commercially viable fishing industry that is 100 per cent owned by Torres Strait Islander and Aboriginal people.

The bêche-de-mer fishery is the second fishery to be 100 per cent owned by Torres Strait and Aboriginal people. The first, the Torres Strait finfish fishery, which became 100 per cent owned in 2007, is now an important commercial asset to Torres Strait communities. The TSRA expects that over time the bêche-de-mer licence will generate significant benefits to the people of the Torres Strait.

The TSRA Chairperson Mr Joseph Elu worked closely with the Minister for Indigenous Affairs, Senator the Hon Nigel Scullion, to secure the transfer of the licence. This important outcome will allow greater access to the fishery by Indigenous fishers in the region and provide economic benefits to Torres Strait communities.

The Torres Strait Regional
Authority was pleased to
announce in February 2015
that it had purchased the
last non-Indigenous
commercial fishing licence
in the Torres Strait
bêche-de-mer fishery.

The purchase of the licence took place shortly after the re-opening of the bêche-de-mer fishery to the take of black teatfish in November 2014. The 15 tonne total allowable catch of the black teatfish was taken in only two and a half weeks – a demonstration of the Torres Strait communities’ commitment to developing a productive commercial fishing industry in the region.

The TSRA will now work with its partners in the Protected Zone Joint Authority to develop a strategy for the future use of the licence for the benefit of Torres Strait Islander and Aboriginal people.

Bêche-de-mer fisher.

Environmental
Management

Regional Goal

Our natural and cultural environment is an asset that is protected, preserved and enjoyed through sustainable management.

Programme Goal

The Environmental Management Programme goal is:

to contribute to supporting the regional goal to protect and preserve the region’s natural and cultural environmental assets through sustainable management practices.

Programme Objectives

The Environmental Programme component will:

promote the sustainable management of natural resources

manage the effects of climate change, tidal inundation and erosion

increase the utilisation of renewable energies

reduce the environmental impacts of waste management

improve land management for future generations.

The Environmental Management Programme goal is to contribute to supporting the regional goal to protect and preserve the region’s natural and cultural environmental assets through sustainable management practices.

Programme Deliverables

Strengthened sustainable use, protection and management of natural and cultural resources.

Improved community adaptation to climate change impacts, including sea level rise.

Increased uptake of renewable energy for the Torres Strait.

Support community sustainable horticulture.

Programme Appropriation Expenditure 2014 - 2015

Environmental Management team.

Table 2-18:
Environmental Management Programme appropriation expenditure, 2014 - 2015 (unaudited)

Programme External Funding Expenditure 2014 - 2015

Table 2-19:
Environmental Management Programme Appropriation Expenditure, 2014 - 2015 (unaudited)

Torres Strait Development Plan Outcomes

Strengthened sustainable use, protection and management of natural and cultural resources.

Improved community adaptation to climate change impacts, including sea level rise.

Increased uptake of renewable energy for Torres Strait.

Support community sustainable horticulture.

Programme Performance

Kulkalgal Indigenous Protected Area sign-off.

Environmental Management staff with Warraber Elder Mr Nelson Billy.

Additional Programme Specific Performance Indicators

Rangers doing beach clean up.

Figure 2-6:
Environmental Management Programme Map

Case
Study

Indigenous Protected Areas in the Torres Strait

The TSRA, with funding from the Australian Government, is supporting Traditional Owners of the region to consider, dedicate and manage Indigenous Protected Areas (IPAs) on their lands to promote natural and cultural resource conservation as part of Australia’s National Reserve System.

IPAs make a significant contribution to Australian biodiversity conservation – making up over a third of Australia’s National Reserve System.

The Torres Strait IPA project covers three areas: Warul Kawa IPA, Pulu Islet IPA and the recently declared Warraberalgal Porumalgal IPA.

Aims

The project delivers the Australian Government’s IPA programme in the Torres Strait by supporting communities to identify, dedicate, and manage IPA’s in the Torres Strait region.

The goals of the IPA project are to:

support Indigenous land owners to develop, declare and manage IPAs on their lands as part of Australia’s National Reserve System

support Indigenous interests to develop cooperative management arrangements with government agencies managing protected areas

support the integration of Indigenous ecological and cultural knowledge with contemporary protected area management practices.

Declaration of the Warraberalgal Porumalgal IPA

The Warraberalgal and Porumalgal IPA was initiated in 2010 after the TSRA’s Land and Sea Management Unit conducted workshops across the Torres Strait to inform Traditional Owners about the IPA programme and the opportunities for communities to establish IPAs in their region. The TSRA worked with Elders from Warraber and Poruma to produce a plan of management for the area.

A community meeting was held on 30 October 2012 to endorse the plan and it was decided that nine islands in the Warraber and Poruma people’s native title determination would be declared as an IPA.

On the 19 June 2014, Traditional Owners from Warraber and Poruma wrote to the Australian Government to advise of the dedication of the Warraberalgal and Porumalgal IPA, and a formal dedication ceremony was held on 18 July 2014.

The Land and Sea Management Unit, under the direction of those Traditional Owners, organised the celebratory day to recognise the dedication of the IPA. At the Traditional Owners’ request, a feast and celebration was held during the day for all community members to recognise the hard work and dedication of those involved in the creation of the IPA.

The TSRA, including rangers from associated communities, continue to actively support the implementation of plans of management for all IPAs in the region.

Warraber, street view.

Governance
and Leadership

Regional Goal

Effective and transparent self-government with strong leadership.

Programme Goals

The Governance and Leadership Programme goal is:

to support positive and meaningful outcomes for people in leadership, communication and governance. The programme will work towards achieving equality in leadership, as appropriate to Ailan Kastom, by delivering targeted activities for women and youth.

Governance and Leadership team.

Programme Objectives

The Governance and Leadership Programme component will:

involve Torres Strait Islander and Aboriginal leaders in legislative processes, policies and priorities

undertake capacity building for current and future leaders across the region

support effective regional communication

coordinate the integration of the delivery of government services to the region

develop the capacity of PBCs in the region

improve the governance and leadership capacity of the Torres Strait Regional Authority

Programme Deliverables

Implementation of the National Indigenous Reform Agreement service delivery principles.

Appropriate Torres Strait Islander and Aboriginal participation in decision-making.

Improved communication, cultural competence and service delivery within a community development framework across governments.

Strong Torres Strait Islander and Aboriginal organisational leadership and governance.

Strong PBC leadership and governance.

Programme Expenditure 2014 - 2015

Mer Tier 1 MOU signing.

Table 2-20:
Governance and Leadership Expenditure, 2014 - 2015 (unaudited)

Torres Strait Development Plan Programme Outcomes

Implementation of the National Indigenous Reform Agreement service delivery principles.

Appropriate Torres Strait Islander and Aboriginal participation in decision-making.

Improved communication, cultural competence and service delivery within a community developed framework across governments.

Strong Torres Strait Islander and Aboriginal organisational leadership and governance.

Strong Prescribed Bodies Corporate leadership and governance.

Programme Performance

Torres Strait Youth Leadership Scholarship participants at the Australian Rural Leadership Foundation.

Additional Programme Specific Performance Indicators

Helicopter is the only form of air transport into Ugar and Dauan islands.

Figure 2-7:
Governance and Leadership Programme Map

Case
Study

Supporting Prescribed Bodies Corporate

The TSRA provides capacity-building and basic operational funding support to Registered Native Title Bodies Corporate (RNTBCs) based in the Torres Strait area. The RNTBCs or Prescribed Bodies Corporate (PBCs), as they are commonly referred to, play a crucial role in managing native title and representing the interests of Traditional Owners.

The level of funding for PBCs in the Torres Strait area is determined by the TSRA Board and an allocation is made from within the TSRA’s budget appropriation under the Governance and Leadership Programme. The TSRA does not receive external or additional funding to support PBCs.

One of the challenges in determining appropriate levels of support funding is the varying capacity and operational capability of the 21 PBCs in the Torres Strait area. As PBCs mature their governance models and develop the capacity to manage their own operations, it is expected that their reliance on grant funding to support their operations will decrease. The TSRA has developed a PBC capability maturity model to assist it to target PBCs with the greatest developmental needs. Conversely, PBCs demonstrating good levels of capacity should be expected to earn operational funding on a fee-for-service basis.

In 2014 - 2015, the TSRA changed its PBC support model to a two-tier arrangement designed to align funding with governance capacity and operational needs.

Tier One applies to PBCs required by the Office of the Registrar of Indigenous Corporations (ORIC) to produce audited financial statements. Generally these PBCs demonstrate good capacity to manage their own finance and administration and conduct transactions with a turnover greater than $100,000 per year. Tier One PBCs are able to effectively engage with their native title holders without external assistance. Tier One PBCs are offered an option to enter into a memorandum of agreement (MOA) with the TSRA as their supporting Native Title Representative Body (NTRB). The MOA specifies the functions PBCs will undertake on behalf of the NTRB or provide to other entities. The PBC negotiates a fee for these services. Tier One PBCs are responsible for generating their own income and for managing their own business, although the NTRB continues to provide assistance with legal representation on native title determinations, Future Acts and Indigenous Land Use Agreements. Money earned by the PBCs under fee for service is received into their general accounts for use in accordance with each PBC’s rule book. There are no external reporting or acquittal requirements. Tier One PBCs are not eligible to apply for grant funding for operations or capacity building.

TSRA Chairperson and Chairperson of Mer Gedkem Le signing the Tier 1 MOU.

Tier Two applies to PBCs who do not meet the Tier One criteria. These PBCs are required to maintain a basic level of legislative compliance specified by ORIC and to effectively engage with their native title holders, with assistance if required. Generally these PBCs are reliant on grant funding for more than 80 per cent of their operations and have infrequent transactions, with turnover less than $100,000 per year. Tier Two PBCs are fully supported by the TSRA and can apply for PBC support grant funding in line with the TSRA’s PBC grant guidelines. Fee-for-service activity is encouraged but generally provides only a small component of operational costs. Money required by the PBC under grant funding arrangements is received into their grant accounts for use in accordance with an approved budget. Grant funding is externally reported and full acquittal is required. The Tier Two support model is similar to the funding arrangements the Department of the Prime Minister and Cabinet has with the NTRBs that assist PBCs on the mainland.

Since the introduction of the two-tier model, the TSRA has entered into MOAs with the Mura Badulgal RNTBC (Badu Island) and the Mer Gedkem Le RNTBC (Mer Island). These PBCs now have full responsibility for managing land tenure in their respective communities following the transfer of the Deed of Grant in Trust on Badu Island to Mura Badulgal RNTBC in February 2014 and the reserve land on Mer Island to the Mer Gedkem Le RNTBC in December 2012.

Native
Title

Regional Goal

Protect, maintain and progress native title rights and recognition over the region’s land and sea country.

Programme Goal

The Native Title Programme goal is:

To provide high-quality and culturally appropriate professional services to native title holders and claimants in the Torres Strait region, to facilitate the securing of legal recognition of native title to land and waters in the Torres Strait and thereby improve opportunities for improved economic, cultural and social participation for Torres Strait Islander and Aboriginal people living in the region.

Programme Objectives

The Native Title Programme component will:

assist Traditional Owners obtain legal recognition of native title over land and sea in the Torres Strait region

manage and legally protect native title rights

build the capacity of Prescribed Bodies Corporate (PBCs).

Programme Deliverables

Provide legal, policy and advocacy support for PBCs.

Support native title activities, including determination of claims and provision of legal advice and support.

Negotiate and execute Indigenous Land Use Agreements (ILUAs) and other statutory agreements.

Provide legal advice and support in relation to Future Acts.

Programme Expenditure 2014 - 2015

Table 2-21:
Native Title Programme Expenditure, 2014 - 2015 (unaudited)

Torres Strait Development Plan Outcomes

Changes to native title and Fisheries legislation which recognise the commercial rights as part of the native title rights of Traditional Owners under the Torres Strait Sea Claim Part A determination.

Successfully negotiated Future Acts and Indigenous Land Use Agreements.

Native title claims are successfully determined.

Prescribed Bodies Corporate understand and meet their responsibilities under the Native Title Act 1993 (Cth).

Programme Performance

Kaurareg Native Title Aboriginal Corporation Chair Mr Milton Savage.

Additional Programme Specific Performance Indicators

Dancers at Torres Strait Masks Exhibition.

Figure 2-8:
Native Title Programme Map

Ugar Traditional Owners mapping out traditional land boundaries.

Statistical Data

Table 2-22 provides a statistical summary of Native Title Programme activity in 2014 - 2015.

Table 2-22:
NTRB Performance Statistics

Case
Study

Keeping Native Title Holders Informed – Sea Forum Summits

As the Native Title Representative Body (NTRB) for the Torres Strait region, the TSRA, through the Native Title Office (NTO), has the function of informing native title holders of any matter which may relate to or have an impact on native title in the area under section 203BJ of the Native Title Act 1993 (Cth).

In 2014 - 2015, there were many changes to state legislation that, potentially, could impact on the native title rights and interests of Traditional Owners in the region. An example of this is the amendment to the Aborigines and Torres Strait Islanders (Land Holding) Act 1985 (Qld) regarding Katter leases and the amendment to the Torres Strait Islander Land Act 1991 (Qld) to allow freehold title. The changes will allow the grant of Katter lease applications and the introduction of freehold title on Torres Strait Islander land. The NTO not only has an obligation to make submissions to the relevant agency before the introduction of the legislation, but also to inform the region’s Traditional Owners through the Prescribed Bodies Corporate (PBCs) of the possible impact of those changes on native title rights and interests.

A Sea Forum Summit is an
important platform for informing
all Traditional Owners through their
PBCs of issues that can affect them

PBCs hold native title in trust for all the Traditional Owners in the native title determination area and are incorporated under the Corporations (Aboriginal and Torres Strait Islander) Act 2006 (Cth) (CATSI Act). PBCs are appointed by the Federal Court following a determination of native title and have land dispute resolution functions when it comes to matters involving native title land. For example, should the government wish to make a grant of freehold title on native title land, an Indigenous Land Use Agreement (ILUA) will be required since the grant of freehold will extinguish native title. The PBC is required by law to engage with the Traditional Owners of the land and obtain their consent in writing before the PBC can sign off on an ILUA which would allow the grant of freehold to go ahead.

Keeping the PBCs informed is the best way of ensuring that important information of regional significance gets to the Traditional Owners so that a decision can be made with free, prior and informed consent.

A Sea Forum Summit is an important platform for informing all Traditional Owners through their PBCs of issues that can affect them, and provides direct and immediate feedback to governments on proposed changes to policies or legislation.

The chairs of Prescribed Bodies Corporate receiving an update on cultural heritage from Mr John Schiaro, principal cultural heritage adviser, Queensland Department of Aboriginal and Torres Strait Islander Partnerships.

The NTO arranged a Sea Forum Summit in Cairns from 18 to 20 February 2015. The summit was attended by the chairs of the 21 PBCs in the region and by Queensland Government representatives, including Ministers, who were able to provide an update on and explanation of important issues, such as the social housing programme and land tenure and cultural heritage matters. The Mayor of the Torres Strait Island Regional Council provided an update on local government matters and the NTO legal team gave an update on progress on the Torres Strait Regional Sea Claim Part B and on other native title matters of regional significance.

With all PBC chairs also being members of Malu Lamar, which is the PBC for the Torres Strait Regional Sea Claim Part A, there was opportunity to hold a Malu Lamar meeting to discuss progress in the area of fisheries reform. To this end, a Malu Lamar fisheries working group was given authority to progress discussions with all fisheries stakeholders in the Torres Strait on their goal of 100 per cent ownership.

At the end of the Sea Forum Summit, a number of resolutions were recorded and voted on. Those resolutions included instructions to the TSRA in its capacity as the NTRB or instructions to the NTO to write to relevant Ministers outlining concerns regarding proposed changes to the law.

Native Title Representative Body Reporting

The information reported in this section is specific to TSRA’s Native Title Representative Body (NTRB) functions under the Native Title Act 1993 (Cth).

Overview of the TSRA as a Native Title Representative Body

Native Title Representative Bodies (NTRBs) are primarily responsible for providing effective and equitable native title and related assistance to constituents in their prescribed regions. Constituents are those persons who hold or may hold native title in the region where the NTRB performs its functions. One of the guiding principles for the operation of NTRBs is that they should act in the best interests of their constituents.

The TSRA, through its Native Title Office (NTO), performs the NTRB functions for the Torres Strait region. In 1996, the TSRA was appointed as a recognised NTRB under the Native Title Act. The 1998 amendments to the Act required that NTRBs reapply for recognition. The TSRA was invited to reapply and was subsequently recognised as the Torres Strait NTRB for the period 2015 - 2016.

The NTO Operational Plan for 2014 - 2015 is aligned to the Torres Strait Development Plan2014 - 2018.

Native Title Representative Bodies are primarily responsible for providing effective and equitable native title and related assistance to constituents in their prescribed regions.

Prescribed Bodies Corporate

When a favourable determination of native title is made by the Federal Court, the Traditional Owners are required to establish a Prescribed Body Corporate (PBC). PBCs must be incorporated under the Corporations (Aboriginal and Torres Strait Islander) Act 2006 (Cth). The PBC model was adopted to enable native title communal property rights to interact meaningfully with Australian property law. It ensures that the body is represented by a legal entity vested with authority to make binding decisions on its behalf, thus ensuring legal certainty for any parties wishing to negotiate, conduct business or make agreements with the native title holding body. The TSRA recognises that PBCs have specific functions and obligations under both the Native Title Act and the Corporations (Aboriginal and Torres Strait Islander) Act.

The TSRA has established a PBC capacity-building grants facility. All PBCs in the region are invited to apply for financial assistance to offset the administrative costs associated with their native title role. The PBC grants are managed as part of the TSRA’s biannual common funding rounds. Capacity building for PBCs is managed by the TSRA’s Governance and Leadership programme. The NTO was instrumental in establishing the Queensland PBC working group as a lobby group to highlight the issues facing PBCs in Queensland and the rest of Australia.

Legislative Functions of the TSRA in its NTRB Capacity

In its NTRB role, the TSRA, through the NTO, performs specific functions under the Native Title Act. These include:

facilitating the conduct of research, and the preparation and making of claims, by groups of Aboriginal peoples or Torres Strait Islanders, for determinations of native title and for compensation for acts affecting their native title

assisting in the resolution of disputes within groups about the making of such claims

assisting groups by representing them, if requested to do so, in negotiations and proceedings relating to the doing of acts affecting native title, the provision of compensation in relation to such acts and any other matter relevant to the operation of the Act

facilitating support for and assistance to PBCs.

The legislative functions of NTRBs are set out in section 203B of the Native Title Act, which states:

A representative body has the following functions:

the facilitation and assistance functions referred to in section 203BB;

the certification functions referred to in section 203BE;

the dispute resolution functions referred to in section 203BF;

the notification functions referred to in section 203BG;

the agreement making function referred to in section 203BH;

the internal review functions referred to in section 203BI; and

the functions referred to in section 203BJ and such other functions as are conferred on representative bodies by this Act.

A NTRB may only perform its facilitation and assistance functions if requested to do so.

Organisational Structure and Corporate Governance Policies

NTO staff operate as a programme within the TSRA and are therefore included within the TSRA’s organisational structure (see Appendix 1). Similarly, NTO staff are bound by the same corporate governance policies that apply to the TSRA generally.

Report on Performance

In addition to the information below, the Native Title Programme Report on pages 80 to 91 provide statistical data on claims, agreements and complaints.

The TSRA operates in a predominantly post-determination environment. There are no significant trends in operating statistics which require intervention.

The TSRA is continuing to negotiate with the Queensland Government to resolve specific points of the Infrastructure and Social Housing Indigenous Land Use Agreement (ILUA). This ILUA is in its twenty-second draft and the TSRA expects the issues to be resolved in 2015 - 2016.

There have been no significant changes in the nature of the principal functions and services provided through the NTO.

The general nature of complaints received have been that the PBCs have not consulted widely in communities (with all Traditional Owners) when communicating decisions relating to the ILUAs and future acts. The NTRB’s response is that the PBCs themselves should resolve disputes under their rules. The PBC support officer and visiting legal staff from the NTO reinforce this requirement with PBC members during community visits.

Summary Resources Table

For the 2014 - 2015 financial year, the NTO received $3.760 million for operations.

The financial performance of the TSRA in its NTRB capacity is outlined in Table 2-23.

Table 2-23:
NTRB Financial Performance, 2014 - 2015 (unaudited)

Performance against Budget

In performing its NTRB role, the TSRA has operated within the planned budget for 2014 - 2015.

There have been no significant changes in funding from 2013 - 2014 or changes to the 2014 - 2015 budget during the year.

There have been no significant occurrences during the period between the end of the reporting period and the tabling of the Annual Report of Operations.

Management of Human Resources

The NTO has five employees, four of whom live in the region. They are:

a Principal Legal Officer

a Paralegal

three Administration Support Officers.

Since 2005, the NTO has assisted 20 law students to undertake legal internships through the Aurora Project. One student has also undertaken Practical Legal Training.

Information about workforce planning, workplace health and safety, indemnities and insurance premiums for NTO staff are included within the TSRA’s procedures and policies.

All NTO staff are subject to the TSRA Enterprise Agreement 2011 - 2014. This Enterprise Agreement will remain in force until negotiations on the new Enterprise Agreement are complete. No NTO staff are on Australian Workplace Agreements.

NTO staff members participated in training and development with other TSRA staff as well as training and development to meet the requirements for legal practitioners in Queensland under the relevant legislation.

Table 2-24 shows the representation of Equal Employment Opportunity groups and classification levels in the NTO as at 30 June 2015.

Table 2-24:
Equal Employment Opportunity Groups, Native Title Office, 2014 - 2015

NTO Consultancies for the 2014 - 2015 Reporting Period

The NTO uses external legal counsel and external consultants to meet its strategic objectives. Table 2-25 shows the consultants engaged during the reporting period.

Table 2-25:
Consultants Engaged by the NTO, 2014 - 2015

Poruma PBC Chair Frank Fauid, TSRA Chair and TSRA Member for Poruma.

Healthy
Communities

Regional Goal

To enhance both healthy communities and our living environment and achieve the provision of adequate, appropriate and affordable housing.

Programme Goal

The Healthy Communities Programme goals are:

to monitor and provide strategic policy advice to the Torres Strait Health Partnership and Integrated Service delivery partners to ensure that advances are being made in primary and preventative health care

to play a more direct role through the provision of funding and support to preventative health initiatives that will improve a healthy lifestyle and will link with the Environmental Management Programme to support local fresh food production

to be directly involved in making housing more affordable for Torres Strait Islander and Aboriginal people in the region.

Delivering the Strait Smile initiative in schools.

Programme Objectives

The Healthy Communities Programme component will:

seek to influence policy for all health programs across all tiers of government

monitor health services and health initiatives across the Torres Strait and Northern Peninsula Area and provide strategic policy advice

direct support targeting healthy lifestyles, including improving availability of fresh produce and healthy food options, and encouraging people to undertake healthy activities

provide some direct support for home ownership.

Programme Deliverables

Secure whole-of-government investment for infrastructure to support healthy homes and healthy living environments.

Policies support community managed delivery of primary and public health care.

Services and are based on regional needs and priorities.

Improved access to affordable fresh and healthy foods.

More active and healthy communities.

Affordable home ownership available across the region.

New gym on Thursday Island.

Programme Expenditure 2014 - 2015

Table 2-26:
Healthy Communities Programme Expenditure, 2014 - 2015 (unaudited)

Torres Strait Development Plan Outcomes

Secure whole-of government investment for infrastructure to support healthy homes and healthy living environments.

Policies support community managed delivery of primary and public health care services and are based on regional needs and priorities.

Improved access to affordable fresh and healthy foods.

More active and healthy communities.

Affordable home ownership available across the region.

Programme Performance

Rangers and community members sandbagging Dauar cemetery project.

Additional Programme Specific Performance Indicators

Figure 2-9:
Healthy Communities Programme Map

Case
Study

Improving health and social outcomes through sport and recreation

The Torres Strait Regional Authority has funded the non-government organisation Torres Strait Youth and Recreational Sporting Association (TSYRSA) for the past 20 years. The TSYRSA manages low-value grants and distributes sports subsidies to sport and recreation bodies in the region. The TSYRSA has a strong foundation and established networks with sporting clubs and recreational bodies throughout the 16 inner and outer islands of the Torres Strait and in the communities on the Northern Peninsula Area.

In partnership with the TSRA, the TSYRSA is making a strong contribution towards closing the gap in health outcomes for the people of the Torres Strait and Northern Peninsula Area.

The association has been responsible for, and proactive in, the promotion and implementation of a wide range of healthy lifestyle activities, sport and recreational activities and the allocation and administration of sporting funds throughout the Torres Strait region. The association works with regional sporting clubs, schools, sport interest groups and talented individuals with potential for state-level or higher representation.

Based on Thursday Island, the association has a range of resources (administration staff, office space, meeting space, access to computers and the internet) available to sporting and recreational bodies to assist them in planning and communicating events.

The TSRA conducted a performance review of all its major funded non-government organisations in 2014 - 2015. The review recommended that the TSRA should support additional governance and administrative training for the TSYRSA to assist them to build their organisational capacity to improve performance and prepare them for additional responsibilities.

The TSYRSA has now embarked on a 12-month work plan which is strengthening the organisation’s existing services. The work plan includes the formal establishment of a sport and recreational reference group to improve collaboration between stakeholders and streamline programmes that benefit the whole of the Torres Strait.

The TSYRSA contributes to the improvement of the health and wellbeing of Torres Strait Islanders and Aboriginal people in the region. The organisation facilitates access to elite sports pathways and the participation of youth at state and national levels.

The TSYRSA has recently secured additional programme funding from the Queensland Department of National Parks, Sport and Racing. They have established a partnership with the region’s Community Development Programme (CDP) service provider, My Pathway, to secure a major renovation upgrade of the Thursday Island Water Sports Club, which will be used as a training facility for CDP participants and a community sports and recreation facility.

In partnership with the TSRA, the TSYRSA is making a strong contribution towards closing the gap in health outcomes for the people of the Torres Strait and Northern Peninsula Area.

Torres Strait representatives at School Boy Peninsula Rugby League.

The TSYRSA has a strong foundation and established networks with sporting clubs and recreational bodies throughout the 16 inner and outer islands of the Torres Strait and in the communities on the Northern Peninsula Area.

Safe
Communities

Regional Goal

To have safe, healthy, respectful and progressive communities, based on Ailan Kastom and Aboriginal traditions (Communities) and strong families and safe and healthy communities that is guided by cultural and traditional Lore (Social Services).

Programme Goal

The Safe Communities goals are:

to influence policy and monitor service delivery by other agencies

to undertake a leading and supporting role through Integrated Service Delivery forums, contributing to the development and monitoring of standards for the provision of social services in the region. The programme will also contribute directly to some public and community safety and community accessibility outcomes through funding and support for targeted initiatives.

Badu Airstrip.

Programme Objectives

The Safe Communities Programme component will:

contribute to the development of standards for the provision of all mainstream social services and facilities, including emergency response services, through engagement with responsible agencies

undertake a policy advocacy, monitoring and supporting role with respect to mainstream services, advocating and acting as a solution broker on behalf of communities and the region, using Integrated Service Delivery forums

provide direct funding and resource support for some social support services, and infrastructure, facilities and equipment, that contribute to improved safety and accessibility for communities and families (the TSRA will not provide mainstream social or community services).

Programme Deliverables

Effective community and social services support.

Families and individuals are safe in home and community.

Public areas are safe and accessible for community members.

Communities have access to appropriate transport infrastructure.

Erub Airport.

Programme Expenditure 2014 - 2015

Table 2-27:
Safe Communities Programme Expenditure, 2014 - 2015 (unaudited)

Torres Strait Development Plan Programme Outcomes

Effective community and social service support.

Families and individuals are safe in home and community.

Public areas are safe and accessible for community members.

Communities have access to appropriate transport infrastructure.

Programme Performance

Beachside BBQ affected by king tide, Sadie’s Beach.

Additional Programme Specific Performance Indicators

Figure 2-10:
Safe Communities Programme Map

Case
Study

School-Based Maritime Safety Education

Boating is a key activity in the Torres Strait and boating safety is of the utmost concern for families in the region. In 2014 - 2015, the TSRA provided grant funding for the purchase of 1,400 children’s lifejackets as part of the Torres Strait Marine Safety Programme (TSMSP) school-based maritime safety education project.

The project, at the half way mark, complements the delivery of a contemporary school-based maritime safety education curriculum at each of the 24 campuses throughout the Torres Strait and Northern Peninsula Area, with each child (pre-prep to Year 12) receiving a properly fitted lifejacket and each campus provided with an educational kit comprising boating safety equipment to legally and safely travel at sea.

Torres Strait Marine Safety Programme visits Warraber school.

The primary focus of the project is to improve the marine safety consciousness of young people through promoting boating safety in the Torres Strait region, which will in turn help reduce the potential future number of search and rescue operations in the area.

The success of this project is dependent on a range of partnering organisations. The TSMSP is a partnership between Maritime Safety Queensland, the Australian Maritime Safety Authority, the TSRA, the Queensland Police Service and the National Maritime Safety Authority of Papua New Guinea.

Marlin Australia supplied the lifejackets at a significantly discounted price and Sea Swift transported the lifejackets free of charge to and throughout the Torres Strait region.

The TSMSP has contributed to a significant reduction in maritime safety incidents across the Torres Strait. The number of emergency position-indicating radio beacon (EPIRB) activations has dropped from a high of 70 in 2008 - 2009 to a low of 29 as at 30 April 2015. During this period there has been an increase in the number of EPIRB carried by Torres Strait Islander and Aboriginal boat owners.

The number of maritime operational incidents has dropped from a high of 258 in 2006 - 2007 to a low of 118 as at 30 April 2015. While it is not possible to quantify the savings in maritime rescue operations, the significant reduction in incident numbers.

Seabird rookery, Bramble Cay.

Mer Ranger Aaron Bon inspecting a dog trap for turtle protection.

Section three

Report of Operations

Where We
Operate

Geography and Logistics

The Torres Strait is located in Australia and is part of Queensland. The area is approximately 150 kilometres wide at its narrowest point and is situated between the tip of Queensland’s Cape York Peninsula and Papua New Guinea. The region consists of over 270 islands and reefs.

The Torres Strait links the Coral Sea in the east to the Arafura Sea in the west; the two main navigation passages are the Prince of Wales Channel, north of Hammond Island, and the Endeavour Strait, between Cape York and Prince of Wales Island.

The Torres Strait islands have a variety of topographies, ecosystems and formations. Several islands, closest to the Papua New Guinea coastline, are low lying and are regularly inundated by sea water. Many of the western islands are hilly and steep. The central islands are predominantly coral cays and those to the east are volcanic.

Figure 3-1:
The Torres Strait

The Torres Strait’s unique Ailan Kastom is a central part of life in the region.

The TSRA delivers services across the entire Torres Strait region, including 17 inhabited islands and the communities of Bamaga and Seisia in the Northern Peninsula Area of mainland Australia. Due to the region’s remoteness, the TSRA relies on air and sea links and limited phone, facsimile and internet communications between communities for the delivery of its services. Most travel within the region is restricted to small watercraft, helicopter and light aircraft. The main gateway to the Torres Strait is Ngarupai Airport located on Horn Island, a 20 minute ferry ride from the Australian Government, Queensland Government and two local government administration hubs located on Thursday Island.

The bulk of goods and materials required by the region are shipped by container vessel from Cairns and redistributed by barge from transhipment points on Thursday Island and Horn Island.

Culture

The picturesque Torres Strait region is predominantly inhabited by Torres Strait Islanders and Kaurareg Aboriginal people. Based on 2011 Australian Bureau of Statistics Census figures, the total population of the region is 8,738, of whom 6,997 (80.1 per cent) are Torres Strait Islander or Aboriginal people.

The Torres Strait’s unique Ailan Kastom (island custom) is a central part of life in the region. Ailan Kastom is kept alive through the arts, rituals and performances, and the preservation of language and traditional knowledge, which are passed from one generation to the next. Cultural values are strongly intertwined with traditional, ancestral ties and respect for waterways, land, sea and the resources these provide.

History

The Torres Strait is named after Spanish explorer, Luis Vaez de Torres, who sailed through the area in 1606. Queensland Government administration of the Torres Strait was established on Thursday Island in 1877, following the arrival of missionaries on Cape York Peninsula. Early settlers were involved in pearling, bêche-de-mer collection, and mining.

Native Title

Torres Strait Islander people first achieved recognition of their land rights in 1992 following the High Court’s landmark Mabo decision which granted the Meriam people native title rights over Mer (Murray) Island. This was the first time native title had been recognised under the common law of Australia. It set a precedent for Torres Strait Islander and Aboriginal people throughout Australia to assert their native title rights through the Native Title Act 1993 (Cth).

Native title has been granted for 13 inhabited islands and most of the uninhabited islands in the Torres Strait region. In addition, the Kaurareg Aboriginal people have achieved recognition of their native title rights over seven inner islands: Ngarupai (Horn Island), Muralag (Prince of Wales Island), Zuna (Entrance Island), Yeta (Port Lihou Island), Mipa (Turtle Island), Tarilag (Packe Island) and Damaralag. There were no new determinations in 2014 - 2015. Twenty two native title determinations have been made in the Torres Strait.

Native title claims are being pursued over the remaining two land claims and one sea claim.

Progress Towards Closing the Gap

Closing the Gap is a commitment by the Australian Government and state and territory governments to improve the lives of Torres Strait Islander and Aboriginal Australians and, in particular, to provide a better future for Torres Strait Islander and Aboriginal children.

A national, integrated Closing the Gap strategy has been agreed by the Council of Australian Governments (COAG), the peak intergovernmental forum in Australia. COAG brings together the Prime Minister, State Premiers, Territory Chief Ministers and the President of the Australian Local Government Association.

Closing the Gap is linked to a wider reform of Commonwealth–State financial relations. COAG’s national agreements and partnerships, in areas such as education, housing and health, are focused on overcoming Indigenous disadvantage.

In 2014 - 2015, the Australian Government introduced the Indigenous Advancement Strategy (IAS) which grouped over 150 Indigenous programmes into five programme streams. These are:

Jobs, Land and Economy

Children and Schooling

Safety and Wellbeing

Culture and Capability

Remote Australia Strategies.

The TSRA has aligned its programme outcomes to these streams while continuing to deliver against the COAG targets:

to close the life expectancy gap within a generation

to halve the gap in mortality rates for Indigenous children under five within a decade

to ensure access to early childhood education for all Indigenous four-year-olds in remote communities within five years

to halve the gap in reading, writing and numeracy achievements for children within a decade

to halve the gap for Indigenous students in Year 12 (or equivalent) attainment rates by 2020

to halve the gap in employment outcomes between Indigenous and non-Indigenous Australians within a decade.

to close the gap between Indigenous and non-Indigenous school attendance within five years

COAG Building Blocks

The TSRA’s Programme structure is based on the seven COAG building blocks for Closing the Gap in disadvantage between Indigenous and non- Indigenous Australians. The building blocks are also used as the framework for the TSRA’s Integrated Service Delivery (ISD) project.

In 2008 - 2009, the TSRA completed community consultations as part of the development of the Torres Strait and Northern Peninsula Area Regional Plan 2009 - 2029. The first phase of the Regional Plan was delivered through the Torres Strait Development Plan 2009 - 2013 and the second phase was published as the Torres Strait Development Plan 2014 - 2018 on 1 July 2014.

The ISD project identified 1,613 gaps in service delivery across 20 communities. Detail of service gaps by community is contained in the Torres Strait Regional Plan ISD community booklets for 2012. Those booklets, prepared for each community and published through the TSRA’s Information Publishing Scheme, can be accessed on the TSRA website www.tsra.gov.au. Fifteen community booklets were updated in 2013 - 2014 and 2014 - 2015. The remaining four booklets will be updated in 2015 - 2016. Progress is measured during community consultation visits, generally covering each community once every second year. The status as at 30 June 2015, measured against each of the building blocks, showing improvements measured in the communities visited in 2014 - 2015 is shown in Table 3-1 and Figure 3-2. Table 3-1 shows the baseline data for 2010 and progress in 2012, 2014 and 2015. Data sets were not prepared for 2011 or 2013.

Table 3-1 and Figure 3-2 show that the TSRA is making significant progress towards addressing the service gaps identified in the Torres Strait and Northern Peninsula Area Regional Plan 2009 - 2029. From the original 1,613 gaps in 2010, five duplicates have been removed, adjusting the ISD baseline to 1,608. As of 30 June 2015:

278 items had been identified as not being a function of government or advice had been received from the relevant government agency that the service could not be economically delivered in the region. These items include a number of small business opportunities for which financial and mentoring support was available, but where the community requesting the opportunity had not identified any person who wished to participate in that enterprise. These items are indicated in black in Figure 3-3.

87 items have not yet started. These are items for which funding has not yet been identified or for which there are other dependencies such as finalisation of native title issues. These items are indicated in pale yellow in Figure 3-3.

209 items are in progress. These are items for which funding has been identified or resources have been allocated. It is expected the majority of these in-progress items will be finalised over the next two financial years. These items are indicated in grey in Figure 3-3.

1,034 items have been completed. The service requested is either being provided in the community or is available to the community within a reasonable distance or timeframe, commensurate with services provided to the wider Australian rural community. In some cases an alternative service has been proposed; for example, home-based child care instead of a child care centre in smaller communities where a child care centre would not be economically feasible. These items are indicated in dark yellow in Figure 3-3.

Table 3-1:
Summary of Community Service Issues by COAG Building Block

Progress in Service Delivery

Figure 3-2:
Progress of Service Delivery against the Torres Strait and Northern Peninsula Area Regional Plan 2009 - 2029

Kaurareg masks on display at Gab Titui Cultural Centre.

Progress by COAG Building Block

Figure 3-3:
Progress Towards Closing the Gap by COAG Building Block, at 30 June 2015

Regional Statistics

The latest data available at the time of writing this report was from the Australian Bureau of Statistics (ABS). This data, based on the Census data collected in 2011, has been used to benchmark the progress of the TSRA’s programmes against Closing the Gap targets. The data used throughout this section is taken from the ABS website (Census QuickStats) and was current at 30 June 2015.

The figures used in the 2014 - 2015 report are for the Torres Strait and the two communities in the Northern Peninsula Area (Bamaga and Seisia) which are included in the TSRA’s area of responsibility.

Population

Population changes across the Torres Strait and Northern Peninsula Area (Bamaga and Seisia) are shown in Tables 3-3 to 3-6.

Table 3-2:
Total Population of the Torres Strait, including Bamaga and Seisia

Table 3-3:
Torres Strait Islander and Aboriginal Population of the Torres Strait, including Bamaga and Seisia

In 2011, the Torres Strait and Aboriginal population represented 80.1 per cent of the total population. This is a slight decrease from 83.1 per cent in 2006. The 2011 figure represents 4.5 per cent of the Torres Strait and Aboriginal population in Queensland and 1.3 per cent of the Torres Strait and Aboriginal population of Australia.

Table 3-4:
Gender Balance of the Torres Strait, including Bamaga and Seisia

The gender balance in 2006 was slightly biased towards female. This increased by 1.6 per cent in 2011 to 4.2 per cent.

Table 3-5:
Average Age of Population of the Torres Strait, including Bamaga and Seisia

The population age remained more or less consistent between the 2006 Census and the 2011 Census. The age profile in Seisia is believed to be skewed by the number of older non-resident visitors in the community at the time of each census.

Employment

Employment data for the Torres Strait columns in Table 3-7 relates only to Torres Strait Islander and Aboriginal people. The figures for Bamaga and Seisia include non-Indigenous employees. The ‘not in the labour force’ figures were reported in the 2006 Census but not collected for the 2011 Census. These figures represent persons of working age who were not seeking employment.

Table 3-6:
Employment in the Torres Strait, including Bamaga and Seisia

Across the region there is 8.8 per cent unemployment. This is 2.8 per cent higher than the Australian rate at 30 June 2015, which was 6.0 per cent. Seasonally adjusted labour force participation rates for the region are not available. The significant variation in the employment between 2006 and 2011 is due to differences in data collection between the two censuses. In 2006 only ‘employed’ was reported, with no distinction between full- and part-time positions. There has been a decrease of 603 persons in employment between censuses. This is reflective of the overall decrease in population, noted in Table 3-3.

Education

The number of people undertaking some form of education in 2014 - 2015 was 2,583. The education categories are shown in Table 3-8.

Table 3-7:
Education in the Torres Strait, including Bamaga and Seisia

The average school attendance in 2014 across years one through 12 was 88 per cent, an increase from 84 per cent achieved in 2013. In comparison, these figures are markedly better than the Northern Territory Indigenous school attendance figures for 2014 of 71.0 per cent. However, they are still below the non-Indigenous attendance rate of 91.5 per cent.

Income

The 2011 census data indicates that household incomes of Torres Strait Islander and Aboriginal people were again significantly lower than the reported Queensland and Australian averages. This is reflected in Table 3-9.

Table 3-8:
Median Wealth in the Torres Strait, including Bamaga and Seisia ($)

The Queensland average for personal and household income was $587 and $1,253 per week, respectively. The Australian averages were $577 and $1,234. In the region, personal earnings are 70.0 per cent of Queensland average earnings and 71.2 per cent of Australian average earning. Household earnings are 78.6 per cent of both Queensland and Australian average earnings.

Housing Tenure

The 2013 ABS QuickStats (June 2015) report that there were 1,722 private dwellings out of a total of 2,291 dwellings. Of these 1,718 had tenure arrangements, as show in Table 3-10.

Table 3-9:
Tenure of Private Dwellings in the Torres Strait, including Bamaga and Seisia

The figures in Table 3-10 indicate a decrease in the number of houses owned in the region between 2006 and 2011. This may be representative of the decrease in population in the region, reported in Table 3-3. There has been a 21.6 per cent increase in the number of properties under mortgage between 2006 and 2011 with all but one being in the Torres Strait communities. The lack of freehold land and long tenure leasehold land in the region remains a barrier to an increase in home ownership.

Health

A synthesis of data from the ABS and the Australian Aboriginal and Torres Strait Islander Health Survey shows that in 2014 - 2015:

Torres Strait Islander and Aboriginal people were three times as likely as non-Indigenous people to have diabetes/high sugar levels.

Torres Strait Islander and Aboriginal people were twice as likely as non-Indigenous people to have asthma.

Obesity rates for Torres Strait Islander and Aboriginal females and males were significantly higher than the comparable rates for non-Indigenous people in almost every age group.

Torres Strait Islander and Aboriginal people rates for heart disease were significantly higher than the comparable rates for non-Indigenous people in all age groups from 15 to 54 years.

The mortality rate for Torres Strait Islander and Aboriginal people remains significantly higher than for non-Indigenous people.

Participants in the TSRA’s inaugural Women’s Leadership Programme at Parliament House, Canberra.

How the TSRA
Operates

Formation

The TSRA is a Corporate Commonwealth entity which was established on 1 July 1994 under the Aboriginal and Torres Strait Islander Commission Act 1989 (Cth), and now the Aboriginal and Torres Strait Islander Act 2005 (Cth). The TSRA is the leading Commonwealth representative body for Torres Strait Islander and Aboriginal people living in the Torres Strait, including two communities (Bamaga and Seisia) in the Northern Area Peninsula.

The TSRA comprises 20 elected representatives (the Board) and Australian Public Service administrative staff. The elected representatives are Torres Strait Islander and Aboriginal people who live and work in the Torres Strait region. The TSRA Board elects a Chairperson, a Deputy Chairperson and an Alternate Deputy Chairperson. A Chief Executive Officer is responsible for the TSRA’s administration and staffing.

The TSRA performs separate functions under the Native Title Act 1993 (Cth) as the Native Title Representative Body (NTRB) for the Torres Strait region. In 2015, the Minister for Indigenous Affairs renewed the TSRA’s NTRB status until 30 June 2016.

Under section 142D of the Aboriginal and Torres Strait Islander Act 2005 (Cth) the TSRA is required to formulate and implement a plan to guide the progress of the Torres Strait region. This document, known as the Torres Strait Development Plan, is updated every four years, a period consistent with the term of the TSRA Board.

The Torres Strait Development Plan 2014 - 2018 is the fifth development plan since the establishment of the TSRA. The plan outlines eight TSRA programme components: Culture, Art and Heritage; Economic Development; Fisheries; Environmental Management; Governance and Leadership; Healthy Communities; Native Title; and Safe Communities.

Enabling Legislation

The TSRA’s enabling legislation is the Aboriginal and Torres Strait Islander Act 2005 (Cth). Part 3A, Division 1, section 142 of the Act states:

A Torres Strait Regional Authority is established.

The TSRA:

is a body corporate, with perpetual succession; and

is to have a common seal; and

may acquire, hold and dispose of real and personal property; and

may sue and be sued in its corporate name.

Functions

The functions of the TSRA, as outlined in section 142A of the Aboriginal and Torres Strait Islander Act 2005 (Cth), are:

to recognise and maintain the special and unique Ailan Kastom of Torres Strait Islanders living in the Torres Strait area;

to formulate and implement programmes for Torres Strait Islanders, and Aboriginal persons, living in the Torres Strait area;

to monitor the effectiveness of programmes for Torres Strait Islanders, and Aboriginal persons, living in the Torres Strait area, including programmes conducted by other bodies;

to develop policy proposals to meet national, State and regional needs and priorities of Torres Strait Islanders, and Aboriginal persons, living in the Torres Strait area;

to assist, advise and co-operate with Torres Strait Islander and Aboriginal communities, organisations and individuals at national, State, Territory and regional levels;

to advise the Minister on:

matters relating to Torres Strait Islander affairs, and Aboriginal affairs, in the Torres Strait area, including the administration of legislation;

the co-ordination of the activities of other Commonwealth bodies that affect Torres Strait Islanders, or Aboriginal persons, living in the Torres Strait area;

when requested by the Minister, to provide information or advice to the Minister on any matter specified by the Minister;

to take such reasonable action as it considers necessary to protect Torres Strait Islander and Aboriginal cultural material and information relating to the Torres Strait area if the material or information is considered sacred or otherwise significant by Torres Strait Islanders or Aboriginal persons;

at the request of, or with the agreement of, the Australian Bureau of Statistics but not otherwise, to collect and publish statistical information relating to Torres Strait Islanders, and Aboriginal persons, living in the Torres Strait area;

such other functions as are conferred on the TSRA by this Act or any other Act;

such other functions as are expressly conferred on the TSRA by a law of a State or of an internal Territory and in respect of which there is in force written approval by the Minister under Section 142B;

to undertake such research as is necessary to enable the TSRA to perform any of its other functions;

to do anything else that is incidental or conducive to the performance of any of the preceding functions.

Powers

The powers of the TSRA are outlined in section 142C of the Aboriginal and Torres Strait Islander Act 2005 (Cth), which states:

The TSRA has power to do all things that are necessary or convenient to be done for or in connection with the performance of its functions.

The powers of the TSRA include, but are not limited to, the following powers:

to accept gifts, grants, bequests and devises made to it;

to act as trustee of money and other property vested in it on trust;

to negotiate and co-operate with other Commonwealth bodies and with State, Territory and local government bodies;

to enter into an agreement for making a grant or loan under Section 142GA to the State of Queensland or an authority of that State (including a local government body);

to enter into an agreement (other than an agreement referred to in paragraph (d) with a State or a Territory.

Despite anything in this Act, any money or other property held by the TSRA on trust must be dealt with in accordance with the powers and duties of the TSRA as trustee.

The powers of the TSRA may be exercised in or out of Australia.

Responsible Minister

During 2014 - 2015, the TSRA was a Corporate Commonwealth entity within the Department of the Prime Minister and Cabinet portfolio. The responsible Minister for the TSRA was the Minister for Indigenous Affairs, Senator the Hon Nigel Scullion.

Ministerial Directions

Under section 142E of the Aboriginal and Torres Strait Islander Act 2005 (Cth), the Minister has powers of direction in relation to the TSRA. Section 142E of the Act states:

The TSRA must perform its functions and exercise its powers in accordance with any general written directions given to it by the Minister.

The Minister must not give directions about the content of any advice, information or recommendation that may be given by the TSRA to a Minister, Department of State or authority of the Commonwealth.

The Minister must not give directions about the content of any advice, information or recommendation that may be given by the TSRA to:

a Minister of a State or Territory; or

a Department of State of a State or Territory; or

an authority of a State or Territory;

except for the purpose of protecting the confidentiality of information given to the TSRA by the Commonwealth or an authority of the Commonwealth.

Subject to subsection (5), the Minister must cause a copy of a direction to be laid before each House of the Parliament within 15 sitting days of that House after that direction was given.

The rule in subsection (4) does not apply if the laying of a copy of a direction before each House of the Parliament would result in the disclosure of a matter in a manner that would be inconsistent with the views or sensitivities of Torres Strait Islanders or Aboriginal persons.

The TSRA did not receive any formal Directions from the Minister during the reporting period.

Statement of Expectations and Statement of Intent

In April 2014, the Minister for Indigenous Affairs, provided a Statement of Expectations to the TSRA concerning the operation and performance of the TSRA. In response, the TSRA provided a Statement of Intent to the Minister.

Ministerial Appointments

There were two Acting Chief Executive Officer appointments from 1 July 2014 to 30 June 2015.

The Minister for Indigenous Affairs, under section 144L(a) of the Aboriginal and Torres Strait Islander Act 2005 (Cth) appointed Mr John Ramsay and Mr Chris de Mamiel as Acting Chief Executive Officer of the Torres Strait Regional Authority for the periods outlined below:

Appointed: Mr John Ramsay
Duration: 13 to 31 January 2015

Appointed: Chris de Mamiel
Duration: 1 to 20 February 2015

Briefings and Information

Throughout the reporting period the TSRA provided updates of the TSRA's key outcomes and issues to the Minister for Indigenous Affairs.

Judicial Decisions and Reviews

There were no judicial decisions or reviews in 2014 - 2015.

Mabuiag Island.

Section four

Corporate Governance
and Accountability

Overview of
Governance Structure

Figure 4-1:
TSRA Governance Framework

Governance
Framework

The TSRA’s governance framework provides a system of direction and controls, enabling regional outcomes to be achieved through organisational goals and objectives. The framework allows risks and issues to be escalated to the appropriate level. The resolution of risks and issues occurs through formal project management structures, programme structures, the Programme Steering Committee, the TSRA Audit Committee and the TSRA Board.

TSRA Board

The TSRA Board is an elected, representative body, which participates in scheduled quarterly meetings and issue-specific out-of-session meetings. The Board Chairperson is a full-time Principal Executive Officer, while other Board members are part-time officials who are remunerated in accordance with the determinations of the Remuneration Tribunal. The primary functions of the Board are to:

set out the TSRA’s vision for the Torres Strait

oversight the TSRA’s strategic objectives and direction

approve programme mandates

review the TSRA’s performance, its objectives and outcomes

manage strategic risk and regional stakeholder relations.

The Chairperson and Executive Members of the TSRA are elected by the members at the first Board meeting following the TSRA General Elections. All TSRA Board members are also ‘officials’ under the Public Governance, Performance and Accountability Act 2013. TSRA Board members are non-executive directors. The Board is the accountable authority for the TSRA.

2012 - 2016 Appointments

The TSRA Board consists of 20 members elected under Division 5 of the Aboriginal and Torres Strait Islander Act 2005 (Cth). Following a review of the TSRA Board’s governance arrangements in 2010 - 2011, the method of appointing the TSRA Board was changed, removing the automatic appointment of councillors elected under the Queensland Government Local Government Act 2009. Twenty TSRA electoral wards were created and the first independent TSRA Board member elections were held in 2012. Twenty members for the communities of Badu, Bamaga, Boigu, Dauan, Erub, Hammond, Ngarupai / Muralag, Iama, Kubin, Mabuiag, Masig, Mer, Port Kennedy, Poruma, Seisia, Saibai, St Pauls, TRAWQ, Ugar and Warraber were declared elected by the Australian Electoral Commission. The current Board will serve until elections are held in 2016.

Profiles of TSRA Board Members

Mr Joseph Elu, AO Chairperson and Member for Seisia

In October 2012, Mr Joseph Elu was elected for the fifth time to the TSRA Board. Mr Elu’s previous terms were 1994 - 1997, 1997 - 2000, 2000 - 2004 and 2004 - 2008.

At the inaugural meeting of the new TSRA Board in November 2012, Mr Elu was elected as the TSRA Chairperson and the Portfolio Member for Governance and Leadership.

During his career, Mr Elu has been an influential leader in Torres Strait Islander and Aboriginal affairs and Indigenous economic development. Mr Elu has been instrumental in assisting Indigenous people throughout Australia to develop sustainable economic enterprises. During his term, Mr Elu will continue to advocate for, and encourage, Torres Strait and Northern Peninsula Area communities to generate sustainable enterprises to create their own income.

Mr Elu became the Chairperson of Indigenous Business Australia (IBA) (formerly known as the Aboriginal and Torres Strait Islander (ATSI) Commercial Development Corporation), in 1996 and remained there for 12 years. During his time as the Chairperson of IBA, Mr Elu influenced dynamic changes and grew the organisation, creating economic and employment opportunities for Torres Strait Islander and Aboriginal people nationally.

In 2001, Mr Elu was awarded the Centenary Medal for his achievements and in 2002 was presented with an Honorary Doctorate from the Queensland University of Technology for his lifelong work in fostering the economic development of Indigenous people throughout Australia.

During 2008, Mr Elu was made an Officer of the Order of Australia and was also awarded the NAIDOC Lifetime Achievement Award.

Mr Elu has been the Chairperson of a number of organisations and committees nationally during his career. He has also held the positions of Mayor of the Northern Peninsula Area Regional Council and Chairperson of the Cape York Natural Resource Management Board.

Mr Elu is the Chairperson of Seisia Enterprises Pty Ltd and Seisia Community Torres Strait Islander Corporation. He is also an elected Councillor on the Northern Peninsula Area Regional Council.

Mr Aven S Noah Deputy Chairperson and Member for Mer

This is Mr Aven S Noah’s first term on the TSRA Board. He was elected in September 2012. At the inaugural meeting of the 2012 TSRA Board, Mr Noah was elected by the Board as Deputy Chairperson and Portfolio Member for Culture, Art and Heritage. Since becoming a member of the TSRA Board, Mr Noah has quickly grasped what his roles and responsibilities are to carry out his functions.

Mr Noah believes that traditional land and sea rights are paramount to control resources, and the TSRA must work closely with Traditional Owners as these resources will form the foundation of the region’s economic independence as an autonomous state. Mr Noah’s passion is for greater autonomy for the people of the Torres Strait and he feels that by working with the regional leaders ‘home rule’ aspirations will progress.

Mr Noah has extensive experience in media and communications and is interested in the development of the media and telecommunications in the region and the implications for the region of the rollout of the National Broadband Network.

Mr Willie Lui Alternate Deputy Chairperson and Member for Warraber

In September 2012, Mr Willie Lui was elected for his second term to the TSRA Board. He was elected as the Alternate Deputy Chairperson and Portfolio Member for Environmental Management. Mr Lui previously served on the Board from 2008 to 2011.

Mr Lui served as the elected Torres Strait Island Regional Councillor for Warraber from 2008 to 2012 and was re-elected to the Council in 2014. Mr Lui holds a Certificate IV in Finance and is a qualified carpenter.

The key areas of concern for Mr Lui are the high cost of living, lack of employment opportunities and native title issues. He aims to work to see those concerns addressed through effective implementation of the Torres Strait and Northern Peninsula Area Regional Plan 2009 - 2029, and the TSRA’s Torres Strait Development Plan 2014 - 2018.

Mr Maluwap Nona Member for Badu

In September 2012, Mr Maluwap Nona was elected for a second time to the TSRA Board. Mr Nona is the Member for Badu and in 2012 he was elected by the Board as the Portfolio Member for Native Title.

As the Portfolio Member for Native Title, Mr Nona is a keen advocate on native title issues in the Torres Strait region. Mr Nona has been instrumental in the formation of the Gur A Baradharaw Kod Torres Strait Sea and Land Council. Mr Nona has been working towards the establishment of a regional sea and land use agreement between the TSRA, Malu Lamar, Gur A Baradharaw Kod, and Commonwealth and Queensland fisheries.

Mr Nona was involved in Leo Akiba on behalf of the Torres Strait Regional Seas Claim Group v. Commonwealth of Australia, where the High Court, on 7 August 2013, recognised that commercial rights for native title holders co-exist with native title rights over approximately 44,000square kilometres. Mr Nona is the Chair for the Sea Claim RNTBC, Malu Lamar (Torres Strait Islanders) Corporation RNTBC and a member of the Malu Lamar Fisheries Working Group. These groups are progressing the interests of native title holders to achieve 100 per cent ownership of fisheries in the Torres Strait region and representation on the Protected Zone Joint Authority working groups.

Mr Nona is a member of the Expert Indigenous Working Group on the Council of Australian Governments’ investigation into Indigenous land administration and use. In his spare time Mr Nona is a professional fisherman working in the Traditional Inhabitant Boat sector.

Mr Reginald Williams Member for Bamaga

In September 2012 Mr Reg Williams was elected for his fifth term on the TSRA Board. Mr Williams was the TSRA Member for Bamaga from 1994 to 1997, 1997 to 2000, 2000 to 2004 and 2008 to 2012.

Mr Williams was formerly the Chairperson of the Bamaga Island Council prior to its amalgamation into the Northern Peninsula Area Regional Council (NPARC). He is a former Deputy Mayor of NPARC.

Mr Williams has specialist knowledge of his community, Bamaga, and possesses strong communication, negotiation and relationship management skills. Mr Williams also has unique communications skills that relate to Ailan Kastom.

In his previous terms, one of Mr Williams’s key concerns was housing in the Northern Peninsula Area. In this term he will continue to advocate for the development of more serviced housing blocks to cater for the needs of families in the region.

Mr Eric Peter Member for Boigu

Mr Eric Peter was elected to the TSRA Board as the Member for Boigu for the first time in September 2012.

Mr Peter is the chairperson of Mura Boigulgaw Aiy Kuyk Corporation and is on the Board of the Malu Ki’ai (Torres Strait Islanders) Corporation Registered Native Title Body Corporate and was an elected Councillor for Boigu between 1997 and 1999. Mr Peter is currently employed with My Pathway as the Cluster Mentor for Saibai, Dauan and Boigu Islands.

Mr Peter holds a Diploma in Community Administration / Management and a Certificate IV in Quarantine and Export Inspection. He is currently completing a Degree in Business at the Australian Catholic University. He has completed Australian Public Service (APS) Leadership and Indigenous Leadership programmes and has worked in the APS for more than 21 years.

Mr Peter’s key concerns relate to the low level of funding for community infrastructure, the weak regional economy, and the low number of private enterprises and businesses owned and operated by Torres Strait Islander and Aboriginal people in the region.

As a TSRA Board member, Mr Peter aims to empower the people of the region by supporting them to start-up businesses and enterprises.

Mr Sam Maka Member for Dauan

Mr Sam Maka was elected as the Member for Dauan in September 2012. This is Mr Maka’s first term on the TSRA Board. At the inaugural meeting of the new TSRA Board in November 2012, Mr Maka was elected as the Portfolio Member for Economic Development.

Mr Maka plays an important role in the Dauan community, being an office holder for a number of organisations, including the Department of Agriculture (Biosecurity Officer); the Dauanalgaw (Torres Strait Islanders) Corporation RNTBC; Holy Cross Church Parish, Diocese of Torres Strait; and Outer Islands Rugby League.

Mr Maka gained his decision-making, strategic planning and leadership experience from his time in the military, community policing, public service and community volunteer groups.

Mr Maka has a wide range of concerns, such as building the capacity of the Dauan Prescribed Body Corporate, protecting sacred sites, further developing the Dauan Island town plan, establishing a recycling plant, and fostering awareness of natural resources. He seeks to be proactive, consistent and persistent in seeking to address these issues.

During his term on the TSRA Board Mr Maka wishes to establish and strengthen working relationships with other TSRA Board members so that projects can be progressed and realised; encourage the TSRA and the Torres Strait Island Regional Council to work together to achieve concrete outcomes for his community and achieve continuity in government funding for the region.

Mr Kenny Bedford Member for Erub

Mr Kenny Bedford was elected to the TSRA Board as the Member for Erub for his second consecutive term in September 2012. Mr Bedford was elected as the TSRA Portfolio Member for Fisheries, a post he held during his first term (2008 - 2012). In his first term, Mr Bedford was also the TSRA Alternate Deputy Chairperson.

Mr Bedford is a Traditional Owner of Erub, is President of the Erub Fisheries Management Association, serves as a Director of Reconciliation Australia and is a strong advocate for the meaningful recognition of Aboriginal and Torres Strait Islanders in our national Constitution.

Mr Bedford has a Bachelor of Applied Health Science and Diploma of Youth Welfare. He received the Vincent Fairfax Fellowship in 2000 and is a recent graduate of the Australian Rural Leadership Programme.

As a commercial fisher and the Portfolio Member for Fisheries, Mr Bedford is acutely aware of the challenges the Indigenous people of the region face to gain full ownership and control of Torres Strait marine resources. Mr Bedford also plays an important role in negotiating and addressing marine resource management issues with relevant Papua New Guinea agencies and Treaty Village leaders.

The Member for Erub is committed to increasing economic development opportunities, especially through the greater and more efficient participation of Torres Strait Islanders and Aboriginal people across the various Torres Strait commercial fisheries. He acknowledges the importance of working with Traditional Owner representatives, local community fisher organisations and other stakeholders to help achieve these targets.

Mr Bedford’s other areas of attention and interest relate to the ranger programme and the maintenance of Torres Strait art, culture and heritage. He is acutely aware of the positive influence of art, culture and heritage on community health, cohesion and wellbeing.

In his second term Mr Bedford continues to diligently represent Erub and the region and, in particular, to play a constructive role in the economic and cultural development of Torres Strait fisheries for Aboriginal people and Torres Strait Islanders.

Mr Mario Sabatino Member for Hammond

Mr Mario Sabatino was elected to the TSRA Board as the Member for Hammond for the first time in September 2012. Mr Sabatino is the Councillor for Hammond Island on the Torres Strait Island Regional Council.

Mr Sabatino is well known in his community as a businessman – he currently owns and operates the M&M Mini Mart on Hammond Island and the Hammond Island Ferry, for which he is the Ship’s Officer. Mr Sabatino is a Director on the boards of a number of community organisations.

Mr Sabatino has a Master Class 3 Diploma of Transport and Distribution (Maritime – Deckwatch Keeping) and has 25 years commercial marine experience as Master and Officer.

Mr Sabatino’s key concerns are the need for regional and island economic development, improved training and employment outcomes in communities and achievement of real land tenure throughout the Torres Strait. He is also concerned that Hammond does not yet have a community-based organisation.

Mr Sabatino will advocate for enhanced networking with government agencies and the private sector to facilitate economic development; on-the-ground training that meshes with established organisations, businesses and partnerships in the region; and real land tenure to encourage outside investment in communities.

Mr Yen Loban Member for Ngarupai and Muralag

In September 2012, Mr Yen Loban was elected to the TSRA Board for the first time as the Member for Ngarupai and Muralag. He is a member of the TSRA Board Audit Committee.

Mr Loban is well known in his community. He is the Deputy Mayor of the Torres Shire Council as well as a businessman with 30 years experience in the light marine industry. He is the owner and operator of a sea cat marine charter, and a director of the Torres Strait Co-operative.

Mr Loban’s primary concerns are the lack of basic service infrastructure on Muralag, and the low level of support provided to the ongoing development for Ngarupai.

As a TSRA Board Member, Mr Loban will be working to ensure that the communities of Ngurapai and Muralag are healthy and safe; that they receive the same services as other communities across the Torres Strait; and that TSRA programmes focus on equity in service provision to the benefit of both those communities.

Mr Getano Lui Jr AM Member for Iama

In September 2012, Mr Getano Lui Jr was elected for the fourth time to the TSRA Board. Mr Lui’s previous terms were from 1994 to 1997, 1997 to 2000, and 2000 to 2004. Mr Lui was the TSRA’s first Chairperson and during his term in 2000 - 2004 he shared responsibility for the regional governance and legislative reform portfolio.

Mr Lui is the Councillor for Iama on the Torres Strait Island Regional Council. He previously held the positions of Councillor and Chairperson of the Iama Community Council (1974 - 2004), Chairman of the Island Coordinating Council (1985 - 2000), and Chairman of the Islander Board of Industry and Service (1985 - 2000).

Mr Lui’s key areas of concern are health, housing and infrastructure, and the transfer of decision-making powers to local communities to enable them to control and manage their own affairs. He plans to advocate for community empowerment through self-determination and self-management.

Mr Saila Savage Member for Kubin

Mr Saila Savage was elected to the TSRA Board as the Member for Kubin on 8 December 2012. This is Mr Savage’s third time on the TSRA Board; he previously served from 2000 to 2004 and 2004 to 2008.

Mr Savage is a Board Member of the Mualgal (Torres Strait Islanders) Corporation RNTBC and the Kaurareg Land Trust and sits on the Cape York Land Council. He held the position of Chairman of Kubin Community for nine years, from 2000 to 2009.

Mr Savage has many years experience working on the railways, and for the past five years has worked in the technical division of the Queensland Department of Transport and Main Roads.

Mr Savage’s key concerns for the Kubin community include the lack of public and community transport; the impact of drugs and alcohol; the inadequate number of in-community traineeships offered for youth; the safety of children; the provision of social housing; the control of dogs and horses; the lack of a Queensland police presence; and insufficient numbers of land and sea rangers.

During his time on the Board, Mr Savage will be dedicated to serving his community and his people to the best of his ability to achieve positive and satisfying outcomes. He will be their voice at the table.

Mr Keith Fell Member for Mabuiag

In September 2012, Mr Keith Fell was re-elected to the TSRA Board for a second consecutive term. He was subsequently elected by the Board as Portfolio Member for Healthy Communities, an office he held in his first term.

Mr Fell also holds the office of Deputy Mayor of the Torres Strait Island Regional Council and is the Chairperson of the Torres Strait Kaziw Meta College Board.

Mr Fell has a Diploma in Local Government Administration and a Certificate III in Sports and Recreation.

Mr Fell believes that education, training and communication are vital to achieving individual success and increasing the standard of living of people in the region. He is concerned with economic development and cultural and social issues.

Mr Fell is passionate about sports, recreation and good health practices for all people in the Torres Strait and the Northern Peninsula Area—more activities, more participation, a better lifestyle and a healthier future.

During his previous term on the TSRA Board, Mr Fell focused on achieving affordable housing for Torres Strait Islander people, and worked towards empowering his people through accessible employment and training opportunities. He aims to continue this work in his second term.

Ms Hilda Mosby Member for Masig

Ms Hilda Mosby was elected as the Member for Masig in September 2012. This is Ms Mosby’s first term on the TSRA Board.

Ms Mosby has more than 18 years experience in the Australian Public Service, working for the Australian Quarantine and Inspection Service (now part of the Department of Agriculture), and formerly for the Department of Immigration and Citizenship as a Movement Monitoring Officer.

Community involvement has been a paramount focus for Ms Mosby, who is an active member on committees dealing with education, health, justice, fisheries and native title in her community of Masig.

Of key concern to Ms Mosby is the impact of coastal erosion on low-lying Torres Strait communities, including her own community of Masig. Over her term she will advocate that coastal erosion issues continue to be addressed through an integrated approach by the relevant Australian Government and Queensland Government agencies.

The preservation of Torres Strait culture through language, music and art is another area that Ms Mosby is passionate about and she will continue to advocate for the best outcomes for the cultural wellbeing of Torres Strait Islander and Aboriginal people in this region.

TSRA Chairperson and TSRA Member for Masig Hilda Mosby.

Mrs Romina Fujii Member for Port Kennedy

In September 2012, Mrs Romina Fujii was elected to the TSRA Board for a second time. Mrs Fujii previously served on the TSRA Board from 1994 to 1997. Mrs Fujii is a member of the TSRA Audit Committee. She has also been nominated by TSRA to represent the Torres Strait on the National Longitudinal Study of Indigenous Children Steering Committee.

Mrs Fujii is the Chairperson and an active member of the Port Kennedy Association, James Cook University Advisory Board, Queensland Women’s Health Network Committee, and Queensland Aboriginal and Torres Strait Islander Child Protection Peak Ltd.

Mrs Fujii has experience in health, education, employment and training; governance training; and working with non-government organisations. She has a Certificate IV in Workplace Training and Assessment and has completed a degree in Social Work.

Mrs Fujii has worked as a volunteer in not-for-profit organisations such as Lena Passi Women’s Shelter, Mura Kosker Sorority and Torres Strait Home for the Aged. Mrs Fujii is also a member of the Thursday Island Rotary Club.

Mrs Fujii’s key concerns are the lack of skilled local people to draw on in the community and she therefore supports up-skilling in the workplace. Mrs Fujii believes in the TSRA’s aim to support enterprise and believes there is a great need to develop a well-planned strategy for economic development for the region.

During her time on the Board, Mrs Fujii will also advocate to ensure that all families are safe in the region and that the wellbeing of each family and youth is paramount. The aim is, through non-government organisations, for a regional services hub to improve the delivery of all social services in the region.

Mr Francis Pearson Member for Poruma

In September 2012, Mr Francis Pearson was elected for the second time to the TSRA Board as the Member for Poruma. He previously served on the Board from 2000 to 2004.

Mr Pearson is the Chairperson of the Poruma Zazethau Lag Torres Strait Islanders Corporation, director of the Porumalgal (Torres Strait Islanders) Corporation RNTBC and is the Torres Strait Island Regional Council Airport Coordinator at Poruma. He also holds the position of Divisional Engineering Officer. Mr Pearson has a Diploma in Teaching from James Cook University.

Mr Pearson’s key concerns are climate change and associated coastal erosion and the impact of high tides on low-lying Poruma, overcrowding, and community representation in Indigenous fisheries management.

Mr Pearson aims to advocate for more say from communities in decisions concerning fisheries in Torres Strait waters, and to push for a solution – that satisfies community expectations and concerns – to the erosion of low-lying islands.

Mr Pearson comes from one of the communities that is affected by mobile phone signal black spots and is keen to work with current initiatives being investigated by the TSRA and Telstra to address this issue in his community. Mr Pearson would also like to see the business community contribute towards addressing this issue, as it will also benefit them and their businesses.

Ms Chelsea Aniba Member for Saibai

Ms Chelsea Aniba was elected as the Member for Saibai in September 2012. This is Ms Aniba’s first term on the TSRA Board.

Ms Aniba has qualifications in radio broadcasting, business administration, social housing, Indigenous justice studies and governance.

Ms Aniba has established a profile through her involvement in local radio, her eight years in radio broadcasting, and her membership of the Torres Strait Islanders Media Association committee of management. She is also a director on the board of the Saibai Community Development Corporation, which tries to enable the community through local enterprises.

Ms Aniba’s two primary concerns, which closely affect her home of Saibai Island, are coastal erosion and rising sea levels and the insufficient supply of social housing. Over her term, Ms Aniba will advocate for the ongoing construction of sea walls throughout the affected Torres Strait communities and the rollout of the National Partnership Agreement on Remote Indigenous Housing.

Ms Aniba’s other concerns relate to employment and economic development opportunities for local families; helping to keep, restore and revitalise our culture and strengthening Prescribed Bodies Corporate to enable them to progress native title issues. She also works closely with women’s organisations to prevent and break domestic and family violence in communities. Ms Aniba will advocate for the best outcomes in these areas.

Mr Kiwat Lui Member for St Pauls

In September 2012, Mr Kiwat Lui was elected to the TSRA Board for the first time. Mr Lui is also a member of the TSRA Audit Committee and a member of the Torres Strait Scientific Advisory Committee.

Mr Lui is a pastor at Kozan Outreach Church on St Pauls and a member of Sempolau Koey Kazil Inc (St Pauls Elders Group). He is also a former member of the Indigenous Fisheries Advisory Committee.

Mr Lui holds a Bachelor of Arts (Aboriginal Affairs Administration) and has over 20 years experience working with local and state government agencies in administration and financial services.

Mr Lui’s prime concerns are the lack of a long-term stable income stream for the people of the Torres Strait, continuing poor health outcomes and families struggling to make ends meet. He believes two means to address these concerns are to give Indigenous people of the region first preference for jobs, and to direct resources to health services that produce enormously tangible outcomes for the wellbeing of Indigenous people living within the region.

In his term on the TSRA Board Mr Lui will be working to create wealth for the Torres Strait and its people, through assistance to small business from private consortiums, the Queensland Government and the Australian Government to enable them to become self-sufficient. Mr Lui also wants to ensure that all TSRA decisions are transparent and meet the region’s needs and aspirations.

Mr John Abednego Member for TRAWQ

In September 2012, Mr Abednego was re-elected for a fifth time to the TSRA Board as the Member for TRAWQ (communities of Tamwoy, Rosehill, Aplin, Waiben and Quarantine on Thursday Island). His previous terms on the TSRA Board were 1994 - 1997, 1997 - 2000, 2000 - 2004 and 2008 - 2012.

Mr Abednego held the office of TSRA Chairperson in his 1997 - 2000 term and was the Portfolio Member for Legal and Media in 2000 - 2004. Currently, Mr Abednego is the Portfolio Member for Safe Communities.

Mr Abednego is a councillor on the Torres Shire Council, member of the Parents and Citizens Committee of Tagai Secondary Campus and president of TRAWQ Indigenous Corporation. He also plays a role in the Anglican Church.

Mr Abednego has considerable experience in board management and administration, and policy development and strategic planning. Over his career he has been involved in mediation and counselling, court referrals and social justice interagency networking. He is currently completing a diploma in counselling.

Mr Abednego’s key concerns are land tenure, home ownership, social and alcohol-related issues and funding difficulties.

Mr Jerry Stephen Jr Member for Ugar

Mr Jerry Stephen Jr, an Ugaram Le from Ugar (Stephen Island), was born and educated on Thursday Island. Mr Stephen identifies as both Aboriginal and Torres Strait Islander, as his grandfather was traditionally adopted to the Wuthathi Tribe.

In September 2012 Mr Jerry Stephen was elected to the TSRA Board for the first time. During his term, Mr Stephen has worked on and contributed to a number of regional issues, including fisheries, native title, environmental management and regional governance.

Mr Stephen has also worked in partnership with the Torres Strait Island Regional Council, Prescribed Bodies Corporate and the Ugar community elders to address local issues and progress the development of a proposed concept plan for the Ugar rock-groyne.

Mr Stephen has over 20 years experience working in the private and public sectors. His work has included the delivery of Australian Government programmes throughout the Torres Strait.

During Mr Stephen’s four-year term he will be working vigorously to support the TSRA Board to achieve positive outcomes for the Zenadth Kes (Torres Strait) region.

Mer Gedkem Le RNTBC members discuss economic development initiatives with the TSRA.

Board Meetings

The TSRA Chairperson is required to convene at least four Board meetings each year under section 144E of the Aboriginal and Torres Strait Islander Act 2005. If it is considered necessary, the TSRA Chairperson may convene other meetings of the TSRA Board to enable to TSRA to carry out its functions.

During 2014 - 2015, the TSRA Board held four meetings, as shown in Table 4.1:

Table 4-1:
Board Meetings and Apologies

Attendance at Board Meetings are outlined in Table 4.2

Table 4-2:
Board Meeting Attendance

TSRA Board Charter and Ethics

The TSRA Board Charter was adopted in 2012 - 2013. The charter brings together all resources that Board members require to enable them to exercise their powers and responsibilities. Last year, the Commonwealth Authorities and Companies Act 1997 (Cth) was replaced by the Public Governance, Performance and Accountability Act 2013 (Cth). Accordingly, over this past year, the TSRA has reviewed the TSRA Board Charter to bring it in line with the new legislation, and the June 2014 ANAO Better Practice Guide 'Public Sector Governance, Strengthening Performance Through Good Governance'.

The TSRA Board Charter is based on ethical standards and good governance and contains key documents such as the Board Members Code of Conduct, and the TSRA’s Charter of Representation, Performance and Accountability, as well as the terms of reference relating to Board committees.

Board Member Induction

During 2014 - 2015, there were no changes to the composition of the TSRA Board. No Board induction training was conducted.

Board Code of Conduct

The TSRA Board’s Code of Conduct and ethics policies are published in the TSRA Board Charter.

Executive Coaching

The TSRA offers executive coaching and mentoring for TSRA Board members through an independent contracted service. In 2014 - 2015, there were no requests for coaching or mentoring.

Strategic Planning

The TSRA undertakes a strategic planning and training workshop for Board members in November each year. In 2014 -2015, the Strategic Planning and Training Workshop was held from 3 to 4 November. The Board received training on the Public Governance, Performance and Accountability Act 2014 (Cth) (PGPA) and the PGPA Rule 2014. Effective Governance was engaged to deliver this training. The Board also considered the alignment of the TSRA’s programme outcomes in the Torres Strait Development Plan 2014 - 2018 to the Australian Government Indigenous Advancement Strategy (IAS) programme streams and determined there was a high level of alignment.

Mid-Term Performance Review

In March 2015, the TSRA Board underwent a mid-term performance review. The review was conducted by an external consultant, MLCS Corporate. The final report containing the recommendations of the review will be considered by the Board at a performance workshop in September 2015.

Training and Education

The TSRA provides opportunity for Board members to undertake accredited training in the areas of governance, leadership or business. The qualifications of individual Board members are detailed in the section ‘Profiles of TSRA Board Members’. In March 2015, TSRA Board members completed training in workplace health and safety, delivered by an independent external trainer.

Executive Committee

The TSRA Board formed an Executive Committee in 2012 to assist the Chairperson to carry out his functions. The portfolio structure of the Executive Committee is aligned to the TSRA’s eight programmes. Executive meetings are held quarterly, immediately prior to each TSRA Board meeting. The TSRA Chairperson may call for additional Executive Committee meetings should they be required.

The TSRA Executive Committee’s objectives are:

to ensure that policies and future directives are made in accordance with the Aboriginal and Torres Strait Islander Act 2005 (Cth), the PGPA Act and other relevant legislation

advocate for improved outcomes in the Torres Strait region

represent the views of the TSRA on internal and external committees

assist the TSRA Chairperson to communicate to Torres Strait communities government policies and TSRA decisions and achievements as they relate to the Executive Committee’s portfolio responsibilities.

TSRA Executive Committee Members

The 2014 - 2015 TSRA Executive Committee members and their portfolio responsibilities are shown in Table 4-3.

Table 4-3:
Membership of the 2014 - 2015 Executive Committee

Beach fishing, Mer Island.

TSRA Executive Committee Meetings

In 2014 - 2015, the TSRA Executive Committee met four times, as shown in Table 4-4.

Table 4-4:
Executive Committee Meeting Dates and Apologies

Attendance at TSRA Executive Committee meetings is shown in Table 4-5.

Table 4-5:
Executive Committee Meeting Attendance

Other Boards and Committees

Programme Steering Committee

The TSRA has established a Programme Steering Committee (PSC) to monitor the performance of its programmes and operations. TSRA programmes manage projects and ongoing activities contributing to the outcomes outlined in the Torres Strait Development Plan 2014 - 2018 and the Torres Strait and Northern Peninsula Area Regional Plan 2009 - 2029.

The PSC consists of the TSRA’s Chief Executive Officer, programme managers, project managers and the Chief Financial Officer. The PSC meets quarterly and also when required to consider specific project risks and issues. The PSC considers programme resources and ensures that strategies and operational activities align with the TSRA’s overall outcomes.

Torres Strait Coastal Management Committee

The role of the Torres Strait Coastal Management Committee (TSCMC) is to develop and support the implementation of a strategic coordinated approach to dealing with disaster mitigation, coastal erosion, inundation, climate change and associated long-term coastal planning issues in the Torres Strait through collaboration with all parties and to provide a pathway for local government councils to address climate change coastal issues on their islands.

The key deliverable by this committee was the Torres Strait Climate Change Strategy 2014 - 2018: Building Community Adaptive Capacity and Resilience, released in July 2014.

The TSRA’s membership of the TSCMC is shown in Table 4-6.

Table 4-6:
Membership of the Torres Strait Coastal Management Committee

The TSCMC did not meet in 2014 - 2015. The Board mid-term review identified that this committee should be reviewed and if no longer required should be closed. This recommendation will be considered by the Board during a performance workshop in September 2015.

Member for Poruma discussing resort project with TSRA Chair and staff.

Advisory Committees

Advisory committees are those committees established under section 142M of the Aboriginal and Torres Strait Islander Act 2005. The TSRA has one advisory committee, the TSRA Audit Committee.

Audit Committee

The TSRA is required to have an audit committee under section 45 of the PGPA Act. The TSRA Board is responsible for the appointment of the Audit Committee to provide independent advice and assistance to the TSRA Board on the risk control and compliance frameworks as well as the TSRA’s external accountability responsibilities.

The Audit Committee consists of four members. The Chairperson of the audit committee is an independent member from the accountancy company ShineWing Australia (previously Moore Stephens Melbourne). The Chairperson of the Audit Committee provides technical expertise and experience and advice on best practice accounting and auditing standards in the public sector. The Chairperson can request special meetings of the TSRA Audit Committee.

Membership

The membership of the audit committee during 2014 - 2015 is shown in Table 4-7.

Table 4-7:
Audit Committee Members

Meeting dates

The audit committee met four times in 2014 - 2015, as shown in Table 4-8.

Table 4-8:
Audit Committee Meeting Dates and Apologies

Attendance

Members’ attendance at Audit Committee meetings is shown in Table 4-9.

Table 4-9:
Attendance at Audit Committee Meetings

Poruma temporary erosion protection.

Enabling
Functions

Information Management and Technology

In 2014 - 2015, improvements were made to various business-critical information and communications technology (ICT) services across the organisation. As part of the scheduled infrastructure maintenance plan, hardware was purchased to replace the server and storage infrastructure in both data centres located on Thursday Island. Basic implementation has been completed and extensive testing is currently underway prior to migrating production data and services across to the new hardware.

A planned replacement of multifunction printers was initiated, with 24 printers replaced across all TSRA offices. These machines had reached the end of their planned service life. This work was a precursor to a major upgrade in print management infrastructure software, scheduled for 2015 - 2016, to improve reporting and accounting of print consumables across the organisation.

Purchasing was completed for a comprehensive ranger VHF radio solution. This included negotiation of special licensing exemptions with the Australian Communications and Media Authority to allow ranger vessels to act as mobile coordination centres for combined land / sea ranger operations. Testing of the fully installed solution and training is scheduled to be completed in 2015 - 2016.

Hardware was purchased to replace one third of the TSRA’s desktop computers in 2015 - 2016, as the first tranche of a planned replacement of aging desktop hardware. The development of a Windows 8 Standard Operating Environment is complete and is in final testing prior to the rollout of the new hardware.

Work is progressing on the Telstra mobile network expansion project, with the TSRA committing funds to purchase critical hardware for the solution. This initiative will improve telephone and data communications across the region and will benefit all agencies in all levels of government as well as community members. Funding to complete this project is being sought. A number of departments and agencies have expressed interest in assuring the success of the project.

Environmental Sustainability

Section 516A of the Environment Protection and Biodiversity Conservation Act 1999 (Cth) (EPBC Act) requires Australian Government organisations to detail their environmental performance and contribution to ecologically sustainable development (ESD). Table 4-10 provides an overview of the TSRA’s environmental activities and operations in relation to section 516A of the EPBC Act.

Table 4-10:
Compliance with the EPBC Act, Section 516A (Environmental Reporting)

Risk Management

The TSRA has standardised its processes for the identification, documentation and management of risks and issues. All TSRA projects and managed activities include risk assessments as part of the project planning and approval process. The TSRA’s management of risk is a continuous cycle (Figure 4-2) involving a systematic process to maintaining risk within an acceptable level.

Figure 4-2:
TSRA Risk Management Process

TSRA Deputy Chair with Gab Titui Indigenous Arts Award winner Ms Nancy Kiwat.

Risk Identification

Risk identification involves identifying the issues that are likely to negatively impact on the achievement of the TSRA’s goals, as set out in Section 2. This includes identifying:

political and strategic risks

programme delivery risks

operational support risks.

Risks are identified by:

an annual risk management workshop attended by the TSRA’s Management Group (top down approach)

completion of individual risk assessments at the programme / project level (bottom up approach)

audits and assessments conducted by internal and external audit functions.

Risk assessment includes the process of determining the:

likelihood of a risk occurring

consequence or impact of the risk occurring.

Risk Appetite

The TSRA is a custodian of the Australian Government’s investment in the future prosperity of the Torres Strait region. Therefore, the TSRA seeks to balance its risk position between:

investing in activities that may drive substantial growth in the region

the need to remain a stable organisation with the capacity to continue to work for the community into the future.

Therefore, the TSRA’s risk appetite is necessarily around the middle of the risk-taking spectrum. Depending on the results from year to year and on community needs, the TSRA may choose to increase or decrease its appetite for higher risk activities.

The TSRA:

accepts a higher risk appetite when approving a new system or process that offers greater processing capacity and efficiencies

accepts a moderate risk appetite for programme outcomes that are aimed at contributing to the regional goals

accepts a low risk appetite for significant breaches of security or unauthorised access to confidential records

accepts a very low risk appetite for risks that would result in physical or mental harm to staff and the environment.

Risk Mitigation

Risk mitigation (or risk reduction) involves developing actions or plans to reduce the risk to an acceptable level. All mitigation steps are assigned an owner and timeframe.

Risk Monitoring

All TSRA employees are expected to identify and manage risks that are within their control.

The members of the TSRA’s management group are responsible for:

incorporating suitable risk management activities into business planning (by completing risk assessments at the programme / project levels)

ensuring that risk management processes are implemented

ensuring that risk mitigation actions are followed.

The TSRA’s risk management system is:

dynamic – by being responsive to change and assisting corporate learning and continuous improvement

systematic – by being rigorous, transparent and explicit and taking into account stakeholder perspectives

integrated and embedded – in so far as practicable, by reviewing established management planning, decision-making and reporting processes.

The risk management system is based on the better practice principles and processes outlined in AS/NZS ISO 31000:2009 Risk Management – Principles and Guidelines.

Accountability

External Scrutiny

The TSRA is a Corporate Commonwealth entity and a portfolio body of the Department of the Prime Minister and Cabinet. The TSRA is accountable to the Parliament of Australia and the Minister for Indigenous Affairs.

The Auditor-General is the TSRA’s external auditor. The audit of the TSRA’s financial statements is conducted in accordance with an audit strategy agreed to by the Auditor-General and the TSRA. The 2014 - 2015 audit was conducted in August 2015. A copy of the Independent Auditor’s report, including the Auditor’s Opinion, is provided as part of the Financial Statements in Section 5 of this Annual Report.

Fraud Control

The TSRA has implemented a fraud control framework in accordance with the Commonwealth Fraud Control Framework 2014. No incidences of fraud were detected in 2014 - 2015.

Internal Audit

The TSRA Audit Committee is assisted in the internal audit function by an external contractor, PDM Consultancy. PDM Consultancy is responsible for implementing the TSRA’s internal audit programme, which aims to provide assurance that the TSRA is managing key risks effectively and efficiently, and that it is complying with regulatory requirements and policies.

Compliance Report

In accordance with section 19 of the PGPA Act, the TSRA provided the Finance Minister and the Minister for Indigenous Affairs with a letter from the TSRA directors. The letter advised that the TSRA had:

complied with the provisions and requirements of the PGPA Act

complied with the PGPA Rules as amended from time to time.

Indemnities and Insurance Premiums for Officers

The TSRA indemnifies current and former directors and staff members against liability or costs incurred in connection with any claim brought against them as a result of, or in connection with, their appointment to any office or position in the TSRA. The TSRA holds directors’ and officers’ liability insurance cover through Comcover, the Australian Government’s self-managed fund. As part of its annual insurance renewal process, the TSRA reviewed its insurance coverage in 2014 - 2015 to ensure it remained appropriate for its operations.

In 2014 - 2015, no indemnity-related claims were made, and the TSRA knows of no circumstances likely to lead to such claims being made.

The cost of directors’ and officers’ indemnity insurance for 2014 - 2015 was $10,051.55.

Directors’ Interests Policy

In accordance with the PGPA Act and the PGPA Rule 2014, the TSRA Board has a policy and process to manage all direct and indirect conflicts of interest, including a register of all directors’ pecuniary interests and a requirement that directors make a formal declaration of their interests at each TSRA Board meeting. The declarations are recorded in the minutes of the meeting, available to all communities through their elected TSRA Board members. The pecuniary interest processes applies to all governance committees of the TSRA.

Human Resources

The TSRA’s employees are located at TSRA facilities on Thursday Island, and throughout the island communities of the Torres Strait. A small TSRA office in Cairns continues to be used to increase TSRA’s capacity to attract people with skills and experience not available in the Torres Strait.

The TSRA’s Workforce Strategy complements the Torres Strait Development Plan 2014 - 2018 and sets the strategic direction for supporting and developing our workforce.

Workplace Agreement

All TSRA staff continue to operate under the TSRA Enterprise Agreement 2011 - 2014. The terms and conditions of employment are set out in this agreement which, while designed to end on 30 June 2014, will remain in effect until replaced by a future agreement. As at 30 June 2015, the next TSRA Enterprise Agreement was still being negotiated. The salary ranges for staff covered under the Enterprise Agreement range from $42,334 for an APS level 1 staff member to $130,164 for an EL2 staff member These rates were effective from 16 October 2013.

Payroll and Leave Records

The human resources and payroll company Frontier Software Pty Ltd provides payroll software to the TSRA to facilitate in-house payroll.

Learning and Development

The TSRA’s employees attended internal and external learning and development courses throughout 2014 - 2015. This included programme and project management training, career development training, cultural awareness training, fraud awareness training, accredited relevant university studies and various other learning and development courses. In addition, mentoring and coaching was also provided to various staff.

As part of their induction, all new TSRA employees complete the Australian Public Service Commission’s on-line induction programme.

The TSRA Performance Development Programme informs the learning and development needed by staff and supports them in achieving the best outcomes possible for them as TSRA employees and as people.

Work, Health and Safety Management Arrangements

The TSRA fulfilled its responsibilities under the Work Health and Safety Act 2011 (Cth) in 2014 - 2015.

The TSRA has a Work Health Safety Management System. There were six notifications made to Comcare during the year arising from undertakings by the TSRA requiring giving notice under the Work Health and Safety Act.

There were no investigations conducted during the year relating to undertakings carried out by the TSRA and there were no notices given to the TSRA during the year under the Comcare legislation. Comcare has reviewed the workings of the Work Health Safety Management System during a site visit in 2014 - 2015.

The TSRA’s Work Health and Safety Committee comprises TSRA staff and managers who are responsible for developing and implementing strategies to protect employees from risks to their health and safety. The Work Health and Safety Committee works cooperatively to manage all the TSRA’s occupational health and safety policy and operational matters. Employees are informed of current issues and receive occupational health and safety publications from Comcare and other sources when available. The TSRA has trained employees who undertake duties as first-aid officers, fire wardens and occupational health and safety representatives.

Workplace Health

The TSRA has an active early intervention and injury management strategy in place and continues to use occupational therapy services to provide ergonomic support, advice and case management services. On-site flu vaccinations and a healthy lifestyle reimbursement of up to $200 per year are also available to employees.

The TSRA has a Preventing Bullying and Harassment Policy and two trained harassment contact officers are available to provide employee support. The TSRA engages lngeus Australia Pty Ltd trading as Assure Programs to provide Employee Assistance Programme services to all employees where required.

Workplace Diversity

The TSRA is committed to supporting a culture of equity, inclusion and diversity, and to ensuring that its workforce is representative of the broader community. The TSRA upholds the Australian Public Service Values and strives to provide a workplace that is free from discrimination and that recognises the diversity of the Torres Strait Islander and Aboriginal communities that it serves. All TSRA staff receive up-to-date information on key developments in human resources, including developments in equal employment opportunity (EEO), harassment free workplaces and workplace diversity. Employees can also access publications from the Australian Public Service Commission and other related agencies.

A range of statistical information is collected during the recruitment of TSRA staff and is available to the Australian Public Service Commission on request.

Workplace Consultative Arrangements

The TSRA fosters and promotes workplace consultation through regular management, programme area and staff meetings. In addition, the TSRA conducts regular meetings with staff representatives on the Workplace Consultative Committee. As appropriate, management consults with employees on:

major workplace changes

the development of guidelines and policies applying to employment conditions

the development and implementation of an Enterprise Agreement.

Privacy

The Australian Information Commissioner did not issue a report on the TSRA under section 30 of the Privacy Act 1988 (Cth) and no personal privacy complaints were made against the TSRA during the reporting period. The TSRA’s privacy policy has been reviewed to comply with the privacy law reform.

Staffing Profile

Tables 4-11 and 4-12 provide information on the TSRA’s employee numbers and classifications as at 30 June 2015.

Table 4-11:
Staff Profile at 30 June 2015, by APS Level

Table 4-12:
TSRA Staff Profile at 30 June 2015, by EEO Group

Other Reportable Matters

Changes to Disability Reporting in Annual Reports

Since 1994, Commonwealth departments and agencies have reported on their performance as policy adviser, purchaser, employer, regulator and provider under the Commonwealth Disability Strategy. In 2007 - 2008, reporting on the employer role was transferred to the Australian Public Service Commission’s State of the Service Report and the APS Statistical Bulletin. These reports are available at www.apsc.gov.au. From 2010 - 2011, departments and agencies are no longer required to report on these functions.

The Commonwealth Disability Strategy has been replaced by the National Disability Strategy 2010 - 2020 which sets out a ten year national policy framework to improve the lives of people with disability, promote participation and create a more inclusive society. A high level two-yearly report will track progress against each of the six outcome areas of the strategy and present a picture of how people with disability are faring. The National Disability Strategy Reports are published on the Department of Social Security web site: at www.dss.gov.au.

The Social Inclusion Measurement and Reporting Strategy agreed by the Australian Government in December 2009 will also include some reporting on disability matters in its regular How Australia is Faring report and, if appropriate, in strategic change indicators in agency annual reports.

Exemption from Commonwealth Authorities (Annual Reporting) Orders

The Finance Minister has not granted any written exemption to the TSRA from any requirement of the Commonwealth Authorities (Annual Reporting) Orders 2011, thus the TSRA has not relied upon any exemption from the Finance Minister from any requirement of Commonwealth Authorities (Annual Reporting) Orders 2011 in the preparation of this report.

Freedom of Information

Agencies subject to the Freedom of Information Act 1982 (Cth) (FOI Act) are required to publish information to the public as part of the Information Publication Scheme (IPS). This requirement is in Part II of the FOI Act and has replaced the former requirement to publish a Section 8 statement in an annual report. An agency plan showing what information is published in accordance with the requirements is available at www.tsra.gov.au/media-and-publications/information-publication-scheme/tsra-information-publication-scheme-agency-plan.

Property Management

The TSRA has a property portfolio which includes office accommodation at three sites on Thursday Island; the Gab Titui Cultural Centre; and residential accommodation, consisting of 53 houses and apartments. The TSRA also owns and maintains the Green Hill Fort. The Green Hill Fort is a listed place on the Commonwealth Heritage list. In addition, the TSRA has a fleet of vehicles and vessels – most of which are located on outer island communities in the Torres Strait as part of the TSRA ranger programme.

Schedules for regular maintenance of property and assets are in place and these works are contracted out to appropriate tradespeople. Ongoing repairs and maintenance have been carried out in a way that considers our obligations to environmental sustainability, meets government procurement guidelines and supports Indigenous and local businesses.

Renovations to residential property were carried out, in line with the TSRA five year maintenance programme.

In 2014 - 2015, a medium works project, approved by the public works committee, was underway for an 18-dwelling residential development on Clark Street on Thursday Island. The construction of this housing is expected to reduce the TSRA’s reliance on rental accommodation and provide longer term financial benefits for the TSRA.

Purchasing Policy

The current version of the TSRA’s Procurement and Contracts Policy was issued on 19 December 2012. The TSRA’s procurement practices are based on the principles of:

value for money

open and effective competition

ethical fair dealing

managing risk and accountability.

Disclosure of Sacred Matters

In accordance with section 144ZB(4) of the Aboriginal and Torres Strait Islander Act 2005 (Cth), the TSRA Annual Report 2014 - 2015 does not disclose any matters known to the TSRA to be held sacred by Torres Strait Islanders or Aboriginal people.

Poruma Jetty.

Section five

Financial Reports

Financial
Statements

Independent Audit Report 174

Statement by the Accountable Authority, Chief Executive and Chief Financial Officer 176

Statement of Comprehensive Income 178

Statement of Financial Position 179

Statement of Changes in Equity 180

Cash Flow Statement 181

Schedule of Commitments 182

Note 1:    Summary of Significant Accounting Policies 184

Note 2:    Events After the Reporting Period 191

Note 3:    Expenses 192

Note 4:    Income 194

Note 5:    Fair Value Measurements 195

Note 6:    Financial Assets 197

Note 7:    Non-Financial Assets 199

Note 8:    Payables 201

Note 9:    Provisions 202

Note 10:  Cash Flow Reconciliation 203

Note 11:  Contingent Assets and Liabilities 204

Note 12:  Senior Executive Personnel Remuneration 205

Note 13:  Related Party Disclosures 206

Note 14:  Remuneration of Auditors 208

Note 15:  Financial Instruments 209

Note 16:  Financial Assets Reconciliation 213

Note 17:  Assets Held in Trust 214

Note 18:  Reporting of Outcomes 215

Note 19:  Budgetary Report and Explanations of Major Variances 216

Notes to and
forming part of the financial statements

Note 1:    Summary of Significant Accounting Policies 184

Note 2:    Events After the Reporting Period 191

Note 3:    Expenses 192

Note 4:    Income 194

Note 5:    Fair Value Measurements 195

Note 6:    Financial Assets 197

Note 7:    Non-Financial Assets 199

Note 8:    Payables 201

Note 9:    Provisions 202

Note 10:  Cash Flow Reconciliation 203

Note 11:  Contingent Assets and Liabilities 204

Note 12:  Senior Executive Personnel Remuneration 205

Note 13:  Related Party Disclosures 206

Note 14:  Remuneration of Auditors 208

Note 15:  Financial Instruments 209

Note 16:  Financial Assets Reconciliation 213

Note 17:  Assets Held in Trust 214

Note 18:  Reporting of Outcomes 215

Note 19:  Budgetary Report and Explanations of Major Variances 216

Corporate Team.

Poruma sewage pumping station inspection.

Section six

Appendices

Appendix 1:
Organisational
Structure

Figure 6-1:
Torres Strait Regional Authority Structure

Appendix 2:
Advertising and
Market Research

The TSRA advertises all ongoing vacancies and non-ongoing vacancies which exceed 12 months duration using the Online Australian Public Service Jobs and SEEK websites, as well as other selected national advertising. The TSRA uses the Australian Government’s preferred supplier AdCorp Australia Ltd National to advertise tenders and recruitment notices.

The TSRA also uses Far North Queensland region-based print media for advertising job vacancies, publishing media releases and tenders and for distributing the TSRA community newsletters, in line with the Commonwealth Procurement Rules.

The TSRA did not conduct any advertising campaigns or make payments to market research, polling, direct mail or media advertising organisations in 2014 - 2015.

Appendix 3:
Details of Grants

Table 6-1:
Details of Grants

Appendix 4:
Details of Consultants

Table 6-2:
Details of Consultants

Masig school garden.

Appendix 5:
Compliance with Australian Government Statutes and Policies

Under the Commonwealth Authorities (Annual Reporting) Orders 2011, Schedule 1, Clause 12, the TSRA is required to provide particulars of:

directions issued by the responsible Minister, or other Minister, under the enabling legislation of the TSRA or other legislation

general policies of the Australian Government that were notified to the TSRA before 1 July 2008 under section 28 of the Commonwealth Authorities and Company Act 1997 and which continue to apply to the TSRA

government policy orders that apply to the TSRA under section 22 of the Public Governance, Performance and Accountability Act 2013.

Table 6-3:
Compliance with Australian Government Statutes and Policy

Appendix 6:
Explanation of
Programme Budget Variance

This appendix references the appropriation programme expenditure 2014 - 2015 Table 2-12 on page 27 and provides additional information on the reason for the variances for each programme area’s expenditure as compared to budget allocations.

During 2014 - 2015, the TSRA operated under a programme structure which was focused on the delivery of outcomes and realisation of measurable benefits against the Torres Strait and Northern Peninsula Area Regional Plan 2009 - 2029 and the Torres Strait Development Plan 2014 - 2018.

The 2014 - 2015 actual programme spend from appropriation totalled $55.238 million compared to a budget allocation of $55.537 million, resulting in a variance of $0.299 million or 0.54 per cent.

In the main, the variances can be attributed to changes in project phasing between financial years or under-expenditure in the grants projects due to the number of applications which are approved following the assessment process. The notes to Table 6-4 provide reasons for variances greater than two per cent between budget and actual.

The following programmes recorded variances between budget and actual.

Table 6-4:
Programme Budget Variance, 2014 - 2015 (unaudited)

Economic Development Summit participants.

Masig Beach.

Section seven

Compliance Index

Commonwealth
entity

This Annual Report is prepared in accordance with the Aboriginal and Torres Strait Islander Act 2005 (Cth) and the Public Governance, Performance and Accountability Act 2013 (Cth) (PGPA Act).

As a Commonwealth entity, the TSRA is also required to prepare an Annual Report in accordance with:

requirements as set out in the Commonwealth Authorities (Annual Reporting) Orders 2011, with variations as set out in section 7AB of the Public Governance, Performance and Accountability (Consequential and Transitional Provisions) Rule 2014

requirements of other legislation, namely the Commonwealth Electoral Act 1918 (Cth), the Environment Protection and Biodiversity Conservation Act 1999 (Cth), the Freedom of Information Act 1982 (Cth) and the Work Health and Safety Act 2011 (Cth).

Table 7-1 details the reporting requirements and provides the location of the relevant information within this Annual Report.

Any enquiries relating to this compliance Index can be directed to the TSRA by phone on (07) 4069 0700 or (toll free) 1800 079 093, or by email to info@tsra.gov.au.

Table 7-1:
Tsra Compliance Index

Saibai cemetery erosion protection works.

Section eight

Tables and Figures

Abbreviations

Subject Index

Tables and
Figures

Tables

Participants in the TSRA’s inaugural Women’s Leadership Programme present to the Minister for Indigenous Affairs, Senator the Hon Nigel Scullion.

Figures

Abbreviations

Finfish action plan consultations, Iama.

Index

A

Abednego, John, 150

Aboriginal and Torres Strait Islander Act 2005

and disclose of sacred matters, 171

and Torres Strait Development Plan, 17, 132

and TSRA, 132, 133, 134

advisory committees, 158

Board, 139, 151

ministerial appointments, 135

ministerial directions, 134

Aboriginal and Torres Strait Islander Commission Act 1989, 132

Aboriginal and Torres Strait Islander Legal Service (Queensland), 110, 113

Aborigines and Torres Strait Islanders (Land Holding) Act 1985 (Qld), 90

accountability, 166

adaptation planning and implementation, 62

AdCorp Australia Ltd National, 225

advertising and market research, 225

Ah Mat, Richard, 7

Ailan Kastom, 34, 70, 108, 120–21

Ailan Kreation, 112

air travel costs, xv

Alternate Deputy Chairperson, 132

alternative energy project, xiii, 62

Aniba, Chelsea, 149

appropriation programme expenditure see programme expenditure

artists 6, 22, 32, 33, 35

arts development programme, 32

Arts Law Centre of Queensland, 22, 35

Assistance with Tertiary Education Scheme, 72

Associations Incorporation Act 1981 (Qld), 113

Assure Programs see Ingeus Australia Pty Ltd (trading as Assure Programs)

Attorney-General’s Department, 110

Indigenous Legal Assistance Programme, 113

Audit Committee, 158–59

and audit recommendation tracking and status reports, 72

and internal audit, 166

meetings, 72, 159

members, 158

review by MLCS Corporate, 4

Auditor-General

and external audit, 166

Aurora Foundation

and TSRA, 25

Aurora Project

and legal internships, 95

Australian Aboriginal and Torres Strait Islander Health Survey, 130

Australian Bureau of Statistics

and regional statistics, 126

Australian Communications and Media Authority, 161

Australian Customs and Border Protection Service, 4

Australian Electoral Commission, 139

Australian Fisheries Management Authority

and fisheries data, xv

and representation at PZJA forums, 51

Australian Government Indigenous Advancement Strategy, 153

Australian Government statutes and policies

compliance with, 234

Australian Institute of Aboriginal and Torres Strait Islander Studies (AIATSIS)

study of gender imbalance on elected bodies, vii

and TSRA, 25

Australian Maritime College, 46

and Torres Strait Maritime Pathways Project, viii–ix

Australian Maritime Safety Authority

and Torres Strait Marine Safety Programme, 113

and Torres Strait Maritime Pathways Project, viii–ix

Australian Public Service Commission

on-line induction programme, 167

State of the Service Report and the APS Statistical Bulletin, 170

Australian Public Service Diversity Awards, 12

Australian Public Service Values, 168

Australian Rural Leadership Foundation, 11, 74

and Torres Strait Women’s Leadership Programme, vii, 74

Australian Rural Leadership Programme, 11, 72, 74

Australian Workplace Agreements, 95

B

Badu community

and Ensuring a Strait Start project, 110

Badu Island

biodiversity surveys of, 62

Indigenous Land Use Agreement, 23

infrastructure upgrades, 111

Badulgal People

and Torres Strait Regional Sea Claim Part B, 5

Bamaga

community consultation and engagement, 72

bêche-de-mer fishery

map, 56–57

ownership, 6, 24

case study, 58

Bedford, Kenny, 11, 143

biodiversity conservation

Indigenous Protected Areas and, 68

biodiversity management and planning, 62

‘Bipotaim: Torres Strait Islander culture before settlement’ exhibition, 33

Board, 132

appointments, 139

ethics, 153

functions, 139

and Indigenous Advisory Council, 7

meetings, 72, 151–52

review by MLCS Corporate, 4

support, 72

Board Charter, viii, 4, 153

Board members, 139

executive coaching, 153

high-level engagement, 24

induction, 153

profiles, 140–50

training and education, 153

Board Members Code of Conduct, 153

Board Strategic Workshop, 4–5, 72, 153

boating safety, 113

Boigu community

and Ensuring a Strait Start project, 110

and healthy communities workshops, 102

and Strait Smile programme, 100

Boigu Island, 4

and adaptation planning and implementation, 62

seawalls and landfill renovation projects, 100

tidal gauge, 26

Building Community Adaptive Capacity and Resilience, 157

bullying and harassment, 168

Bureau of Meteorology, 64

business funding support (loans), 42

business loans, 20

Business Mentoring Support, 20, 42

business training, 20

C

Cairns Indigenous Art Fair, 32

Caring for Country programme, vii, 11

Centrelink, x

Chairperson, 132, 139, 151

executive assistance for, 72

Chairperson’s message, 4–7

Charter of Representation, Performance and Accountability, 153

Chief Executive Officer, 132

Chief Executive Officer’s message, 9–13

Climate Change Strategy, 64

Closing the Gap in Indigenous Disadvantage, 121

COAG Building Blocks, xi, 122–23, 125

COAG targets, 121–22, 126

Colbeck, Senator the Hon Richard, 7

Comcare, 167

Comcover, 166

Commonwealth Authorities and Companies Act 1997, vii, 4, 72, 153, 234

Commonwealth Authorities (Annual Reporting) Orders, 234

exemption from, 170

Commonwealth Disability Strategy, 170

Commonwealth Fraud Control Framework, 166

Commonwealth Procurement Rules, 225

communication services, 13

community capacity building grants, 111

community consultations, x, 4, 72

Community Development Employment Projects participants

and Centrelink, x

and Income Support Payments, 42

Community Development Programme, 3

and My Pathway, 107

and Remote Jobs and Communities Programme, 42

Community Economic Initiatives Scheme, ix

review of, 42

community engagement, ix–x, 4, 72

Community Enterprises Initiative Scheme, 10

community events

TSRA-funded, 113

community gardens, 64, 101

community health projects, 100

community horticulture projects grants, 101

Community Legal Education Officer, 110

community safety partnerships, 110

community safety projects grants, 110

community-driven cultural heritage projects, 35

compliance officer, vii

compliance report, 166

compliance with Australian Government statutes and policies, 234

conflicts of interests, 166

consultancies

Native Title Office, 96

consultants, 230–33

copyright, 22, 35

corporate governance and accountability, 137–71

Corporations (Aboriginal and Torres Strait Islander) Act 2006, 90, 92

Council of Australian Governments (COAG)

and Closing the Gap in Indigenous Disadvantage, xi, 121–23, 125, 126

cultural maintenance, 6

case study, 38

Cultural Maintenance Exhibition, 38

cultural maintenance programme, 32

cultural orientation sessions, 32

Cultural Policy, 32

cultural practitioners, 22, 35

Cultural Protocols Guide, 12, 32

culture, art and heritage grants, 32

Culture, Art and Heritage Programme, 30–38

additional programme specific performance indicators, 34–35

and copyright and intellectual property rights, 22

external funding expenditure, 31

programme deliverables, 30

programme expenditure, 27, 31

programme budget variance, 235

programme goal, 30

programme map, 36–37

programme objectives, 30

programme performance, 32–33

regional goal, 30

Torres Strait Development Plan Outcomes, 31

D

dance strategy, 32

Darwin Festival, 32

Dauan Island, 4

de Mamiel, Chris, 135

decision-making

engagement of elected Torres Strait Islander and Aboriginal leaders in, 24

Deeds of Grant in Trust (DOGIT), xiv

transfer, 82, 84

Department of Foreign Affairs and Trade, 4, 7

Department of Immigration and Border Protection, 4

Department of Social Security, 170

Department of the Prime Minister and Cabinet, 25

Deputy Chairperson, 132

Development Plan see Torres Strait Development Plan 2014 - 2018

Directors

indemnities and insurance premiums for, 166

Directors’ Interests Policy, 166

disability reporting in Annual Reports

changes to, 170

disaster management, 110

disclosure of sacred matters, 171

dugong management, vii, 24, 63

E

early intervention and injury management strategy, 168

ecologically sustainable development, 161–63

economic development forums, 10–11

Economic Development Investment Strategy, 42

Economic Development Programme, 40–47

additional programme specific performance indicator, 43

and employment opportunities, 3

programme deliverables, 40

programme expenditure, 27, 41

programme budget variance, 235

programme goal, 40

programme map, 44–45

programme objectives, 40

programme performance, 42–43

regional goal, 40

and subsidised home loans, 11

Torres Strait Development Plan Outcomes, 41

economic development strategy, 10

economic development summits, 5

Ecotourism Australia, 5

education

statistics, 128–29

Effective Governance, viii, 5

elected Torres Strait Islander and Aboriginal leaders

engagement in policy development and decision-making, 24

Elu, Joseph, 140

and bêche-de-mer fishery licence, 58

and Mabo lecture, 83

see also Chairperson

emergency position-indicating radio beacons, 113

Employee Assistance Programme, 167

employment, viii–ix, x, 3, 43

opportunities, 12

statistics, 128

from training to, 46–47

enabling functions, 161–71

Endeavour Strait, 120

Ensuring a Strait Start project, 110

enterprise agreement see TSRA Enterprise Agreement 2011 - 2014

Environment Protection and Biodiversity Conservation Act 1999, 161

environmental education officer project, 62

environmental health infrastructure, 26

environmental impacts of operations, 163

Environmental Management Committee, 7

Environmental Management Programme, 60–68

additional programme specific performance indicators, 64

and ecologically sustainable development, 162

and ‘Junior Ranger’ project, 3

programme deliverables, 60

programme expenditure, 27, 61

programme budget variance, 235

programme goal, 60

programme map, 66–67

programme objectives, 60

programme performance, 62–63

regional goal, 60

and sustainable horticulture project, x

Torres Strait Development Plan Outcomes, 61

environmental reporting, 161–63

Ephraim Bani Gallery, 38

Equal Employment Opportunity groups, 95

Ergon Energy

and alternative energy project, 62

and renewable energy, 64, 162

Erub community

and Ensuring a Strait Start project, 110

and healthy communities workshops, 102

and Strait Smile programme, 100

‘Evolution: Torres Strait Masks’ exhibition, 32, 38

Executive Committee, 154–56

meetings, 72, 156

members, 154

objectives, 154

review by MLCS Corporate, 4

external audit, 72, 166

external scrutiny, 166

F

Federal Court of Australia

and Mer native title compensation, 82

and PBCs, 90, 92

and Torres Strait Regional Sea Claim Parts A and B, 5, 82

Fell, Keith, 146

financial outlook, 13

financial reports, 173–220

financial statements, 177–220

finfish fishery

capacity building, 50

development of action plan for, 50

and leasing of sunset fishing licences, xiii

ownership, vii

participation in, xiii

quota management, 50

Finfish Fishery Action Plan, xiii

fisheries

catches, 21, 52

ownership, vii, xiii, 6, 21, 24, 49, 50, 91

fisheries communications, 50

fisheries data, xv, 21, 52

fisheries legislation

changes to, 84

fisheries management framework, 50

fisheries management workshops, 51

Fisheries Programme, 48–58

additional programme specific performance indicators, 52

and fisheries data, xv

and ownership, vii, 21

and participation in commercial fishing, 21

programme deliverables, 48

programme expenditure, 27, 49

programme budget variance, 235

programme goal, 48

programme map, 54–55

programme objectives, 48

programme performance, 50–51

regional goal, 48

Torres Strait Development Plan Outcomes, 49

fisheries reform

Malu Lamar meeting and, 91

Fisheries Research and Development Corporation, 21

fisheries roadmap, xiii, 50

fraud control, 166

freedom of information, 170

Freedom of Information Act 1982, 170

freehold (land tenure), xiv, 90

Frontier Software Pty Ltd, 167

Fujii, Romina, 148

Future Acts, 25, 78, 80, 81

management of, 82

G

Gab Titui Cultural Centre, 22

and cultural maintenance programme, 32, 38

retail sales, 34

and support for local artists, 33

and Torres Strait Language Symposium, 6, 33

Gab Titui Cultural Centre touring exhibitions, 33

Gab Titui Indigenous Art Award, 32

gender imbalance on elected bodies, vii

geography, xiv, 120

Governance and Leadership Programme, 70–79

additional programme specific performance indicators, 74

and PBCs capacity-building grants, 92

and PBCs compliance, ix

programme deliverables, 70

programme expenditure, 27, 71

programme budget variance, 235

programme goal, 70

programme map, 76–77

programme objectives, 70

programme performance, 72–73

regional goal, 70

Torres Strait Development Plan Outcomes, 71

governance framework, 139–59

governance structure, 138

government engagement, xi

grant funding, 10

Culture, Art and Heritage Programme, 34

move of PBCs from to fee-for-service, vii, 25, 72, 78, 79

grants

community capacity building, 111

community horticulture projects, 101

community safety projects, 110

culture, art and heritage, 32

details of, 226–29

learning initiatives, 110

PBCs capacity-building, 92

Prince of Wales Island water service project, 101

school attendance, 110

sport and recreation activities, 100, 103

Ugar community access infrastructure project, 102

Great Barrier Reef Marine Park Authority

and horticulture in schools, x

Gudang Yadhaykenu People

and Torres Strait Regional Sea Claim Part B, 5, 82

Gur A Baradharaw Kod Sea and Land Council, ix, 72

H

Hammond Island

community consultation and engagement, 72

infrastructure upgrades, 111

outdoor basketball court, 100

pavement and drainage works, 26, 111

hand collectables fishery, vii

health

statistics, 130

health promotion and community education projects, 102

Healthy Communities Programme, 3, 98–107

additional programme specific performance indicators, 103

programme deliverables, 98

programme expenditure, 27, 99

programme budget variance, 235

programme goal, 98

programme map, 104–5

programme objectives, 98

programme performance, 100–102

regional goal, 98

and sustainable horticulture project, 62

Torres Strait Development Plan Outcomes, 99

healthy communities workshops, 102

healthy food

access to, x 62, 103

High Court of Australia, 121

high frequency radios, 110

home loans, 11

home ownership, xiii, 11

Home Ownership Programme, 43

Horn Island, 120

see also Ngurapai Island

Horn Island Affordable Housing Project, 101, 103

Horn Island community

and Ensuring a Strait Start project, 110

horticulture, x, 62, 101, 162

horticulture in schools programme, x, 162

housing tenure

statistics, 130

human resources management, 167–69

Native Title Office, 95

I

Iama community

and Ensuring a Strait Start project, 110

and Strait Smile programme, 100

Iama Island, 4

seawalls and landfill renovation projects, 100

tidal gauge, 26

income

statistics, 129

indemnities and insurance premiums for officers, 166

Independent Auditor’s Report, 174–75

Indigenous Advancement Strategy, 3, 9, 72, 121

Indigenous Advisory Council, 7

Indigenous Art Awards, 6

Indigenous Art Code, 22

Indigenous Business Australia, 5

Indigenous Employment Strategy, 12

Indigenous Land Use Agreements, xiii, 23, 25, 78, 80, 81, 90, 93

see also Major Infrastructure Indigenous Land Use Agreement

Indigenous Legal Assistance Programme (Attorney-General’s Department), 113

Indigenous Protected Areas (IPAs), 62

case study see Torres Strait IPA project

information and communications technology (ICT) services, 161

Information Publication Scheme, 170

Information Publishing Scheme (TSRA), 122

infrastructure planning and upgrades, 111

Ingeus Australia Pty Ltd (trading as Assure Programs), 167

Integrated Planning Framework, 18–19

Integrated Service Delivery, x–xi, 17, 122

and community consultation, 4

community booklets, 72, 122

forums, 111

intellectual property rights, 22, 35

internal audit, 72, 166

‘Into Business Workshop’ project, 20, 42

invasive species management, 62

Islanders Board of Industry and Services, 101

J

Joint Advisory Council, 7

Joint Select Committee on Constitutional Recognition of Aboriginal and Torres Strait Islander Peoples, 7

judicial decisions and reviews, 135

‘Junior Ranger’ project, 3

K

Kaiwalagal region

dugong and turtle management plan, 63

Katter leases, xiv, 82, 90

Kaurareg Aboriginal people, 120

and native title, 121

and Torres Strait Regional Sea Claim Part B, 5, 82

Kaurareg Native Title Aboriginal Corporation

and Horn Island Affordable Housing Project, 103

Kaziw Meta College, 112

key performance indicators, 17, 20–27

Kubin

tidal gauge, 26

Kubin community

and Ensuring a Strait Start project, 110

music and dance CD/DVD, 33, 35

L

land and sea management strategy, 62

Land and Sea Management Unit

and Indigenous Protected Areas, 68

land tenure, xiv–xv

landfill renovation projects, 100

language preservation, 6, 33, 34

law enforcement partnerships, 110

leadership programmes, vii, 11, 73, 74

learning and development, 167

learning initiatives grants, 110

legal internships, 95

legal services, 110

legislative functions of the TSRA in its NTRB capacity, 93

letter of transmittal, xxi

lifeguard training project, 110

loans to business clients, 11, 42

Loban, Yen, 144

Local Government Act 2009 (Qld), 139

Lui, Getano, Jr, AM, 145

Lui, Kiwat, 149–50

Lui, Willie, 141

M

Mabo Day, 33

Mabo decision, 121

Mabo lecture, 83

Mabulag community

and Ensuring a Strait Start project, 110

Mabulag Island, 4

Indigenous Land Use Agreement, 23

McDonald Charter Boats, 47

Major Infrastructure Indigenous Land Use Agreement, 82

Major Infrastructure Programme management committee, 100

Major Infrastructure Programme Stage 4B (MIP 4B), 26

Major Infrastructure Programme Stage 5 (MIP 5), 26, 101

Maka, Sam, 142–43

Malu Lamar (Torres Strait Islander) Corporation

and changes to native title and fisheries legislation, 84

and Torres Strait Fisheries Working Group, 82, 91

and Torres Strait Regional Sea Claim Part A, 5, 12

maritime operational incidents, 113

maritime safety education

school-based

case study, 116

maritime safety incidents, 113

Maritime Safety Queensland

and Torres Strait Marine Safety Programme, 113

and Torres Strait Maritime Pathways Project, viii–ix

market research, 225

Marlin Australia, 113

Masig community

and Ensuring a Strait Start project, 110

music and dance CD/DVD, 33, 35

Masig Island, 4

Indigenous Land Use Agreement, 23

seawalls and landfill renovation projects, 100

masks, 32, 38

media and communications support, 72

Mer community

and Ensuring a Strait Start project, 110

and healthy communities workshops, 102

music and dance CD/DVD, 33, 35

and ranger vessel, 11

and Strait Smile programme, 100

Mer Gedkem Le Prescribed Body Corporate, vii, 79

Mer Island, 4

Indigenous Land Use Agreement, 23

infrastructure upgrades, 111

native title, 121

and native title compensation, 82

Shadow Fitness Programme on, 100

Meriam people

native title, vii, 121

mid-term performance review, viii, 4, 153

ministerial appointments, 135

ministerial directions, 134

MLCS Corporate, viii, 4, 153

mortality rate, 130

Mosby, Hilda, 146

Mualgal People

and Torres Strait Regional Sea Claim Part B, 5

Mundine, Warren, 7

Mura Badulgal Prescribed Body Corporate, vii, 79

Mura Kosker Sorority, 3, 111, 112, 113

Muralag Island, 4

see also Prince of Wales Island

Murray Island see Mer Island

Music and Dance Audit, 33, 35

Music and Dance Audit project, 22

music and dance CD/DVD, 33, 35

music and dance preservation, 6

music strategy, 33

MV Elizabeth II, 46

My Pathway, 107

N

Naghir Island

native title claim, 82

National Disability Strategy, 170

National Indigenous Reform Agreement service delivery principles, 70, 71

National Maritime Safety Authority of Papua New Guinea, 113

National Museum of Australia, 6, 32, 33

National Native Title Conference, 83

National Reserve System, 68

native title, xiv

history, 121

PBCs and, 25, 90

Native Title Act 1993, 121

functions of Native Title Representative Bodies under, 93, 132

and keeping native title holders informed, 90

and PBCs, 25, 81

TSRA NTRB function under, 92

native title claims and determinations, vii, 23

Naghir Island, 82

see also Torres Strait Regional Sea Claim

native title compensation, 82

native title legislation

changes to, 84, 90

Native Title Office

consultancies, 96

and Future Acts, 82

human resources management, 95

and Indigenous Land Use Agreements, xi

and legal assistance for NTRBs, 83

and Major Infrastructure Indigenous Land Use Agreement, 82

and native title compensation, 82

and provision of information on lease process to PBCs, 82

and Queensland PBC working group, 92

and Sea Forum Summit, 91

and TSRA’s Native Title Representative Body functions, 93

Native Title Office Operational Plan, 92

Native Title Programme, 80–96

additional programme specific performance indicators, 84

and PBCs compliance, ix

programme deliverables, 80

programme expenditure, 27, 81

programme budget variance, 235

programme goal, 80

programme map, 86–87

programme objectives, 80

programme performance, 82–83

regional goal, 80

statistical data, 89

Torres Strait Development Plan Outcomes, 81

Native Title Representative Body in the Torres Strait

community engagement, ix

complaints, 93

consultancies, 96

functions, 92, 93, 132

Future Acts received, 23

housing agreements, xi

legal services, 83

legislative functions, 93

management of human resources, 94

native title claims under determination, xi, 23

organisational structures and corporate governance policies, 93

and PBCs, 92–93

performance against Budget, 94

performance, 89, 93–94

and RNTBCs, 12

summary resources table, 94

transition to Gur A Baradharaw Kod Sea and Land Council, ix, 72

TSRA role as, 92, 132

Ngarupai Airport (Horn Island), 120

Ngurapai Island, 4

see also Horn Island

Noah, Aven S, 140–41

Nona, Maluwap, 83, 141

non-government organisations

social services delivered by, 112

non-renewable diesel fuel usage for electricity production

reduction of reliance on, 64

Northern Peninsula Area airstrips

repairs, 26, 111

Northern Peninsula Area communities

community consultation and engagement, 72

music and dance CD/DVD, 33

Northern Peninsula Area Regional Council

and Torres Strait and Northern Peninsula Area Regional Plan, 17

O

Office of the Registrar of Indigenous Corporations

and PBCs compliance, ix, 25, 72, 79

audited financial statements, 78

and TSRA, 25

officers

indemnities and insurance premiums for, 166

official visits, 7

Online Australian Public Service Jobs, 225

operations

environmental impacts of, 163

geography and logistics, 120

report of, 119–35

organisational structure, 224

Outcomes and Planned Performance, 17–27

P

Pabai, Koeygab, 46–47

partnerships, 12–13

pathway into fishing (training), 51, 52

payroll and leave records, 167

PBC Support Officer, 25, 93

PDM Consultancy, 166

Pearson, Francis, 148–49

performance reporting

changes in, 10

Native Title Representative Body, 89, 93–94

programmes, 15–117

Peter, Eric, 142

policy development

engagement of elected Torres Strait Islander and Aboriginal leaders in, 24

population

statistics, 126–27

Port Kennedy Association, 3, 111, 112, 113

Portfolio Budget Statements

key performance indicators, 17, 20–27

Poruma community

and Ensuring a Strait Start project, 110

and Strait Smile programme, 100

Poruma Island, 4

emergency coastal stabilisation, 100

Indigenous Land Use Agreement, 23

seawalls and landfill renovation projects, 100

power generation, xiii

prawn fishery, vii

Prescribed Bodies Corporate (PBCs)

capacity-building grants, 92

complaints, 93

and compliance with requirements of Office of the Registrar of Indigenous Corporations, ix, 25, 79, 84

DOGIT transfer to, 84

establishment of, 92

Federal Court and, 90, 92

and governance and leadership capacity, 70, 71, 72, 80

case study, 78–79

and information on lease process, 82

and information relating to native title, 90

legal, policy and advocacy support for, 80

move from grant-funding to fee-for-service, vii, 25, 72, 78, 79

and National Native Title Conference, 83

and native title, 25, 90

and Native Title Act 1993, 81

support model, 78–79

PBCs working group, 83

Preventing Bullying and Harassment Policy, 168

Prince of Wales Channel, 120

Prince of Wales Island

water service project grant, 101

see also Muralag Island

privacy, 168

Privacy Act 1988, 168

Procurement and Contracts Policy, 171

Program Steering Committee, 157

programme budget variance

explanation of, 235

programme deliverables

Culture, Art and Heritage Programme, 30

Economic Development Programme, 40

Environmental Management Programme, 60

Fisheries Programme, 48

Governance and Leadership Programme, 70

Healthy Communities Programme, 98

Native Title Programme, 80

Safe Communities Programme, 108

programme expenditure, 27

budget variance, 235

Culture, Art and Heritage Programme, 31

Economic Development Programme, 41

Environmental Management Programme, 61

Fisheries Programme, 49

Governance and Leadership Programme, 71

Healthy Communities Programme, 99

Native Title Programme, 81

Safe Communities Programme, 109

programme goals

Culture, Art and Heritage Programme, 30

Economic Development Programme, 40

Environmental Management Programme, 60

Fisheries Programme, 48

Governance and Leadership Programme, 70

Healthy Communities Programme, 98

Native Title Programme, 80

Safe Communities Programme, 108

programme maps

Culture, Art and Heritage Programme, 36–37

Economic Development Programme, 44–45

Environmental Management Programme, 66–67

Fisheries Programme, 54–55

Governance and Leadership Programme, 76–77

Healthy Communities Programme, 104–5

Native Title Programme, 86–87

Safe Communities Programme, 114–15

programme objectives

Culture, Art and Heritage Programme, 30

Economic Development Programme, 40

Environmental Management Programme, 60

Fisheries Programme, 48

Governance and Leadership Programme, 70

Healthy Communities Programme, 98

Native Title Programme, 80

Safe Communities Programme, 108

programme performance, 15–117

Culture, Art and Heritage Programme, 32–33

Economic Development Programme, 42–43

Environmental Management Programme, 62–63

Fisheries Programme, 50–51

Governance and Leadership Programme, 72–73

Healthy Communities Programme, 100–102

Native Title Programme, 82–83

Safe Communities Programme, 110–12

property management, 171

Protected Zone Joint Authority

and bêche-de-mer fishery licence, 58

and fisheries data, 21

and fisheries ownership, xiii

and Fisheries Roadmap, 50

forums, 51

representation, 51

Public Governance, Performance and Accountability Act 2013 (PGPA Act), viii, 4–5, 72, 153, 234

and Audit Committee, 158

and compliance report, 166

and conflicts of interests, 166

training on, viii, 5, 153

Public Governance, Performance and Accountability Rule 2014

and conflicts of interests, 166

training on, viii, 5, 153

Pulu Islet Indigenous Protected Area, 68

purchasing policy, 171

Q

Queensland Department of Aboriginal and Torres Strait Islander Partnerships

and community consultations, 4

and economic development summits, 5

and social housing programme, xi, xiii

Queensland Department of Infrastructure, Local Government and Planning, 100

Queensland Department of National Parks, Sport and Racing, 107

Queensland Department of Transport and Main Roads, 111

Queensland Government

and DOGIT transfer, 82, 84

and Horn Island Affordable Housing Project, 103

and Infrastructure Indigenous Land Use Agreements, 93

and Major Infrastructure Indigenous Land Use Agreement, 82

and rising sea levels, xv

Queensland PBC working group, 92

Queensland Police Service, 113

Queensland State Library, 33

R

Ramsay, John, 135

ranger programme, vii–viii, 11, 62

ranger vessels, 11, 161

Rebel Marine, 47

regional adaptation and resilience action plan, draft, 64

regional broadcasting, 73

Regional Development Australia (Far North Queensland and Torres Strait), 5

Regional Economic Investment Strategy, 5

regional energy strategy, 64

regional environmental health infrastructure, 26

regional goals

Culture, Art and Heritage Programme, 30

Economic Development Programme, 40

Environmental Management Programme, 60

Fisheries Programme, 48

Governance and Leadership Programme, 70

Healthy Communities Programme, 98

Native Title Programme, 80

Safe Communities Programme, 108

regional governance, xv

regional pest management strategy, 62

Regional Plan see Torres Strait and Northern Peninsula Area Regional Plan 2009 - 2029

Regional Plan Community Booklets, 74

Registered Native Title Bodies Corporate (RNTBCs), vii

support for, 12, 13, 78

see also Prescribed Bodies Corporate (PBCs)

Remote Attendance Strategy, 3

Remote Indigenous Broadcasting Service stations, xiii

Remote Jobs and Communities Programme, x, 3

and Community Development Programme, 42

Remuneration Tribunal, 139

research activities, 62

responsible minister, 134

risk management, 164–65

S

Sabatino, Mario, 144

sacred matters

disclosure of, 171

Safe Communities Programme, 3, 108–16

additional programme specific performance indicators, 113

programme deliverables, 108

programme expenditure, 27, 109

programme budget variance, 235

programme goal, 108

programme map, 114–15

programme objectives, 108

programme performance, 110–12

regional goal, 108

Torres Strait Development Plan Outcomes, 109

Saibai Cemetery, 100

Saibai community

and Ensuring a Strait Start project, 110

Saibai Island

community consultation and engagement, 72

Indigenous Land Use Agreement, 23

infrastructure upgrades, 111

jetty repairs, 26, 111

seawalls and landfill renovation projects, 100

Savage, Saila, 145

school attendance, 3, 129

grants, 110

school-based maritime safety education

case study, 116

Scullion, Senator the Hon Nigel, 7, 9, 58, 134

sea claim see Torres Strait Regional Sea Claim

Sea Forum Summits, 90–91

sea levels, xv, 64

sea walls, xv, 100

seagrass and other research activities, 62

See Kee, Wayne see Chief Executive Officer

SEEK website, 225

Seisia community

community consultation and engagement, 72

jetty lighting and electrical reticulations, 26, 111

senior leadership, 11

service delivery

geography and, xiv

service gaps, 74

serviced land and infrastructure, 103

Shadow Fitness Programme, 100

social and economic engagement partnerships, 111

social housing programme, xi, xiii

Social Inclusion Measurement and Reporting Strategy, 170

social media, xiii, 10

social services, 111, 112

accreditation, 113

service referrals, response timeframes and waiting lists, 113

social support services, 113

sport and recreation activities

case study, 106–7

grants, 100, 103

St Pauls community

and Ensuring a Strait Start project, 110

and Strait Smile programme, 100

St Pauls Island

and adaptation planning and implementation, 62

Indigenous Land Use Agreement, 23

ramp repairs, 26, 111

staff induction, 167

staff learning and development, 167

staffing profile, 168–69

Statement of Expectations, 135

Statement of Intent, 135

Status of Key Australian Fish Stocks Reports, 21

Stephen, Jerry, Jr, 150

Strait Smile programme, 100

strategic overview, 1–13

strategic planning workshop see Board Strategic Workshop

sustainable horticulture project, x, 62

T

Tagai High School, 3

Tagai State College

and environmental education officer, 101

and horticulture in schools programme, x, 162

and ‘Junior Ranger’ project, 3

and natural resource management engagement, 62

and Torres Strait Language Symposium, 6

telecommunications infrastructure, xiv

Telstra

mobile network expansion project, 161

voice and data communications strategy for the Torres Strait area, xiv

Thursday Island, 120

and Ensuring a Strait Start project, 110

Ken Brown Oval and TI stadium gym, 100

tidal gauge, 26

Thursday Island Water Sports Club, 107

tidal flow power generation, xiii

tidal gauge project, 26

Tipoti, Alick, 38

tidal inundation, xv

Torres, Luis Vaez de, 121

Torres Shire Council

and Horn Island Affordable Housing Project, 103

and Torres Strait and Northern Peninsula Area Regional Plan, 17

Torres Strait and Northern Peninsula Area Regional Plan 2009 - 2029, x–xi, 17, 74, 122, 157

service delivery, 124

Torres Strait Climate Change Strategy 2014 - 2018, 157

Torres Strait Coastal Management Committee

members, 157

review by MLCS Corporate, 4

Torres Strait Development Plan 2009 - 2013, 122

and Regional Plan, 122

Torres Strait Development Plan 2014 - 2018, 10, 74, 132

and programme outcomes, 4, 9, 13, 17, 153, 157

and Regional Plan, 122

and Workforce Strategy, 167

Torres Strait Development Plan Outcomes

Culture, Art and Heritage Programme, 31

Economic Development Programme, 41

Environmental Management Programme, 61

Fisheries Programme, 49

Governance and Leadership Programme, 71

Healthy Communities Programme, 99

Native Title Programme, 81

Safe Communities Programme, 109

Torres Strait Fisheries Act 1984, xv

Torres Strait Fisheries Working Group, 82

Torres Strait freehold, xiv

Torres Strait Health Partnership, 98

Torres Strait IPA project, 68

Torres Strait Island Regional Council (TSIRC)

and healthy communities workshops, 102

and infrastructure upgrades, 111

and Major Infrastructure Indigenous Land Use Agreement, 82

and regional pest management strategy, 62

and Remote Indigenous Broadcasting Service stations, xiii

and rising sea levels, xv

and Torres Strait and Northern Peninsula Area Regional Plan, 17

and waste and landfill renovation issues, 100

water and waste management programme, 101

water testing project, 102

Torres Strait Islander and Aboriginal owned commercially viable businesses, 20

Torres Strait Islander Land Act 1991 (Qld), 90

Torres Strait Islanders, 120

Torres Strait Islanders Media Association (TSIMA)

and broadcasting targets, 73

and Remote Indigenous Broadcasting Service stations, xiii

Torres Strait Islanders’ Regional Education Council (TSIREC), 110

Torres Strait language centre, 33, 34

Torres Strait language charter, 33

Torres Strait Language Reference Group, 33

Torres Strait language strategy, 33

Torres Strait Language Symposium, 6, 33, 34

Torres Strait Marine Safety Programme, 3, 110

and school-based maritime safety education project, 113

Torres Strait Maritime Pathways Project, viii–ix

case study, 46–47

and employment opportunities, 3

and training, 21, 42

Torres Strait region, 120

culture see Ailan Kastom

history, 121

map of, iv–v, 120

statistics, 126–30

education, 128–29

employment, 128

health, 130

housing tenure, 130

income, 129

population, 126–27

Torres Strait Regional Authority (TSRA)

and Aurora Foundation, 25

and Australian Institute of Aboriginal and Torres Strait Islander Studies, 25

briefings and information, 135

challenges, xiv–xv

corporate governance and accountability, 137–71

and Department of the Prime Minister and Cabinet, 25

enabling legislation, 132

financial reports, 173–220

financial statements, 177–220

formation, 132

functions, 133

highlights and achievements, vii–xi

judicial decisions and reviews, 135

and Koeygab Pabai, 47

ministerial directions, 134

role as Native Title Representative Body, 92, 132

see also Native Title Representative Body in the Torres Strait

and Office of the Registrar of Indigenous Corporations, 25

opportunities, xiii–xiv

organisational structure, 224

outlook, 13

powers, 134

and PBCs, 25

PBCs capacity-building grants, 92

programmes, 132

performance, 15–117

report of operations, 119–35

responsible minister, 134

and Sea Forum Summits, 90–91

Statement of Expectations, 135

Statement of Intent, 135

strategic overview, 1–13

vision, iii

Torres Strait Regional Authority Women’s Leadership Programme, 11

Torres Strait Regional Economic Investment Strategy, 42

Torres Strait Regional Sea Claim, 83

Part A, 5, 12, 81, 82, 91

Part B, 5, 82, 91

Torres Strait Treaty, 7

Torres Strait Treaty Cycle meetings, 7

Torres Strait Women’s Leadership Programme, vii, 73, 74

Torres Strait Young Leaders Programme, 11, 74

Torres Strait Youth and Recreational Sporting Association, 100, 106–7

traditional ecological knowledge project, 35, 62

Traditional Inhabitant Boat licence fishers, xv, 7, 50

Traditional Inhabitants Meeting, 7

training and development, 95

Training Rural Australians in Leadership, 11, 72, 74

Transferable Vessel Holder licence fishers, 6, 7

transport industry Supply Chain and Logistics annual awards, 47

Transport Infrastructure Development Scheme, 3, 26, 111

TRAWQ (Tamwoy, Rosehill, Aplin, Waiben and Quarantine), 4

tropical rock lobster fishery, vii, 21

Tropical Rock Lobster Management Plan, 7

TSRA Cultural Protocols Guide for TSRA Staff, 12, 32

TSRA Enterprise Agreement 2011 - 2014, 95, 167

turtle management, vii, 24, 63

U

Ugar community

access infrastructure project grants, 102

Ugar Island

Indigenous Land Use Agreement, 23

infrastructure upgrades, 111

tidal gauge, 26

unemployment, 128

University of Wollongong, 51

V

vision, iii

voice and data communications strategy for the Torres Strait area, xiv

W

Warraber community

and Ensuring a Strait Start project, 110

and healthy communities workshops, 102

and Strait Smile programme, 100

Warraber Island

Indigenous Land Use Agreement, 23

infrastructure upgrades, 111

seawalls and landfill renovation projects, 100

Warraberalgal and Porumalgal Indigenous Protected Area, 7, 68

Warul Kawa Indigenous Protected Area, 68

waste feasibility support project, 101

water and waste management programme, 101

water tanks, 101

water testing project, 102

Williams, Reginald, 142

wind power, xiii

Work Health and Safety Act 2011, 167

Work Health and Safety Committee, 167

work, health and safety management arrangements, 167–68

workforce, 12, 168–69

Workforce Strategy, 167

Working on Country plans, 24

workplace agreement, 95, 167

workplace consultative arrangements, 168

Workplace Consultative Committee, 168

workplace discrimination, 168

workplace diversity, 12, 168

Y

youth leadership programme, 73, 74

Z

Zakazukha Marketing Communications, 72

Poruma community meeting.