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 2016 and we offer our apologies for any distress caused if this occurs.

COPYRIGHT

© Commonwealth of Australia ISSN

1324–163X

The Torres Strait Regional Authority has made all reasonable effort to:

clearly label material where the copyright is owned by a third party

ensure that the copyright owner has consented to the material being presented in this publication.

With the exception of the Commonwealth Coat of Arms and where otherwise noted, all material presented in this report is provided under a creative commons licence. Details of the licence can be found on the Creative Commons Australia website at http://creativecommons.org.au/learn/licences.

This document must be attributed as the Torres Strait Regional Authority Annual Report 2015-2016.

The TSRA’s contact officer for the 2015-2016 Annual Report is Ms Yoshiko Hirakawa, Acting Programme Manager Governance and Leadership. Telephone (07) 4069 0700 or email info@tsra.gov.au.

The TSRA Annual Report 2015-2016 is published on the TSRA website at www.tsra.gov.au in the following formats:

Hypertext Mark-up Language (HTML)

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

ePub Electronic Publishing for eBook Readers.

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.

MINISTER FOR INDIGENOUS AFFAIRS SENATOR THE HON NIGEL SCULLION AT THE ERUB ARTS CENTRE WITH PROMINENT ERUB ARTIST JIMMY THAIDAY.

Highlights and Achievements

GAB TITUI CULTURAL CENTRE UPGRADE

The TSRA conducted renovations to the Gab Titui Cultural Centre to improve the centre’s commercial viability and its ability to promote the art and culture of the Torres Strait. Works conducted in the reporting period included improving staff facilities and work spaces, upgrading the Café facility, increasing storage for conservation of the Gab Titui Cultural Centre collections, and including a quarantine space to receive works from outer Torres Strait Islands that fall within the region’s special quarantine zone. Improvements were also made to the preparation areas that support exhibitions. A new logo for the Gab Titui Cultural Centre was also developed. With these upgrades, the centre will be able to better support local artists, exhibitions and other events to showcase the unique culture of our region.

WITH THESE UPGRADES, THE CENTRE WILL BE ABLE TO BETTER SUPPORT LOCAL ARTISTS, EXHIBITIONS AND OTHER EVENTS TO SHOWCASE THE UNIQUE CULTURE OF OUR REGION.

MAJOR INFRASTRUCTURE PROGRAMME

Since its inception, the Major Infrastructure Programme (MIP) has supported improved health outcomes through the delivery of adequate water supplies and treatment, reticulated sewerage systems, subdivision development, roads, and storm water and waste management. The current MIP 5 is due for completion in December 2016 and the TSRA is in the process of working with its Australian Government and Queensland Government counterparts to secure funding for MIP 6 for projects in 2016-2020.

TORRES STRAIT SEAWALLS

Rising sea levels and coastal inundation have been an issue for a number of years, placing communities and critical infrastructure under significant risk. In the previous reporting period, the Australian and Queensland governments provided a joint funding commitment of $26.2 million for coastal protection works in six communities. The communities of Saibai and Boigu both require seawalls, and additional protection works are required at Iama, Masig, Poruma and Warraber to protect those communities against coastal erosion. Construction of the Saibai seawall commenced in the reporting period and is due for completion in December 2016. The Boigu seawall is scheduled for construction once Saibai has been completed.

FISHERIES – TOWARDS 100 PER CENT OWNERSHIP

The Protected Zone Joint Authority has released an exposure draft of a management plan for the region’s tropical rock lobster fishery. The TSRA is seeking to link this management plan to the roadmap towards 100 per cent ownership of the fishery by ensuring that Traditional Owners are offered the first right of refusal to purchase tradeable quota which is owned by the non-Indigenous sector of the fishery.

The TSRA has engaged the Australian Bureau of Agricultural and Resource Economics and Sciences to provide an update of the value of the region’s tropical rock lobster fishery in order to evaluate licences that may be offered for purchase.

ADDRESSING THE GENDER IMBALANCE

While there has been some improvement in achieving balanced gender representation on elected bodies, the Torres Strait is still behind other Indigenous regions in terms of Indigenous female representation in leadership or director roles. The TSRA continues to work to address the imbalance and since the introduction of the Torres Strait Women’s Leadership Programme in 2014-2015, 11 Indigenous women from the Torres Strait region have successfully completed the course. Three of those graduates nominated as candidates in the 2016 TSRA elections. Further details on this achievement can be found in the case study on page 55.

TORRES STRAIT RANGERS WORKING ON COUNTRY

The TSRA employs over 45 full-time Indigenous Rangers in 14 outer island Torres Strait communities with funding under the Australian Government’s Working on Country programme. The Torres Strait Ranger Programme is one of the largest and most successful programmes nationally. Each ranger group is responsible for implementing activities under a Working on Country plan that is developed in consultation with Registered Native Title Bodies Corporate (RNTBCs) on each island. These plans are aligned with community and Traditional Owner priorities, as well as regional land and sea management priorities identified in the revised Land and Sea Management Strategy for Torres Strait 2016-2036.

Rangers carry out land-based and sea-based cultural and natural resource management activities, including monitoring and surveillance, marine debris management, dugong and turtle management, community engagement, revegetation, pest and weed control and other on-ground activities, through a partnership approach with other government agencies, local governments and research organisations. The TSRA has secured $42 million over a five-year period to continue delivering the Ranger Programme until 30 June 2018. In the lead-up to June 2018, TSRA is exploring opportunities for ongoing investment and collaboration in this important initiative.

CLIMATE CHANGE ADAPTATION

The TSRA is in the process of finalising the Torres Strait Regional Adaptation and Resilience Plan 2016-2021 for the Torres Strait. The Regional Adaptation and Resilience Plan will support Torres Strait organisations and communities to better understand, prepare for and respond to the likely impacts of climate change across the region. The plan was informed by a series of workshops involving regional leaders, government agencies, local governments, community members and leading experts on climate change, adaptation and resilience. The Regional Adaptation and Resilience Plan is complemented by local-level community adaptation plans under development with several participating communities.

COMMUNITY DEVELOPMENT PROGRAMME

The Torres Strait Regional Authority is the agreement manager for the Community Development Programme (CDP) in the Torres Strait (Region 59). It is the only region not managed by the Department of the Prime Minister and Cabinet. In 2015-2016, 350 CDP participants moved from welfare into employment. Of these, 214 participants met employment outcome milestones:

13-week outcome – 149 participants

26-week outcome – 65 participants.

In addition to CDP, the TSRA also supports a number of other employment and training projects in the region, including the Torres Strait Maritime Pathways Project, the Growing Our Own project, and the renovation of the Thursday Island Boat Club. See page 34 for further details.

REGIONAL ECONOMIC INVESTMENT STRATEGY

The third in a series of three economic development summits was held on Thursday Island in October 2015. Presenters from a wide variety of Indigenous businesses from across Australia shared insights with participants about the challenges and successes of owning and operating a business. Feedback from the summit series, as well as extensive research, consultation and analysis, informed the development of the TSRA Regional Economic Investment Strategy (REIS), which was approved by the TSRA Board in September 2015. The REIS enables the TSRA to be proactive in identifying and approaching individuals, or organisations with strong prospects, to establish or grow existing businesses.

PATHWAYS TO EMPLOYMENT

In 2015, the TSRA, in partnership with Tagai State College, TAFE North Queensland and the CDP provider My Pathway, launched the Growing Our Own project. The project offered the opportunity for 13 Year 12 students participating in the marine studies stream to undertake a coxswain course in the final weeks of the school year. All students successfully completed the training and are now qualified to operate a commercial vessel up to 12 metres. This qualification is highly regarded by employers in the marine industry and helps students to transition from school into jobs.

REVISED LAND AND SEA MANAGEMENT STRATEGY FOR TORRES STRAIT

In 2015-2016, the TSRA coordinated a participatory planning process that culminated in the TSRA Board endorsing the revised Land and Sea Management Strategy for Torres Strait 2016-2036. The strategy provides a guiding framework to support sustainable Indigenous community-based management of the unique natural and cultural values of the region. The strategy was developed through a partnership with the Torres Strait’s Sea and Land Council, the Gur A Baradharaw Kod (GBK), and was endorsed by the GBK and TSRA boards. The strategy includes the first-ever regional state of the environment report card for the Torres Strait and island profiles for each inhabited island. The case study on page 47 provides further information about the revised strategy.

INTEGRATED SERVICE DELIVERY

The TSRA continued to work in partnership with Australian, Queensland and local government agencies as well as non-government organisations to deliver against the service and infrastructure shortfalls identified in the Torres Strait and Northern Peninsula Area Regional Plan 2009-2029 and Integrated Service Delivery (ISD) community booklets. The TSRA updated 13 of the ISD community booklets in 2015-2016 to reflect the progress made in reducing the number of infrastructure and service shortfalls. Detailed statistics on progress against 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.

PROMOTING AND ADVOCATING CRITICAL ISSUES FOR THE REGION

The TSRA Chairperson, portfolio members and other Board members participated in 36 meetings with government ministers and senior departmental officials. These meetings are important to ensure that matters of relevance and priority issues affecting Torres Strait Islander and Aboriginal people in the region are being taken into account in the development of new policies and services. Details on some of these meetings are described in Section 1 of this report in the Chairperson’s message.

NATIVE TITLE

The Torres Strait Regional Authority in its role as the Native Title Representative Body continued to support Registered Native Title Bodies Corporate to build their capacity to manage their affairs and has two Native Title determinations in progress. The TSRA was reappointed as the region’s Native Title Representative Body by the Minister for Indigenous Affairs in the reporting period.

Opportunities and Challenges

OPPORTUNITIES

Improving Telecommunication Services in the Torres Strait

The TSRA in partnership with Telstra continued to lobby for a financial commitment of $8.6 million for the regional telecommunications upgrade project. A feasibility study was conducted by Telstra as part of the project and the total upgrade will cost $25.44 million. Both the TSRA and Telstra have committed funds totalling $16.8 million and will continue to lobby the Australian and Queensland governments for the shortfall in the coming financial year.

Land Tenure for Social Housing and Home Ownership

Securing land tenure for infrastructure development is both an opportunity and a challenge. Land tenure is secured through negotiated Indigenous Land Use Agreements (ILUAs) to enable the Queensland Government to deliver social housing in communities. 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. Home ownership opportunities are available; however, they can be realised only when land tenure arrangements are resolved.

Outlook for Torres Strait Fisheries

The TSRA completed two reports in 2015-2016. An action plan for the region’s finfish fishery is currently being implemented. This plan will also guide the TSRA Board in its decision-making for the disbursement of finfish leasing revenue. The second, a management framework for all the region’s fisheries, will be evaluated by the incoming TSRA Board during the first year of its term. The Torres Strait Maritime Pathways Project delivered through the Economic Development Programme provides opportunities for Torres Strait Islander and Aboriginal people in the region to gain entry into commercial fishing operations. More information on the Torres Strait Maritime Pathways Project is detailed in Section 2 of this report.

THE TORRES STRAIT MARITIME PATHWAYS PROJECT DELIVERED THROUGH THE ECONOMIC DEVELOPMENT PROGRAMME PROVIDES OPPORTUNITIES FOR TORRES STRAIT ISLANDER AND ABORIGINAL PEOPLE IN THE REGION TO GAIN ENTRY INTO COMMERCIAL FISHING OPERATIONS.

Turtle and Dugong Management Plans

There are 14 community-based turtle and dugong management plans throughout the region. The plans are owned by individual communities and are based on cultural protocols. TSRA rangers have an obligation to carry out the plans. Sections of the plans outline penalties and a permit system, but one of the challenges in implementing the plans is that rangers do not have legislative or compliance powers to issue permits or penalties. The TSRA will continue to work with the Australian Government and relevant authorities to develop options for compliance powers for TSRA rangers.

CHALLENGES

Geography

The geography of the Torres Strait area presents many challenges and influences the delivery of services to the region. The cost of delivering services and infrastructure to the Torres Strait area is significantly higher than in most other areas in Australia due to the high costs involved in air and sea travel as well as freight.

Land Tenure

The complex land tenure arrangements in the region present significant challenges for investment and growth in the region. The region has a combination of freehold, Torres Strait freehold, Native Title, Deed of Grant in Trust, and Katter Leases. Some businesses and individuals hold leases under a range of legislative instruments. Few businesses or individuals are able to use land as security for borrowing. The lack of tenure and its impact on access to loan or investment funds is an impediment to economic growth.

Air Travel Costs

The high cost of travel to the region is an impediment to the growth of tourism as an industry. Since the deregulation of the Cairns – Horn Island air route in 2015, the region now has two operators providing services on this route. Subsidised airfares are available only for local residents, which means costs still remain high for non-residents and visitors to the region.

Collecting Valid Fisheries Data

Catch reporting is still optional for Torres Strait Islander and Aboriginal people who fish commercially using the Traditional Inhabitant Boat (TIB) licences. Therefore the issue of incomplete or under-reporting remains a barrier to accurately estimating the total catch from the region. The TSRA is working with the Protected Zone Joint Authority to bring about a change in reporting through the introduction of fish receiver licences. This change will enable the Australian Fisheries Management Authority to gather the TIB catch data at the first point of sale.

Freight and Road Infrastructure

All freight into the Torres Strait arrives by either sea or air from Cairns. The Peninsula Developmental Road which runs from Cairns to Bamaga and Seisia cannot be used as a freight corridor at the moment. An all- weather road link between Cairns and Cape York would provide an alternative freight route, which would significantly reduce the cost of freight and open up the region for tourism and investment.

Regional Governance

The TSRA continued to work with the three local government bodies to progress the region’s aspirations for a governance model that would provide greater autonomy. Discussions are ongoing to develop a suitable model of governance for the region that will achieve the community’s aspirations and also facilitate the effective and efficient delivery of government services.

NGARUPAI (HORN ISLAND).

Letter of Transmittal

Section 1

Strategic Overview

ERUB FINFISH FISHERMAN AT WORK – THE INTRODUCTION OF A TARGETED REGIONAL ECONOMIC INVESTMENT STRATEGY WILL OPEN UP MORE SUPPORT AND DEVELOPMENT INITIATIVES FOR TORRES STRAIT ISLANDER AND ABORIGINAL FISHERS IN THE REGION.

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 been working on a two-year community engagement cycle and completed our first round of community engagement in the 2015-2016 reporting period. The next round of our community engagement cycle will commence in the coming financial year. Engaging our communities has been invaluable for me and the Chief Executive Officer and provides community members with an opportunity to raise community or regional issues directly with the TSRA Executive.

Officer-level engagement with TSRA clients and local community groups continued throughout the reporting period and I thank those communities, members, councillors, Prescribed Bodies Corporate and key community groups for their continued support.

TSRA BOARD STRATEGIC WORKSHOP

The TSRA Board held its strategic planning workshop over three days in November 2015. The workshop covered various themes, including financial planning and funding proposal processes and ideas for 2017-2018 and beyond. The members reviewed the TSRA’s programme structure under the Torres Strait Development Plan and its alignment to the Indigenous Advancement Strategy. As part of the workshop, the role of the Executive Committee was also reviewed. Other key discussion areas included the TSRA’s progress in meeting the Minister for Indigenous Affairs’ Statement of Expectations and TSRA’s delivery against its Statement of Intent to the Minister. A number of key priority areas were identified for consideration for future projects.

NEW APPROACH TO ECONOMIC DEVELOPMENT

I am pleased to report that the TSRA finalised and launched its new Regional Economic Investment Strategy (REIS). The REIS represents a new approach for the TSRA to help facilitate commercially viable business opportunities in the region. The strategy includes the TSRA’s existing suite of business support products and services to help establish or grow existing businesses, products and services administered by external organisations, as well as a range of new packages for identified industries. The REIS focuses its business assistance services on opportunities within the three key regional industries of fisheries; culture, art and creative industries; and tourism. With fisheries being one of the region’s main industries, it will be the first industry targeted under the new REIS. I look forward to seeing the outcomes and achievements this new programme will bring in the coming years.

DIANNE LUI, RACHAEL PILOT AND RACY OUI PITT FROM ERUB ARTS CENTRE AT THE GAB TITUI INDIGENOUS ARTS AWARDS.

NATIVE TITLE

In the reporting period, the TSRA worked with and supported the region’s Sea and Land Council, the Gur A Baradharaw Kod (GBK), to increase its capacity so it can be in a position to nominate for the Native Title Representative Body (NTRB) function for the region. While there has been some progress made by GBK,

there was a risk that the region would be without an NTRB once the previous term which was held by the TSRA expired. To eliminate this risk, the TSRA accepted an invitation from the Minister for Indigenous Affairs for the TSRA to reapply for the NTRB function. In February 2016, the Minister for Indigenous Affairs formally appointed the TSRA as the region’s NTRB for a period of two years from 2016 to 2018. During the two-year period, the TSRA will continue to provide services and support under the Native Title Act 1993 to Traditional Owner groups and at the same time continue to work with GBK to build its capacity so it is in a position to nominate for the NTRB function in the near future.

OUR COMMITMENT TO MAINTAIN CULTURE

Since the inaugural Torres Strait Language Symposium in March 2015, the Torres Strait Language Reference Group has developed the Torres Strait Traditional Languages Plan 2016-2017 and the Torres Strait Languages Charter. The Reference Group is now in the process of establishing a service agreement with the TSRA and Tagai State College and working towards setting up a language centre in the region. The Reference Group will publicly launch the plan and charter in 2016. This is a significant development for the region and its efforts to preserve and maintain our traditional languages. I wish to thank the Language Reference Group members, cultural advisors, elders and all stakeholders who have contributed to this important work.

FORMER AUSTRALIAN PRIME MINISTER THE HON TONY ABBOTT BEING WELCOMED TO MER ISLAND BY THE TSRA MEMBER FOR MER AND HIS COMMUNITY.

The TSRA continued to contribute to the preservation of music and dance by providing grant funding and direct support to local artists and cultural practitioners to produce and showcase arts and culture from the region. During the reporting period, the TSRA was proud to support and be part of the opening of the Auwa Kidai Memorial Recording Studio at the Torres Strait Islanders Media Association (TSIMA). The recording studio is a state-of-the-art facility that will not only provide opportunities for local musicians, but also enable cultural and language practitioners to record, share and preserve traditional languages, stories and other cultural and heritage information. I congratulate the TSIMA Board on this achievement.

TORRES STRAIT TREATY CYCLE MEETINGS

The TSRA attended the Torres Strait Treaty Cycle Meetings, hosted by the Department of Foreign Affairs and Trade in Port Moresby, Papua New Guinea in October 2015. The series of meetings included the Traditional Inhabitants Meeting, the Joint Advisory Council, the Environmental Management Committee and the Health Issues Committee. The Treaty Cycle Meetings are bilateral with Papua New Guinea and involve Traditional Owner representatives from the Western Province villages who are part of the Torres Strait Treaty. A range of cross-border issues were discussed, including health, invasive species management, climate change, turtle and dugong management and fisheries, to name a few.

OFFICIAL VISITS

The TSRA welcomed the former Prime Minister of Australia, the Hon Tony Abbott MP, to the Torres Strait in August 2015. Mr Abbott was accompanied by the Minister for Indigenous Affairs, Senator the Hon Nigel Scullion, the Attorney-General, Senator the Hon George Brandis QC, and six senior members of the former ministry. Mr Abbott visited Thursday Island, Mer Island and communities of the Northern Peninsula Area Regional Council, where he participated in a number of community events and deputations with key community leaders. Other visiting ministers travelled to the islands of Saibai, Masig, Badu and Moa. A milestone of the visit was Mr Abbott becoming the first Australian Prime Minister to visit the gravesite of the late Mr Eddie Mabo on Mer Island.

The Minister for Indigenous Affairs visited the region again in February 2016. As part of that visit, the Minister travelled to Saibai Island for the official opening of the Saibai Mekem Garden before travelling to Mer Island. On Mer the Minister met with the Prescribed Body Corporate, community leaders and the Mer Women’s Group, as well as catching up with Mer graduates of the TSRA’s Torres Strait Women’s Leadership Programme.

LEADERSHIP CAPACITY-BUILDING

The TSRA continued to work in partnership with the Australian Rural Leadership Foundation in delivering leadership capacity-building initiatives for Torres Strait Islander and Aboriginal people in the region. In the reporting period, there was a particular focus on developing leadership capacity in women and youth, and I am pleased to see a number of our graduates from these programmes progressing further in their career paths and that one graduate nominated as a candidate in the recent TSRA and local government elections. Further details of TSRA’s leadership development initiatives, including a case study, can be found in the Governance and Leadership Programme report in Section 2.

ACKNOWLEDGEMENTS

In closing, I express my appreciation and thanks to the Minister for Indigenous Affairs, the TSRA Board members, the TSRA’s Chief Executive Officer, 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 and the TSRA administration in the delivery of our services.

Joseph Elu
Chairperson

Chief Executive Officer’s Message

DELIVERING OUTCOMES

The TSRA has continued to progress and implement policies and projects to achieve outcomes as identified in the Torres Strait Development Plan 2014-2018. It has been a busy 2015-2016, with two new major initiatives launched, preparations for the TSRA 2016 Board elections, and the introduction of a new grant management system.

COMMUNITY ENGAGEMENT

The TSRA Chairperson and I completed visits to all but two communities as part of our two-year engagement programme. A new engagement programme is being developed for the coming financial year and part of those visits will focus on updating the communities with progress made on issues raised during our first round of visits. At the operational level, TSRA programme areas conducted regular targeted visits to various communities to work with clients and review the on-ground status of TSRA projects and initiatives.

NEW GRANT MANAGEMENT SYSTEM

The TSRA completed a transition to a new grant management system to improve and streamline its grant management. The TSRA had been using a system supplied by the then Department of Families, Community Services and Indigenous Affairs (now the Department of Social Services) since 2008. That system was phased out in the reporting period and the TSRA purchased its own system, Smarty Grants. All client and activity information and data from the old grant management system was successfully transferred into the new Smarty Grants. The process included a full audit of the transition of data, to ensure its accuracy and integrity. The first TSRA common funding round for 2016-2017 will be processed through the new grant management system.

ECONOMIC DEVELOPMENT

The TSRA launched its new Regional Economic Investment Strategy (REIS) in the reporting period. The REIS is a major improvement to the way the TSRA supports new and existing businesses and is a ‘one-stop shop’ for all business support and development initiatives that are available to the region. One of the many improvements is the TSRA maintaining a broker role for access to external business support and development programmes. This makes it easier for people to tap into these external opportunities without having to navigate through different points of contacts and/or departments. They will have one local point of contact for all their business support and development needs. I take this opportunity to thank the TSRA team and the key local stakeholders who developed the new strategy. I am keen to see the benefits it will bring to business development in our region.

TROPICAL ROCK LOBSTER FISHERS FROM WARRABER.

LANGUAGE STRATEGY

There has been some significant progress made by the Torres Strait Language Reference Group in developing this important initiative. In the reporting period, the Reference Group developed the Torres Strait Traditional Languages Plan 2016-2017 and the Torres Strait Languages Charter, which will be launched in late 2016. The coming financial year will be a busy one for the Language Reference Group as it works towards finalising an agreement with the local Tagai State College and looks at establishing a language centre for the region.

RANGER ACTIVITIES

The TSRA has secured $42 million from the Australian Government under the Working on Country initiative to deliver the Torres Strait Ranger Programme through to 30 June 2018. TSRA rangers have continued their activities, which include invasive species management, marine debris management, coral monitoring, dugong and turtle management, revegetation, and pest and weed control. In the reporting period, the TSRA was proud to be part of the blessing and commissioning of a new ranger boat for Mer Island. This brings the total of ranger boats operating in our region to seven. The rangers play a vital role in monitoring and protecting our land and sea country, and I take this opportunity to acknowledge the ranger team for their ongoing commitment to protecting their communities and the Torres Strait region.

WORKPLACE HEALTH AND SAFETY

In the reporting period the TSRA continued to maintain and meet its obligations under the Work Health and Safety Act 2011. The TSRA has in place an active Work Health and Safety Committee with representation from across all of the TSRA’s designated work groups. In 2015-2016, there were two reportable incidents, both of which were reported to Comcare in line with reporting requirements. More details on workplace health and safety can be found in Section 4 of this report.

TSRA MEMBER FOR DAUAN, TSRA CHAIRPERSON AND TSRA CHIEF EXECUTIVE OFFICER CONDUCTING COMMUNITY CONSULTATIONS WITH THE DAUAN COMMUNITY.

ORGANISATIONAL LEADERSHIP

During the reporting period, I held a number of workshops with the senior leadership group within the TSRA administration to look at refining our organisational culture to create an environment that supports the growth and development of all staff within the organisation. One of the aims of this initiative is to maximise staff potential and support them with their career development in a safe, open and honest work environment. The initiative is still in the development stage and further discussions and workshops will be held in the coming financial year to finalise and implement the initiative in our day-to-day operations.

OUR WORKFORCE

At a Glance. The TSRA workforce has grown from 147 to 152 since the previous reporting period. Of this number, 112 are Torres Strait Islander and Aboriginal people. The TSRA’s rate of 71 per cent Indigenous employment, one of the highest reached by any government entity, is an achievement. The TSRA also maintains a good gender balance, with 79 males and 73 females in its workforce.

Opportunities. The TSRA provides numerous internal opportunities for the development of Torres Strait Islander and Aboriginal staff to increase their capacity and skills so they can confidently apply for higher level positions in the TSRA. The TSRA also provides external opportunities and support for local community members through our leadership capacity-building initiatives and our Assistance with Tertiary Education Scheme, which targets university students from the region. These initiatives are designed to assist our people build their capacity and skills, including obtaining formal qualifications that they can use in the local or mainstream employment market.

OUTLOOK

Financial. The TSRA will maintain the existing programmes and service levels in the region in the coming financial year, with our budget for 2016-2017 again providing opportunities for innovative approaches to achieving the TSRA’s vision and goals.

Board Direction. The TSRA will be inducting a new Board in early 2016-2017 after the TSRA elections are held in July 2016. The first item of business for the new Board will be the election of its office holders, where a new Chairperson, Deputy Chairperson and Alternate Deputy Chairperson will be elected. Another key item of business for the new Board during its term will be the development of a new Torres Strait Development Plan. The current Torres Strait Development Plan 2014-2018 will expire in 2018 and it will be the new Board’s role to review the current plan and develop a new plan for 2018-2022. I look forward to working with the new Chairperson and Board on this.

Communications. The TSRA will continue to work with Telstra and key Australian Government departments to secure the required commitment for better telecommunications infrastructure to support and improve regional communication.

ACKNOWLEDGEMENTS

I am proud of the progress and achievements we made throughout the year and look forward to continuing to build on our achievements in the coming year. In this report you will find further details including case studies from each of the TSRA programme areas 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 strategic direction. My appreciation is also extended to the TSRA staff and our partner agencies across all levels of government who worked with the TSRA to contribute to achieving the best outcomes for Torres Strait and Northern Peninsula Area communities.

I also acknowledge the elders, Traditional Owners, Native Title Prescribed Bodies Corporate, local government councillors and communities of the region for the support and hospitality extended to the TSRA when we visit your communities.

Wayne See Kee
Chief Executive Officer

Section 2

Programme Performance

How We Meet Our Outcomes

PROGRAMMES AND PLANNED PERFORMANCE

This section contains the TSRA’s annual performance statements, which report on our performance against the key performance indicators contained in the TSRA Portfolio Budget Statements 2015-2016 and the TSRA Corporate Plan 2015-2016.

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

a statement of the programme objectives

a statement of programme deliverables

a summary of expenditure (the information provided in Table 2-1 is unaudited)

a statement of performance.

The Torres Strait Development Plan 2014-2018 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 Torres Strait Development Plan 2014-2018 is published on the TSRA website, www.tsra.gov.au.

The Torres Strait Development Plan 2014-2018 is derived directly from the Torres Strait and Northern Peninsula Area Regional Plan 2009-2029. 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 identifies community challenges, priorities and aspirations. A key element of the 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

SUMMARY OF FINANCIAL PERFORMANCE

Appropriation Programme Expenditure

A summary of the TSRA’s financial performance for each programme area for 2015-2016 is provided in Table 2-1.

The financial statements in Section 5 provide further information about expenditure for each programme area as of 30 June 2016.

TABLE 2-1
Appropriation programme expenditure 2015-2016, budget compared to actual

External Funding Programme Expenditure

Three programmes received external funding.

TABLE 2-2
External funding programme expenditure 2015-2016, budget compared to actual

Annual Performance Statements

INTRODUCTORY STATEMENT

The TSRA Board, as the accountable authority of the TSRA, presents the 2015-2016 annual performance statements of the TSRA, as required under section 39(1)(a) of the Public Governance, Performance and Accountability Act 2013 (Cth). In the Board’s opinion, these annual performance statements accurately reflect the performance of the TSRA and comply with section 39(2) of the Act.

Joseph Elu
Chairperson

PURPOSE

The purpose of the TSRA is encapsulated in the agency’s single outcome statement:

Progress towards Closing the Gap for Torres Strait Islander and Aboriginal people living in the Torres Strait area through development planning, coordination, sustainable resource management, and preservation and promotion of Indigenous culture.

RESULTS FOR KEY PERFORMANCE INDICATORS AND ANALYSIS AGAINST THE 2015-2016 PORTFOLIO BUDGET STATEMENTS AND CORPORATE PLAN

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

In 2015-2016, one new Torres Strait Islander and Aboriginal business was supported through a concessional business loan. In the same period, business mentoring and support was provided to two clients.

TABLE 2-3
Number and value of concessional business loans

Increased availability of approved business training

In 2015-2016, the TSRA continued to provide face-to-face business training through the delivery of Into Business Workshops.

In 2015-2016 a total of 79 participants attended Into Business Workshops. Post-course surveys indicate a very high level of participant satisfaction with the workshops.

TABLE 2-4
Into Business Workshop participation

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

Progress against this indicator cannot be accurately quantified as the requirement to report catch is not mandatory for Torres Strait Islander and Aboriginal fishers in the region. Therefore comprehensive data to measure tangible outcomes under this indicator does not yet exist. There are ongoing discussions within the Protected Zone Joint Authority to identify and implement a more robust system of data collection; however, this is likely to be a medium-term to long-term outcome and remains a challenge for the TSRA and the Protected Zone Joint Authority.

The best available data can be obtained from the Status of Australian Fish Stocks Report 2014, produced by the Fisheries Research and Development Corporation.

TABLE 2-5
Tropical rock lobster catch statistics, 2012-2013 to 2014-2015

TABLE 2-6
Finfish fisheries catch statistics for Traditional Inhabitant Boat licensees, 2013-2014 to 2015-2016

TABLE 2-7
Bêche-de-mer catch statistics for Traditional Inhabitant Boat licensees, 2013 to 2015

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

The 2016 Artists’ Forum: Copyright, Education and Support, presented by the Culture, Art and Heritage Programme, was held in April 2016. This forum was attended by 80 artists and cultural specialists from throughout the region and provided information on individual and communal copyright and intellectual property rights.

TABLE 2-8
Active artists and cultural practitioners, 2012-2013 to 2015-2016

Number of Native Title 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 2016. 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 2-9
Key Native Title Representative Body results

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

The Native Title Office assisted Prescribed Bodies Corporate (PBCs) with the negotiation of and certification for various ILUAs in 2015-2106. Eleven ILUAs were registered with the National Native Title Tribunal in 2015-2016 and a further 35 ILUAs are under development.

Native Title compensation matters are on hold pending the outcomes of the Timber Creek test case, which is set to be determined by the Federal Court by the end of 2016. The Timber Creek case is historic as this will be the first time the courts will set a precedent on how to compensate loss of Native Title land.

TABLE 2-10
Number of ILUAs finalised

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

Dugong and turtle management plans are in place for each outer island community and are being implemented by communities with the support of the TSRA. The plans integrate traditional use and contemporary science and management approaches to support the sustainable management of dugongs and turtles across the region. A dugong and turtle management plan and permitting regime for the Kaiwalagal region are under development by Traditional Owners with support from the TSRA. Working on Country plans are also in place for all communities; they were developed in partnership with key stakeholder groups in the individual communities.

TABLE 2-11
Community-based management plans

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 TSRA Board members during visits to Canberra, and also engagements with ministers with the TSRA Board during visits by ministers to the region. In this reporting period, there were 36 high-level engagements with Queensland Government and Australian Government ministers and senior government officials.

TABLE 2-12
Number of high-level engagements by TSRA Board members

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

All 21 regional PBCs had met the Office of the Registrar of Indigenous Corporations compliance requirements as at 31 December 2015. Two PBCs have maintained a level of capacity which has reduced their dependency on grant funding by operating on a fee-for-service cost-recovery model.

TABLE 2-13
Prescribed Bodies Corporate compliance results

Increased investment into new and existing regional environmental health infrastructure

Thirteen environmental health infrastructure projects will be delivered under the Major Infrastructure Programme Stage 5. All projects are on track for completion by December 2016.

The TSRA successfully secured Queensland Government and Australian Government infrastructure funding for Stage 6 of the Major Infrastructure Programme (MIP 6). Despite the funding commitment from the Australian and Queensland governments, as at 30 June 2016 there was still a $1.5 million shortfall for MIP 6. The TSRA has worked, and will continue to work, closely with the region’s three regional councils to develop the major infrastructure programme priority list. Water security for the region will be the major focus of MIP 6.

Programme Reports

Culture, Art and Heritage

REGIONAL GOAL

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

PROGRAMME GOALS

The Culture, Art and Heritage Programme goals are:

strong, supported and respected Ailan Kastom

active and sustainable arts and craft industry.

PROGRAMME OBJECTIVES

The Culture, Art and Heritage Programme aims to:

protect culturally significant sites and artefacts to ensure longevity

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

ensure the protection of traditional knowledge, intellectual property and copyright

underpin services and management practices with cultural values and protocols.

PROGRAMME DELIVERABLES

Increased income generated through retail sales via the Gab Titui Cultural Centre and established art centres in the region.

Increase in profile of emerging and established artists and cultural practitioners in the region and the production and sale of regionally produced arts and crafts.

Increased number of TSRA funded and supported activities that are based on Torres Strait Islander (Ailan Kastom) and Aboriginal cultural traditions in the Torres Strait region.

Increase in cultural heritage material and information specific to each community in the region that is documented, registered and accessible.

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.

PROGRAMME EXPENDITURE 2015-2016 (INCLUDES EXTERNAL FUNDING)

TABLE 2-14
Culture, Art and Heritage Programme expenditure, 2015-2016

PROGRAMME EXTERNAL FUNDING EXPENDITURE 2015-2016

TABLE 2-15
Culture, Art and Heritage Programme external funding expenditure, 2015-2016

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

MR AVEN NOAH, TSRA PORTFOLIO MEMBER FOR CULTURE, ART AND HERITAGE, ADDRESSING THE PARTICIPANTS AT THE 2016 ARTISTS' FORUM.

CASE STUDY

2016 Artists’ Forum: Copyright, Education and Support

Presented by the Culture, Art and Heritage Programme, 11-13 April 2016

The topic for the 2016 Artists’ Forum was ‘Copyright, Education and Support’. The forum was run over three days to an audience of 80 artists and cultural practitioners from the region. The main aim was the delivery of information and workshops on the issues associated with copyright across all aspects of the arts, including intellectual copyright and the licensing of designs for commercial product sales.

The programme included 15 speakers who delivered vital information on the arts industry, government programmes, and commercial opportunities for artists and practitioners working across a variety of art forms. Recommendations were sought from the participants after each session which will be drawn on and incorporated into the Culture, Art and Heritage programming for 2016-2017.

Included among the speakers was Lee-Ann Tjunypa Buckskin, Board Director, Aboriginal and Torres Strait Islander Arts, Australia Council for the Arts. In her presentation, ‘Setting the Scene’, she expressed the need to embed respect for Indigenous copyright and cultural issues and talked about how to acknowledge the Indigenous foundational values of sharing and reciprocity within a legal framework.

Terri Janke of Terri Janke Lawyers and Consultants, an Indigenous legal firm, presented ‘Intellectual Property Rights’. Terri provided a stimulating and insightful presentation on copyright issues identifying that First Nation peoples across the globe face the same issues of recognition and protection of cultural and intellectual property rights. She identified the disconnect between traditional ways of managing cultural knowledge and Australia’s imported legal system, which does not protect communal rights or shared knowledge systems.

Jasmin Herro, Chief Executive Officer, JHerro Pty Ltd, an Indigenous businesswoman, social entrepreneur, designer and global disruptor, presented on the opportunities that are offered through commercial licensing of designs and products on the international market. She pointed out the pitfalls and challenges of the licensing world while also presenting the commercial benefits.

Presentations were also made by Trisha Adjei, Indigenous Engagement Manager, Copyright Agency, Viscopy; Michael Hutchings, Indigenous Representative, Australasian Performing Right Association; Robyn Ayres, Executive Director, Arts Law Centre of Australia; and Jacqueline Cornforth, Coordinator, Artists in the Black (Arts Law Centre 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 aims to:

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.

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.

PROGRAMME EXPENDITURE 2015-2016

TABLE 2-16
Economic Development Programme expenditure, 2015-2016

TORRES STRAIT DEVELOPMENT PLAN OUTCOMES

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 or operated by Torres Strait Islander and Aboriginal people in the region.

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

PROGRAMME PERFORMANCE

ADDITIONAL PROGRAMME-SPECIFIC PERFORMANCE INDICATORS

JOB SEEKERS INSTALLING THE NEW ROOF.

CASE STUDY

Thursday Island Boat Club Project: Matching Training to Employment

The Thursday Island Boat Club project demonstrates the TSRA’s commitment to economic development and wealth creation in the region. The project provided Community Development Programme job seekers with practical on-the-job development and training aligned to the needs of the local building industry.

The project commenced in December 2015 with 15 job seekers and was the result of a collaboration between the TSRA, My Pathway (the Community Development Programme service provider) and the Torres Strait Youth and Recreational Sporting Association.

The project included demolition work and creation of a new toilet block and a large storage shed for boats and other equipment. Renovation of the existing building included a new roof, a new outdoor deck area, a new commercial-grade kitchen, and new internal ceilings and floor coverings. Local builder Rob Clarke and his team provided essential on-the-job supervision and guidance throughout the renovation and associated building works.

The TSRA Chairperson, Mr Joseph Elu, said, ‘The works will bring the Boat Club back to its former glory and will provide a great venue for community events, particularly those focused on youth sport and recreational activities that are all located in the same sporting precinct’.

The President of the Torres Strait Youth and Recreational Sporting Association, Mr Alan Filewood, said, ‘The renovation of the club facilities has been an aspiration of the Association for a long time and the Association is very happy that a large proportion of the work will be completed by unemployed youth under the direction of skilled builders’.

GAVIN BIN JUDA ON THE TOOLS LEADING THE WAY.

Participation in the project enabled job seekers to work towards completion of a Certificate II in Construction Training.

Foreman Bob Clarke and his crew provided guidance and encouragement to job seekers by showing them how to undertake technical building tasks in a supportive training environment. The job seekers also developed a work ethic and learned about working in a team. My Pathway mentor Gavin Bin Juda said, ‘Working with Bob was good. We got a heap of boys employed which was my goal. Watching and learning about the little things was amazing. I always wondered, how do you do that? And now I know!’.

The project has been keenly watched by employers in the local building industry, who have approached the Boat Club to recruit suitably skilled people to work on other commercial building sites on Thursday Island. By using this project as a launching platform, 19 job seekers have gained full-time paid employment and successfully exited the Community Development Programme with a range of new skills, experience and qualifications. Positive feedback from employers and employees demonstrates the success of the project.

Due to the positive employment outcomes associated with this project, participation in the activity was in high demand by My Pathway job seekers, who were lining up to get involved.

Providing opportunities for Torres Strait Islander and Aboriginal people to gain skills and qualifications sought by local employers means that the economic benefits are retained in the community.

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.

PROGRAMME OBJECTIVES

The Fisheries Programme aims to:

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

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

deliver initiatives to increase the 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

The programme deliverables are to achieve the outcomes from the Torres Strait Development Plan 2014-2018, which are:

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 2015-2016

TABLE 2-17
Fisheries Programme expenditure, 2015-2016

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

LEFT TO RIGHT: CHARLES DAVID (TSRA); AARON TOM (GUDAMALULGAL REPRESENTATIVE, TROPICAL ROCK LOBSTER RESOURCE ALLOCATION GROUP); PROFESSOR ALISTAIR MCILGORM; TERRENCE WHAP (MALUIALGAL REPRESENTATIVE, TROPICAL ROCK LOBSTER RESOURCE ALLOCATION GROUP); SATRICK BALUZ (IAMA REPRESENTATIVE, PRAWN MANAGEMENT ADVISORY COMMITTEE); PAUL KABAI (GUDAMALULGAL REPRESENTATIVE, SCIENTIFIC ADVISORY COMMITTEE); KENNY BEDFORD (TSRA FISHERIES PORTFOLIO MEMBER).

CASE STUDY

Participating in the management of the region’s fisheries

The TSRA Fisheries Programme supports Torres Strait Islander and Aboriginal peoples’ participation in the management of the region’s fisheries. The programme recently engaged Professor Alistair McIlgorm from the Australian National Centre for Ocean Resources and Security to run workshops on fisheries management principles.

The workshops were designed to support Torres Strait representatives in fisheries management forums such as advisory committees and working groups in their role and bring together their own knowledge of fisheries with western principles of fisheries management. Advisory committees and working groups provide advice to the Protected Zone Joint Authority (PZJA) on the management of Torres Strait fisheries.

Two series of workshops were delivered with participation from nine Torres Strait representatives in fisheries management forums. The workshops focused on the PZJA consultative forums and covered a wide range of topics from the legislative framework of the PZJA, to stock assessments and fisheries management tools used around the world.

The workshops’ success may see regular workshops directed at further equipping Torres Strait representatives to effectively engage in the fisheries management processes as members of PZJA committees.

Environmental Management

REGIONAL GOAL

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

PROGRAMME GOAL

The programme goal is identical to the regional goal.

PROGRAMME OBJECTIVES

The Environmental Management Programme aims to contribute to sustainable environmental management by:

promoting the sustainable management of natural resources

managing the effects of climate change, tidal inundation and erosion

increasing the utilisation of renewable energies

reducing the environmental impacts of waste management

improving land management for future generations.

PROGRAMME DELIVERABLES

The programme is delivered by the TSRA’s Land and Sea Management Unit. The programme deliverables are to achieve the outcomes from the:

fisheries project

land project

garden and horticulture project

biodiversity project

invasive species project

seagrass and other research activities project

land and sea rangers project

climate change and coastal erosion project

research initiatives.

PROGRAMME EXPENDITURE 2015-2016

TABLE 2-18
Environmental Management Programme expenditure, 2015-2016

PROGRAMME EXTERNAL FUNDING EXPENDITURE 2015-2016

TABLE 2-19
Environmental Management Programme external funding expenditure, 2015-2016

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

ADDITIONAL PROGRAMME-SPECIFIC PERFORMANCE INDICATORS

CASE STUDY

Land and Sea Management Strategy for Torres Strait

In 2015-2016, the TSRA coordinated the development of a revised land and sea management strategy for the Torres Strait. The Land and Sea Management Strategy for Torres Strait 2016-2036 is a guiding framework for enabling Torres Strait communities to continue to sustainably manage and benefit from their land, sea and cultural resources into the future.

WHAT ARE THE STRATEGY’S AIMS?

The strategy aims to help Torres Strait communities work together to keep the Torres Strait environment in pristine condition by protecting key values for the future.

To achieve this, the strategy:

promotes regional and local land and sea management aspirations and capacity

helps us to understand the health of key values in the region and how things might be changing

provides information to support local planning and management efforts

seeks ongoing investment to enable communities to look after their islands and seas in a culturally appropriate way.

HOW WAS THE STRATEGY PREPARED?

The original Land and Sea Management Strategy for Torres Strait 2005 was updated in 2015 to reflect developments in Native Title, management arrangements, research outcomes and community priorities. Input was sought from Traditional Owners, TSRA Board members, rangers, government partners and external experts. The strategy was finalised and endorsed in March 2016. TSRA and Gur A Baradharaw Kod (the Torres Strait Sea and Land Council) are joint signatories to the strategy.

The best available traditional and scientific knowledge was used to prepare the first-ever regional state of the environment report card for the Torres Strait. The report card gives an overview of the health of key values across the entire region. It will be updated every five years and will help us to monitor environmental changes and inform management efforts into the future.

STRONG FOUNDATIONS HAVE BEEN LAID FOR PARTNERSHIPS BETWEEN NATIVE TITLE HOLDERS AND NATIVE TITLE REPRESENTATIVE BODIES, COMMUNITY MEMBERS, ALL LEVELS OF GOVERNMENT, RESEARCH INSTITUTIONS, INDUSTRY AND OTHER EXISTING AND POTENTIAL PARTNERS IN IMPLEMENTING PRIORITY LAND AND SEA MANAGEMENT INITIATIVES UNDER THE STRATEGY.

Island land and sea profiles have been prepared for each of the 17 inhabited islands. The profiles summarise the key environmental features of the islands and community priorities for management. These profiles are intended to provide information to support local planning and decision-making in relation to environmental management, and can also be used as educational and promotional tools. They will be reviewed and updated every three to five years.

HOW WILL THE STRATEGY BE IMPLEMENTED?

Strong foundations have been laid for partnerships between Native Title holders and Native Title Representative Bodies, community members, all levels of government, research institutions, industry and other existing and potential partners in implementing priority land and sea management initiatives under the strategy.

Local-level plans (such as Working on Country plans) will be further strengthened to help deliver the strategy. There will be regular opportunities for Traditional Owners and communities to provide input to these local-level plans and to participate in local land and sea management initiatives.

A regional investment prospectus will be prepared identifying opportunities for existing and potential partners to contribute time, resources and effort towards implementation of the strategy according to their capacity and priorities.

SUNRISE, NORTHERN PENINSULA AREA.

Governance and Leadership

REGIONAL GOAL

Effective and transparent self-government with strong leadership.

PROGRAMME GOAL

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.

PROGRAMME OBJECTIVES

The Governance and Leadership Programme aims to:

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

improve the governance and leadership capacity of the TSRA.

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.

PROGRAMME EXPENDITURE 2015-2016

TABLE 2-20
Governance and Leadership Programme expenditure, 2015-2016

TORRES STRAIT DEVELOPMENT PLAN 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 development framework across governments.

Strong Torres Strait Islander and Aboriginal organisational leadership and governance.

During 2015-2016, the Prescribed Bodies Corporate capacity-building initiative was transferred to the TSRA’s Native Title Programme.

PROGRAMME PERFORMANCE

ADDITIONAL PROGRAMME-SPECIFIC PERFORMANCE INDICATORS

2015 TORRES STRAIT WOMEN’S LEADERSHIP PROGRAMME PARTICIPANTS. LEFT TO RIGHT: SUSANNA TAPAU – MER, OLIVE BANN – THURSDAY ISLAND, HELEN MOSBY – MASIG, SENATOR THE HON NIGEL SCULLION – MINISTER FOR INDIGENOUS AFFAIRS, LISA LUI – THURSDAY ISLAND, LARISSA BANI – MABUIAG, VERA HAVILI – THURSDAY ISLAND, JENNI PILOT – THURSDAY ISLAND.

CASE STUDY

Torres Strait Women’s Leadership Programme

The TSRA has identified the need to develop the governance and advocacy capacity of the women of the Torres Strait region. The Torres Strait Women’s Leadership Programme is one component of the regional capacity-building initiatives undertaken through the Governance and Leadership Programme. Currently the participation of female leaders on boards, committees and special interest groups in the region is minimal.

The TSRA initiated its inaugural programme in 2014. Four women graduated in the first programme and seven women graduated in the second programme. The TSRA is now in the process of delivering its third programme with a cohort of 10 women from across the Torres Strait region.

The TSRA offers placements for up to 10 Indigenous women living in the Torres Strait region. The Women’s Leadership Programme is held over 10 days and delivered through three sessions – two in the Torres Strait and one in Canberra. The sessions are designed to challenge participants, both personally and professionally, in a safe learning environment to improve their leadership practice and understanding of governance.

The TSRA provides resources to enable the Australian Rural Leadership Foundation to conduct leadership programmes such as this in order to develop participants’ skills and capacity for leadership. The objectives of the programme are to develop their:

understanding of and capacity for engagement in governance and politics

self-awareness and adaptability in their approaches to leadership

leadership skills including persuasion

influence and meeting facilitation

confidence levels in relation to public speaking.

Ms Vera Havili from Thursday Island was a graduate from the 2015 programme. She said, ‘The Women’s Leadership Programme gave me tools to do things differently. It prepared me to discover the potentials I thought I didn’t have and since doing the programme I had set some achievable goals for myself and YES I have overcome every one of them including exercising my passion in Indigenous knowledge and justice. I have since taken up a management role on my island home (Mer) serving my people’. Ms Havili is also running in the 2016 TSRA elections for Member for Mer.

The Australian Rural Leadership Foundation and the TSRA have a long partnership in developing the capacity of future leaders in the Torres Strait.

TSRA RANGERS SETTING A FERAL PIG TRAP ON MOA AS PART OF THEIR WORKING ON COUNTRY ACTIVITIES.

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 economic, cultural and social participation for Torres Strait Islander and Aboriginal people living in the region.

PROGRAMME OBJECTIVES

The Native Title Programme aims to:

assist Traditional Owners to 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 Registered Native Title 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 2015-2016 (INCLUDES EXTERNAL FUNDING)

TABLE 2-21
Native Title Programme expenditure, 2015-2016

PROGRAMME EXTERNAL FUNDING EXPENDITURE 2015-2016

TABLE 2-22
Native Title Programme external funding expenditure, 2015-2016

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 met their responsibilities under the Native Title Act 1993 (Cth).

PROGRAMME PERFORMANCE

�ADDITIONAL PROGRAMME-SPECIFIC PERFORMANCE INDICATORS

STATISTICAL DATA

TABLE 2-23
Performance statistics – Native Title Office

CASE STUDY

Collaborative Effort at Ugar to Settle Boundary Disputes

The TSRA in its role as Native Title Representative Body for the region has, through the Native Title Office, dispute resolution functions under section 203BF of the Native Title Act.

The most common form of Traditional Owner dispute, dating back well before western colonisation, has been boundary disputes. Island court records that pre-date the Mabo decision and the Native Title Act overwhelmingly show that boundary disputes were a main focus of discord in island communities.

Where there has been a court determination of Native Title, those rights and interests are recognised and protected under the Native Title Act. The responsibility for resolving Traditional Owner disputes now lies with the Registered Native Title Body Corporate, which is referred to as a Prescribed Body Corporate, or PBC, for the Native Title determination area. PBCs are incorporated under the Corporations (Aboriginal and Torres Strait Islander) Act. The PBC holds Native Title in trust for all the Traditional Owners in the determination area.

THE TSRA AS THE NATIVE TITLE REPRESENTATIVE BODY PLAYS AN IMPORTANT ROLE TO PROVIDE SUPPORT TO PBCS AND TRADITIONAL OWNERS TO RESOLVE BOUNDARY DISPUTES SO THAT MAJOR INFRASTRUCTURE PROJECTS WHICH BENEFIT THE COMMUNITY CAN GO AHEAD AS QUICKLY AS POSSIBLE.

An Indigenous Land Use Agreement (ILUA) may be required if the government or other entity or person wishes to construct a building on Native Title land. The PBC is required by law to engage with the Traditional Owner of the land and obtain their consent in writing before the PBC can sign off on an ILUA and the building can go ahead. It is during this consent process that an issue may arise whereby the land in question is claimed by more than one family or individual.

This ownership question is widespread throughout the Torres Strait and indeed mainland Australia. The TSRA as the Native Title Representative Body plays an important role to provide support to PBCs and Traditional Owners to resolve boundary disputes so that major infrastructure projects which benefit the community can go ahead as quickly as possible.

Although Native Title at Ugar was formally recognised by the Federal Court in 2004, the court determination did not contain all of the details about traditional land ownership. A complex system of traditional laws and customs provides for different parcels on the small volcanic island to be owned by different families.

The traditional laws and customs also involve sophisticated means of land inheritance and various forms of traditional land transactions between families.

The impacts of colonisation and the advance of modern life caused many Ugarem Le to leave their homeland for mainland Australia. This, and the oral means by which traditional laws are held and passed down, created uncertainties about the alignment of some traditional boundaries – especially where traditional boundary markers like rocks and trees were removed over the years as land was developed for modern infrastructure.

The Native Title Office arranged for a meeting of the Ugar PBC and Traditional Owners to be held in Cairns on 14-15 October 2014. As the Traditional Owners for Ugar were living in different parts of Australia, Cairns was chosen as the most convenient and cost-effective location to hold the meeting. At the meeting, Queensland Government representatives provided an update on land tenure matters including social housing. The Torres Strait Island Regional Council Mayor and Councillors also provided an update on the proposed new infrastructure which was planned for Ugar. The Native Title Office lawyers gave the community an update on progress on the Native Title claim for Part B of the regional sea claim, the roles and responsibilities of Malu Lamar PBC for Part A of the regional sea claim, and other matters related to Native Title.

It became apparent during the meeting that agreement had to be reached on traditional boundaries before any new or updated infrastructure could proceed to construction. This would require senior elders and Traditional Owners to be physically present on Ugar to identify and agree on traditional boundaries which would be recorded for future use.

Following discussion between the Native Title Office, the Torres Strait Island Regional Council and the Queensland Government, agreement was reached to mutually support a project to identify and record traditional boundaries and to carry out a proper survey of Ugar to correct errors in the current survey plan. The Native Title Office with the consent of the other parties obtained assistance from the National Native Title Tribunal to resolve disputes which arose during the course of the project.

The boundary mapping project commenced on 27 July 2015 and was completed on 7 August 2015. Elders and Traditional Owners from all around Australia converged on Ugar to focus on the issue of boundaries. Part of this project involved the Traditional Owners themselves placing town planning survey pegs to help the orderly expansion of the island’s small township as well as to identify traditional boundaries. The project’s outcomes cleared the way for a helipad upgrade, fuel bowser, desalination plant, community hall and fisheries freezer to go ahead. Some of these projects had been delayed for years because of boundary uncertainties and disputes.

BOUNDARY DISPUTE RESOLUTION WORKSHOP, UGAR (STEPHEN ISLAND), 2015.

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 TSRA seeks to influence policy for all health programmes across all tiers of government, monitor health services and initiatives across the Torres Strait region and provide strategic policy advice.

The programme also provides direct support for initiatives that promote healthy lifestyles, and supports home ownership and other specific housing initiatives that are linked to healthy lifestyles and economic development in the region.

PROGRAMME OBJECTIVES

The Healthy Communities Programme aims to:

seek to influence policy for all health programmes 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

Support community market garden and horticulture initiatives (in conjunction with the Environmental Management Programme).

Engage with food suppliers and retailers to increase supply and variety of healthy food options.

Support health education initiatives including physical education and nutrition, obesity, diabetes, motivation and substance abuse programmes.

Fund sport and recreation activities and minor infrastructure.

Contribute funding and provide policy advice for the delivery of essential services and infrastructure to support healthy living environments.

PROGRAMME EXPENDITURE 2015-2016

TABLE 2-24
Healthy Communities Programme expenditure, 2015-2016

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

ADDITIONAL PROGRAMME-SPECIFIC PERFORMANCE INDICATORS

TORRES SHIRE COUNCIL EMPLOYEES INSTALL A DRAIN AS PART OF THE WASAGA VILLAGE ROADS AND DRAINAGE PROJECT.

CASE STUDY

Improving the Lives of Torres Strait People

The Torres Strait Major Infrastructure Programme (MIP), jointly funded by the Commonwealth Government, through the TRSA, and the Queensland Government, delivers vital environmental health infrastructure to communities in the Torres Strait and Northern Peninsula Area region.

Since commencement of MIP in 1998, more than 100 essential environmental health infrastructure projects have been delivered throughout the region, providing opportunities for employment and skills development, and empowering councils to independently maintain and enhance their infrastructure.

A project currently being delivered by Torres Shire Council under Stage 5 of the MIP is the Wasaga Village Roads and Drainage Project on Horn Island. This project will deliver the reconstruction of roads and drainage works throughout the community, providing health benefits associated with reduction in dust and water-borne diseases.

This project has provided both accredited and practical onsite training for local Torres Strait Islander and Aboriginal employees, many of whom are now developing career paths into management and technical roles. Through the delivery of this stage of the Wasaga Village Roads and Drainage Project, 24 Indigenous staff have been employed and/or trained, 10 are currently enrolled for accredited training with a regional training organisation, seven have already completed 42 modules in civil construction to date, and three have enrolled to complete a Certificate II and III in water operations.

Under Stage 5 of the MIP, a total of 41 Indigenous staff have received employment. By the completion of this stage in December 2016, it is anticipated that a total of 70 Indigenous staff will have received employment and training through delivery of the 13 environmental health infrastructure projects.

The TRSA continues to work with the Commonwealth, state and local governments and communities to support future environmental health infrastructure initiatives and employment and development opportunities for local Indigenous people.

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 are guided by cultural and traditional lore (social services).

PROGRAMME GOALS

The Safe Communities Programme goals are:

to 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

to 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

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

PROGRAMME OBJECTIVES

The Safe Communities Programme aims to 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.

The programme will 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.

The programme will 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

Support Torres Strait Islander and Aboriginal women, men and children social development and support programmes, and child and family safety programmes.

Support safe and accessible community infrastructure, land and sea communication systems, and community capacity building.

Participate in inter-agency and integrated service delivery meetings and forums to discuss issues of community and domestic safety and to contribute to shaping planning and service delivery in the region.

PROGRAMME EXPENDITURE 2015-2016

TABLE 2-25
Safe Communities Programme expenditure, 2015-2016

TORRES STRAIT DEVELOPMENT PLAN OUTCOMES

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.

PROGRAMME PERFORMANCE

ADDITIONAL PROGRAMME-SPECIFIC PERFORMANCE INDICATORS

NORTHERN PENINSULA AREA LIFEGUARDS NOW FULLY QUALIFIED AFTER COMPLETING THEIR LIFEGUARD TRAINING.

CASE STUDY

Accredited Lifeguard Training

Swimming is a key activity in the Torres Strait and Northern Peninsula Area and safety is the utmost concern for families in the region. In 2015-2016, the TSRA provided grant funding to the Northern Peninsula Area Regional Council to engage a qualified and accredited trainer to provide local people with accredited training in lifeguard duties and enable consistent, safe and effective operation of the swimming pool at Bamaga community.

The aim of the project was to increase public safety and usage at the Bamaga swimming pool by providing a team of local pool attendants with accredited lifeguard training. The funding also covered the costs of attendants’ uniforms and essential lifesaving equipment, including rescue tubes and rings, rescue throw bags, a 20-metre throw line, a spine board, reach poles and first aid blankets.

A GROUP OF LOCAL PEOPLE ARE NOW QUALIFIED TO SUPERVISE ACTIVITIES AT THE BAMAGA POOL, RESULTING IN IT BEING AVAILABLE FOR OPERATION ALL YEAR ROUND AND AN INCREASE IN LOCAL ATTENDANCE.

The project was delivered successfully, with a total of 19 participants attending and completing the training course. The course included lifeguard training, the Bronze Medallion course and the First Aid Certificate.

A group of local people are now qualified to supervise activities at the Bamaga pool, resulting in it being available for operation all year round and an increase in local attendance. Lifesaving equipment is also vital in case of emergency, and staff are easily identifiable by their uniforms, which has increased safety and response times.

SECTION 3

Report of Operations

Where We Operate

GEOGRAPHY AND LOGISTICS

The Torres Strait is located in Australia and is part of the north-eastern state 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 the islands in the east are volcanic.

FIGURE 3-1
The Torres Strait

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 remote location, 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 inhabited mainly by Torres Strait Islander people and Kaurareg Aboriginal people. As of 30 June 2016, the Australian Bureau of Statistics reported that the total population of the region was 9,519, of whom 7,437 (78.13 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 languages 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 and sea and the resources they provide.

CULTURAL VALUES ARE STRONGLY INTERTWINED WITH TRADITIONAL ANCESTRAL TIES AND RESPECT FOR WATERWAYS, LAND AND 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 was 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 in the Torres Strait region and most of the uninhabited islands. 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 2015-2016. Altogether, 22 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.

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.

In 2014-2015 the Australian Government introduced the Indigenous Advancement Strategy, which grouped over 150 Indigenous programmes into five programme streams:

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.

MINISTER FOR INDIGENOUS AFFAIRS SENATOR NIGEL SCULLION CONSULTING WITH THE BADU COMMUNITY.

COAG BUILDING BLOCKS

The TSRA’s programme structure is based on the six 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.

In 2009-2010, 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 2012. A booklet has been prepared for each community and published through the TSRA’s Information Publishing Scheme. The ISD community booklets can be accessed on the TSRA website, www.tsra.gov.au.

Thirteen community booklets were updated and published in 2015-2016, with the remainder scheduled for updating in 2016-2017. Progress is measured during community consultation visits, generally covering each community once every second year. The previous reporting period was when the bulk of the updates were made. The status as at 30 June 2016 notes updates from community visits in 2015-2016. This is shown in Table 3-1 and Figure 3-1. Table 3-1 shows the baseline data for 2010, then the progress measured in 2012, 2014 and 2015.

Table 3-1 and Figure 3-1 show 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.

TABLE 3-1
Summary of community service issues by COAG building block

Progress in Service Delivery

FIGURE 3-2
Progress in service delivery against the Torres Strait and Northern Peninsula Area Regional Plan 2009-2029

Progress by COAG Building Block

FIGURE 3-3
Progress towards closing the gap by COAG building block status, at 30 June 2016

REGIONAL STATISTICS

The latest data available at the time of writing this report was from the Australian Bureau of Statistics (ABS). This data 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 2016.

The figures used in the 2015-2016 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

The comparison of population changes across the Torres Strait and Northern Peninsula Area (Bamaga and Seisia) is shown in tables 3-2 to 3-5.

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 was a slight decrease from 83.1 per cent in 2006. The 2011 figure represented 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

In 2011, the number of males in the population had decreased, down by 1.6 percentage points on the 2006 figure.

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 and 2011 censuses. The age profile in Seisia is believed to be skewed by the number of non-resident visitors in the community at the time of each census.

Employment

Employment data for the Torres Strait columns in Table 3-6 relates only to Torres Strait Islander and Aboriginal people. The figures for Bamaga and Seisia include non-Indigenous employees. The ‘not in labour force’ figures were reported in the 2006 census but not collected in 2011. These figures represent people of working age who were not seeking employment.

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

Across the region the unemployment rate was 8.8 per cent. This is 2.8 percentage points higher than the Australian rate as at 30 June 2016, which was 6.0 per cent. Seasonally adjusted labour force participation rates for the region are not available. The significant variation in 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-time and part-time positions.

TSRA RANGER CONDUCTS CHAINSAW TRAINING – ONGOING TRAINING IS PROVIDED TO THE RANGERS TO MINIMISE SAFETY RISKS.

Education

The number of people undertaking some form of education was 2,583. The education categories are shown in Table 3-7.

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

The average school attendance in 2015 across years 1 through 12 was 88 per cent. This figure is still below the non-Indigenous attendance rate of 91.5 percent.

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 3-8.

TABLE 3-8
Median wealth in the Torres Strait, including Bamaga and Seisia ($ per week)

The Queensland averages for personal income and household income were $587 and $1,253 per week, respectively. The Australian averages were $577 and $1,234. In the region, personal earnings were 70.0 per cent of Queensland average earnings and 71.2 per cent of Australian average earnings. Household earnings were 1.6 percent of Queensland and Australian average 1.1 earnings.

Housing Tenure

The 2013 ABS QuickStats (June 2016) report showed that there were 1,722 private dwellings, out of a total of 2,291 dwellings. Of those private dwellings, 1,718 had tenure arrangements, as shown in Table 3-9.

TABLE 3-9
Tenure of private dwellings in the Torres Strait, including Bamaga and Seisia

The figures in Table 3-9 indicate a decrease in the number of houses owned in the region between 2006 and 2011. This may have been representative of the decrease in population in the region, reported in Table 3-3. There was a 21.6 per cent increase in the number of properties under mortgage between 2006 and 2011, with all but one property being in Torres Strait communities. The lack of freehold land and long tenure leasehold land in the region remains a barrier to increased home ownership.

Health

A synthesis of data from the ABS and the Australian Aboriginal and Torres Strait Islander Health Survey shows that in 2015-2016:

Torres Strait Islander and Aboriginal people were more than three times as likely as non-Indigenous people to have diabetes.

Torres Strait Islander and Aboriginal people were twice as likely as non-Indigenous people to have signs of chronic kidney disease.

Obesity rates for Torres Strait Islander and Aboriginal females and males were higher than the comparable rates for non-Indigenous people in 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 males between the ages of 35 and 44 was over four times higher than rates for non-Indigenous males. The mortality rate for Torres Strait Islander and Aboriginal females between the ages of 25-29 and 35-39 years was five times higher than the rate for non-Indigenous females.

TSRA STAFF AND COMMUNITY STAKEHOLDERS AT THE ENVIRONMENTAL MANAGEMENT STRATEGY WORKSHOP.

How We Operate

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).

In 2014, the Public Governance, Performance and Accountability Act 2013 (PGPA Act) came into effect, replacing the Commonwealth Authorities and Companies Act 1997. The TSRA also falls under the legislative requirements of the PGPA Act in its use and management of public resources. As part of the PGPA Act, the TSRA is required to develop a corporate plan each year outlining its operations. A copy of the TSRA corporate plan for the reporting period can be accessed on the TSRA website.

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 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 February 2016, the Minister for Indigenous Affairs formally appointed the TSRA as the region’s NTRB for two years from 2016 to 2018.

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 REGION.

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; Native Title; Healthy Communities; 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 programs for Torres Strait Islanders, and Aboriginal persons, living in the Torres Strait area;

to monitor the effectiveness of programs for Torres Strait Islanders, and Aboriginal persons, living in the Torres Strait area, including programs 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 the 2015-2016 reporting year the TSRA was an agency within 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 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

The Minister for Indigenous Affairs has 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 five Acting Chief Executive Officer appointments between 1 July 2015 and 30 June 2016.

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 the Acting Chief Executive Officer of the TSRA for the periods outlined below:

Appointee:

Mr John Ramsay

Duration:

5 to 10 October 2015

Appointee:

Mr John Ramsay

Duration:

14 to 18 December 2015

Appointee:

Mr Chris de Mamiel

Duration:

21 December 2015 to 8 January 2016

Appointee:

Mr Chris de Mamiel

Duration:

4 to 8 April 2016

Appointee:

Mr John Ramsay

Duration:

27 June to 5 July 2016

BRIEFINGS AND INFORMATION

Throughout the reporting period the TSRA provided ministerial briefings to the Minister for Indigenous Affairs, including quarterly reports against the Statement of Expectations and Statement of Intent detailing the TSRA’s operations and service delivery.

JUDICIAL DECISIONS AND REVIEWS

There were no judicial decisions or reviews involving the TSRA in 2015-2016.

SECTION 4

Corporate Governance and Accountability

TSRA MEMBER FOR PORT KENNEDY MRS ROMINA FUJII PICTURED WITH THE NEW MER RANGER VESSEL, WHICH WAS ADDED TO THE RANGER VESSEL FLEET IN THE REPORTING PERIOD.

Overview of Governance Structure

FIGURE 4-1
TSRA governance framework

Governance Framework

The TSRA’s governance framework provides a system of direction and controls that enable 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 holds scheduled quarterly meetings and issue- specific out-of-session meetings. The Board Chairperson is a full-time office holder, 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

oversee the TSRA’s strategic objectives and direction

approve programme mandates

review the TSRA’s performance, objectives and outcomes

manage strategic risk and regional stakeholder relations.

The Chairperson and Executive Members of the TSRA are elected by the members of the Board at the first Board meeting following the TSRA elections. All TSRA Board members are also officials under the Public Governance, Performance and Accountability Act 2013 (Cth) and are classified as 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). The current Board was elected in the first independent TSRA Board member elections held in 2012. The Board’s 20 members represent the communities of Badu, Bamaga, Boigu, Dauan, Erub, Hammond, Ngarupai and Muralag, Iama, Kubin, Mabuiag, Masig, Mer, Port Kennedy, Poruma, Seisia, Saibai, St Pauls, TRAWQ, Ugar and Warraber and will serve on the Board until the next TSRA elections are held in July 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 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 he 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.

In 2008, Mr Elu was made an Officer of the Order of Australia and was 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 position of Mayor of the Northern Peninsula Area Regional Council and Chairperson of the Cape York Natural Resource Management Board, from which he recently resigned.

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

Mr Aven S Noah was elected in September 2012, at the inaugural meeting of the 2012 TSRA Board, as Deputy Chairperson and Portfolio Member for Culture, Art and Heritage.

Mr Noah believes traditional land and sea rights are paramount to the control of resources, and that the TSRA must work closely with Traditional Owners because 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 this year, with the combined meeting with regional leaders, he feels that their actions are starting to breathe oxygen into ‘Home Rule’.

Mr Noah is very proud that 2014 marked the TSRA’s 20th anniversary and that the TSRA celebrated the occasion by holding the Board’s inaugural outer Torres Strait Island meeting in his community, Mer. The 90th TSRA Board meeting coincided with the Meriam people’s Mabo Day celebration, where the TSRA Chairperson, supported by the Torres Strait Shire Mayor and the Torres Strait Island Regional Council Mayor, declared that Mabo Day should be recognised as a national public holiday.

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 re-elected for his second consecutive 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 also 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 was instrumental in the formation of Gur A Baradharaw Kod (the 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, in which the High Court on 7 August 2013 recognised that commercial rights for Native Title holders co-exist with Native Title rights over approximately 44,000 square kilometres. Mr Nona is the Chair of the Sea Claim RNTBC and the 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 Area Working Groups.

Mr Nona is a member on 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 REG 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 is passionate about the employment and skills development of Torres Strait Islander and Aboriginal people and wants to ensure they are given first preference in employment opportunities on civil works projects in the region. Mr Williams runs his own heavy machinery company and has first-hand experience in the earth-moving industry, including the many challenges faced by Torres Strait Islander and Aboriginal people who want to progress in that field.

One of Mr Williams’s key concerns is housing in the Northern Peninsula Area and 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 RNTBC. He was the 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 establish 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 as an office holder for a number of organisations, including the Dauanalgaw (Torres Strait Islanders) Corporation RNTBC; Holy Cross Church Parish, Diocese of Torres Strait; and Outer Islands Rugby League. He is also employed as a Biosecurity Officer for the Department of Agriculture and Water Resources.

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 working 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 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 Islander people 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 aspiration and challenges 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 PNG 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 Islander 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 support of the Ranger Programme and Torres Strait art and culture maintenance. He is acutely aware of the positive influence of arts, culture and heritage on community health, cohesion and wellbeing.

In his second term, Mr Bedford has diligently represented Erub and the region, and, in particular, he has played a constructive role in the economic and cultural development of the Torres Strait for Torres Strait Islander and Aboriginal people.

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 of 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 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 aligns to the services provided by established organisations, businesses and partnerships in the region; and real land tenure to encourage outside investment in 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, Badu Ar Mua Migi Lagal (Torres Strait Islanders) Corporation RNTBC, Kaurareg Native Title (Aboriginal) Corporation RNTBC and Kaurareg Land Trust and sits on the Cape York Land Council. He held the position of Chairman of Kubin Community for nine years between 2000 and 2009.

Mr Savage has many years’ experience working on the railways, and for the past four 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 Sport 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.

Mr Fell is focused on achieving affordable housing for Torres Strait Islander people and working towards empowering his people through accessible employment and training opportunities.

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 17 years experience in the Australian Public Service, working for the Australian Quarantine and Inspection Service (now part of the Department of Agriculture and Water Resources), and for the Department of Immigration and Citizenship as a Movement Monitoring Officer. Ms Mosby is currently employed as the Senior Housing Officer for the Torres Strait Island Regional Council.

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 the region.

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 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 of experience in the light marine industry. He is owner–operator of a sea cat marine charter, and a director of the Torres Shire 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 and the outer islands.

As a TSRA Board member, Mr Loban is 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.

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 was also nominated by the TSRA to represent the Torres Strait on the National Longitudinal Study of Indigenous Children Steering Committee.

Mrs Fujii is the Chairperson of the Health Science Advisory Committee for James Cook University in the Torres Strait; the Chair of the Torres Strait Aged Association, which auspices the Home and Community Care programme for the inner islands; and the Chairperson of the Rotary Club of Thursday Island. Mrs Fujii is a financial member of the Port Kennedy Association Inc.

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.

Mrs Fujii has worked as a volunteer in not-for-profit organisations such as Lena Passi Women’s Shelter and Mura Kosker Sorority.

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 shares 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 are 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 Councillor for Poruma on the Torres Strait Island Regional Council and is the Chairperson of the Poruma Zazethau Lag Torres Strait Islanders Corporation and a director of the Porumalgal (Torres Strait Islanders) Corporation RNTBC. 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 to the erosion of low-lying islands that satisfies community expectations and concerns.

Mr Pearson comes from one of the communities that is affected by mobile phone signal black spots and is keen to work with the initiatives currently 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 seawalls 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 the cycle of, 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 primary 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 the 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 tangible outcomes for the wellbeing of Indigenous people living in 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 businesses 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 John Abednego was re-elected for a fifth term on 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, a 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, 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 Waiben (Thursday Island). He identifies as both Aboriginal and Torres Strait Islander, as his grandfather was traditionally adopted to the Wuthathi Tribe.

In September 2012 Mr Stephen was elected to the TSRA Board for the first time. During the past four years of 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 has worked vigorously to address regional issues across Zenadth Kes (Torres Strait), including being an active member on a number of committees such as Prawn Fisheries, Finfish Fisheries, Native Title, Scientific Studies and the Raine Island Reference Group.

TSRA BOARD MEETING IN SESSION.

Board Meetings

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

During 2015-2016, the TSRA Board held four general meetings and one special meeting, as detailed in Table 4.1.

TABLE 4-1
Board meetings and apologies

Attendance at Board meetings is outlined in Table 4.2.

TABLE 4-2
Board meeting attendance

TSRA Board Charter and Ethics

In 2016, the second edition of the TSRA Board Charter was adopted. The charter brings together all resources that Board members require to enable them to exercise their powers and responsibilities.

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

Board Member Induction

During 2015-2016 there were no changes to the composition of the TSRA Board. No board induction training was conducted.

TSRA Board Code of Conduct

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

Strategic Planning

The TSRA undertakes a strategic planning and training workshop for Board members in November each year. The 2015-2016 Strategic Planning and Training Workshop was held over three days in November 2015, where Board members received training on financial planning and funding proposal processes. A key part of the workshop was forward planning, which included discussing ideas for 2016-2017 and beyond and a review of the TSRA’s programme structure under the current Torres Strait Development Plan 2014-2018 and its alignment to the Indigenous Advancement Strategy. Other topics covered were a review of the role of the Executive Committee, and the TSRA’s progress against the Minister’s Statement of Expectations and TSRA’s Statement of Intent.

THE TSRA PROVIDES OPPORTUNITIES FOR BOARD MEMBERS TO UNDERTAKE ACCREDITED TRAINING IN THE AREAS OF GOVERNANCE, LEADERSHIP AND BUSINESS.

Training and Education

The TSRA provides opportunities for Board members to undertake accredited training in the areas of governance, leadership and business. Board members are also eligible to apply for the TSRA’s Leadership Capacity Building Programmes. Qualifications earned by Board members are noted in the profiles of TSRA Board members in this section of the Annual Report.

EXECUTIVE COMMITTEE

The TSRA Board formed an Executive Committee at the beginning of its term 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 if 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 Public Governance, Performance and Accountability Act 2013 (Cth) 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, TSRA decisions and achievements as they relate to the Executive Committee’s portfolio responsibilities.

Membership

The 2015-2016 TSRA Executive Committee members and their portfolio responsibilities are shown in Table 4-3.

TABLE 4-3
Membership of the 2015-2016 Executive Committee

Meeting Dates

In 2015-2016, the TSRA Executive Committee met four times, as shown in Table 4-4.

TABLE 4-4
Executive Committee meeting dates and apologies

Attendance

Attendance at TSRA Executive Committee meetings in 2015-2016 is shown in Table 4-5.

TABLE 4-5
Executive Committee meeting attendance

OTHER BOARDS AND COMMITTEES

Programme Steering Committee

The TSRA has in place 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 on a quarterly basis and also when required, out of session, 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.

Audit Committee

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

The TSRA is required to have an Audit Committee under section 45 of the Public Governance, Performance and Accountability Act 2013 (Cth). 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 Accountants and Advisers). 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 if considered necessary.

MEMBERSHIP

The membership of the Audit Committee during 2015-2016 is shown in Table 4-6.

TABLE 4-6
Audit Committee members

MEETING DATES

The Audit Committee met four times in 2015-2016, as shown in Table 4-7.

TABLE 4-7
Audit Committee meeting dates and apologies

ATTENDANCE

Members’ attendance at Audit Committee meetings is shown in Table 4-8.

TABLE 4-8
Attendance at Audit Committee meetings

Enabling Functions

INFORMATION MANAGEMENT AND TECHNOLOGY

Telstra Regional Communications Upgrade

The TSRA has continued to work with Telstra to improve regional communications. A submission supported by both Telstra and the TSRA was made to the Mobile Black Spot Programme Round 2 funding; however, it was not successful. The TSRA, in partnership with Telstra, will continue to engage at the Commonwealth, state and local government levels to seek support and commitment for the required capital for this proposed project in the coming financial year.

Information and Communications Technology (ICT) Infrastructure

As part of an initiative to begin to move the TSRA’s ICT systems and services to the cloud, the ICT team has been working closely with Telstra to improve the network communications infrastructure to TSRA offices. With the upgrade of the internet links for TSRA offices on Thursday Island and in Cairns, the focus has been identifying which systems and services are best moved into the cloud. The TSRA has been in negotiation with vendors of the TSRA’s existing finance and human resource systems to look at the best option for these programmes to ensure ongoing ease of access for TSRA staff.

Grant Management System

The TSRA transitioned to a new grant management system in the reporting period. The transition migrated all data contained in the TSRA’s previous grant management system onto a new platform called Smarty Grants, which was provided by the Australian Institute of Grants Management. All grant data was migrated to Smarty Grants by 30 June 2016 and existing grant management practices were reviewed and processes developed to align with current best practice. The TSRA will be using its new grant management system from 2016-2017 onwards.

Support for Outer Island Ranger Sites

The ICT team has continued to seek improvements to the level of service provided to the outer island ranger sites. In the reporting period, the TSRA trialled an initiative to have a full-time ICT staff member based at one of the TSRA ranger sites to focus on outer island ICT support. The trial was successful and the TSRA is considering options to continue the arrangement in the coming financial year.

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. Table 4-9 provides an overview of the TSRA’s environmental activities and operations in relation to section 516A of the EPBC Act.

TABLE 4-9
Report on compliance with the EPBC Act, section 516A

TABLE 4-9 (continued)
Report on compliance with the EPBC Act, section 516A

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 involving a systematic process for maintaining risk within an acceptable level (Figure 4-2).

FIGURE 4-2
TSRA risk management process

Risk Identification

Risk identification involves identifying the issues that are likely to negatively affect the achievement of the goals of the TSRA. This includes:

political and strategic risks

programme delivery risks

operational support risks.

Risks are identified via:

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

completion of individual risk assessments at the programme and/or 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 and the consequence or impact of the risk.

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:

investment 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.

The TSRA’s risk appetite is necessarily around the middle of the risk-taking spectrum. Depending on the results from year to year and 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 within their span of control. The members of the TSRA’s Management Group are responsible for:

incorporating suitable risk management activities into business planning (via completion of a risk assessment at the programme or project level)

ensuring that the 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 the International Standard AS/NZ ISO 31000 Risk Management – principles and guidelines.

ACCOUNTABILITY

External Scrutiny

During the 2015-2016 reporting period the TSRA, as a corporate Commonwealth entity, was 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 2015-2016 audit was conducted in August 2016. 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 fraud control mechanisms in accordance with section 10 of the Public Governance, Performance and Accountability Act 2013 (Cth). No incidents of fraud were detected in 2015-2016.

Internal Audit

The TSRA Audit Committee is assisted in the internal audit function by an external contractor, HLB Mann Judd. HLB Mann Judd is responsible for implementing the TSRA’s internal audit programme, which aims to provide assurance that key risks are being managed effectively and efficiently, including that the TSRA complies with regulatory requirements and policies.

Compliance Report

In accordance with section 19 of the Public Governance, Performance and Accountability Act 2013 (Cth), 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: ‘Has complied with the provisions and requirements of the Public Governance, Performance and Accountability Act 2013 (PGPA Act); and 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. The TSRA has an annual insurance renewal process, and reviewed its insurance coverage in 2015-2016 to ensure it remained appropriate for its operations.

During the year, no indemnity-related claims were made, and the TSRA is not aware of any circumstances likely to lead to such claims being made.

The cost of directors’ and officers’ indemnity insurance for 2015-2016 was $10,082.

MINISTER FOR INDIGENOUS AFFAIRS SENATOR THE HON NIGEL SCULLION, TORRES SHIRE MAYOR PEDRO STEPHEN, TSRA CHAIRPERSON JOSEPH ELU AND KAURAREG NATIVE TITLE ABORIGINAL CORPORATION CHAIRPERSON MILTON SAVAGE.

Directors’ Interests Policy

In accordance with the Public Governance, Performance and Accountability Act 2013 (Cth) and the PGPA Rule, 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. The pecuniary interest processes apply 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, Queensland. A small TSRA office in Cairns continues to be used to increase the TSRA’s capacity to attract people with skills and experience not available in the Torres Strait.

The TSRA has a workforce strategy that complements the Torres Strait Development Plan 2014-2018 and sets the strategic direction for supporting and developing the TSRA’s 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 2016 the next TSRA Enterprise Agreement was still being negotiated. The salary ranges for staff covered under the current enterprise agreement range from $42,334 for an APS Level 1 staff member to $130,164 for an Executive Level 2 staff member.

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 and leave arrangements.

Learning and Development

The TSRA’s employees attended internal and external learning and development courses throughout 2015-2016. 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.

As part of their induction, all new TSRA employees complete the Australian Public Service Commission’s online induction programme. In addition, all TSRA employees with a requirement for field travel as part of their role complete helicopter underwater escape training.

The TSRA Performance Development Programme informs the learning and development required 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 2015-2016.

The TSRA has a work health and safety management system. There were two notifications made to Comcare under the Work Health and Safety Act 2011 (Cth) during the year arising from undertakings by the TSRA.

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.

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 work health and safety policy and operational matters. Employees are informed of current issues and receive work 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 work 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. The TSRA provides staff who travel frequently in helicopters as part of their duties with helicopter underwater escape training and provides flu vaccinations as well as a healthy lifestyle reimbursement of up to $200 per year for employees.

The TSRA has in place 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 (ACN 152 509 37) to provide Employee Assistance Programme services to all employees where required.

TSRA STAFF CONDUCT APS LEGISLATION AND DECISION-MAKING TRAINING.

Workplace Diversity

The TSRA is committed to supporting a culture of equity, inclusion and diversity, and to ensuring the TSRA 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 recognises the diversity of the Torres Strait Islander and Aboriginal communities that it serves. All TSRA staff receive up-to-date information on developments in human resources, including developments in equal employment opportunities, harassment- free workplaces and workplace diversity. Employees can also access publications from the Australian Public Service Commission and other related agencies.

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 and 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.

Staffing Profile

Tables 4-10 and 4-11 provide information on the TSRA’s employee numbers and classifications as at 30 June 2016.

TABLE 4-10
Staff profile at 30 June 2016 by APS level

TABLE 4-11
Staff profile at 30 June 2016 by equal employment opportunity 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 were no longer required to report on these functions.

Freedom of Information

Agencies subject to the Freedom of Information Act 1982 (Cth) are required to publish information to the public as part of the Information Publication Scheme. This requirement is in Part II of the 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 on the TSRA’s website (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 historic Green Hill Fort. The Green Hill Fort is listed 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 are carried out in a way that meets the TSRA’s obligations to environmental sustainability, meets government procurement guidelines and supports Indigenous and local businesses.

The TSRA offices have been through significant and ongoing upgrades to ICT systems, equipment, air-conditioning and other soft infrastructure to ensure compliance and scalability to meet current and future demands.

Renovations to residential property have been carried out in line with the TSRA five-year maintenance programme.

A works project, approved by the public works committee, is 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.

Disclosure of Sacred Matters

In accordance with section 144ZB(4) of the Aboriginal and Torres Strait Islander Act 2005 (Cth), the TSRA Annual Report 2015-2016 does not disclose any matters known to the TSRA to be held sacred by Torres Strait Islander or Aboriginal people.

SECTION 5

Financial Statements

SECTION 6

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 of more than 12 months using the APSjobs and SEEK websites, as well as other selected national advertising. The TSRA uses the Australian Government’s preferred supplier, Dentsu Mitchell Media Australia Pty Ltd, to advertise tenders and recruitment notices.

The TSRA also uses Far North Queensland region-based print media for advertising job vacancies, for 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 2015-2016.

Appendix 3: Grants

TABLE 6-1
Details of grants (total from audited financial statements – detail unaudited)

TABLE 6-1 (continued)
Details of grants (total from audited financial statements – detail unaudited)

Appendix 4: Consultants

TABLE 6-2
Details of consultants (total from audited financial statements – detail unaudited)

TABLE 6-2 (continued)
Details of consultants (total from audited financial statements – detail unaudited)

TABLE 6-2 (continued)
Details of consultants (total from audited financial statements – detail unaudited)

Appendix 5: Explanation of Programme Budget Variance

This appendix references the appropriation programme expenditure 2015-2016 in Table 2-1 on page 14 and provides additional information on the reason for the variances for each programme area’s expenditure as compared to budget allocations.

During 2015-2016, 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 2015-2016 actual programme spend from appropriation totalled $60.926 million compared to a budget allocation of $60.775 million, resulting in a variance of -$0.151 million or -0.24 percent.

In the main, the variance can be attributed to changes in project phasing between financial years. Notes are provided below Table 6-3 on variances greater than 2 per cent between budget and actual.

The following programmes recorded variances between budget and actual. Note that the figures in the table include external funding.

TABLE 6-3
Programme expenditure – variance between budget and actual, 2015-2016 (unaudited; includes external funding)

SECTION 7

Compliance Index

Corporate Commonwealth Entity

This Annual Report is prepared in accordance with section 144ZB of the Aboriginal and Torres Strait Islander Act 2005 (Cth) and all other sections; the Public Governance, Performance and Accountability Act 2013 (Cth) section 46; and the Public Governance, Performance and Accountability Rule 2014 (Cth).

As a corporate Commonwealth entity, the TSRA is also required to prepare an annual report in accordance with the requirements of other legislation, namely the Commonwealth Electoral Act 1918 (Cth), the Environment Protection and Biodiversity Conservation Act 1999 (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 the 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

TABLE 7-1
TSRA compliance index

SECTION 8

Aids to Access

List of Tables

List of Figures

Acronyms

Index

A

Abbott MP, Hon Tony visit, 6

Abednego, John profile, 116

Aboriginal and Torres Strait Islander Act 2005, 12, 97, 121

and advisory committees, 123 and Board meetings, 118

and disclosure of sacred matters, 121 and TSRA, 98–101

Aboriginal and Torres Strait Islander Commission Act 1989

and TSRA, 97

Aboriginal and Torres Strait Islander Land Holding Act 2013 (Qld), 60

Aboriginal and Torres Strait Islander Legal Service and delivery of services in accordance with relevant standards, 79

and funding support for legal services for residents, 76

access to services

and Torres Strait Development Plan 2014-2018, 54 accountability, 130–1

accountable authority, 15, 106

Acting Chief Executive Officer appointments, 101 adaptation and resilience action plan re climate change, 46 Adjei, Trisha, 28

advertising and market research, 177

affordable housing, 68, 69

see also Horn Island affordable housing project Ailan Kastom, 22, 23, 50, 74, 85

Alternate Deputy Chairperson, 97 election, 10

see also Lui, Willie

analysis against 2015–2016 Portfolio Budget

Statements and Corporate Plan, 16–20 Aniba, Chelsea profile, 115

animal management, 126

annual performance statements, 12, 15–20 appropriate accreditation Torres Strait Islander and Aboriginal people employed in TSRA supported social services sector and, 79

Appropriation Programme Expenditure, 14 approved business training, 16, 33

APSjobs website, 177

Arafura Sea, 84

art centres, 24

income from retail sales, 22, 26

artists see local artists; professionally active artists and cultural practitioners Artists’ Forum: Copyright, Education and Support, 18, 26, 28

arts and craft industry, 22, 23

arts development programme, 24 Arts Law Centre of Australia, 28

Arts Queensland and arts development programme, 24 arts skills workshops, 24

Assistance with Tertiary Education Scheme, 9 Associations Incorporation Act 1981 (Qld), 79 Assure Programs see lngeus Australia Pty Ltd (trading as Assure Programs) Attorney-General’s Department and funding support for legal services for residents, 76

Indigenous Legal Assistance and Policy Reform Programme, 79

audit see internal and external audit support; internal audit

Audit Committee, 52, 106, 123–4

and internal audit, 130

meetings, 124

attendance, 124

membership, 123

Auditor-General and audit of financial statements, 130, 139–40

Australasian Performing Right Association, 28 Australian Aboriginal and Torres Strait Islander

Health Survey, 95 Australian Border Force, 60

Australian Bureau of Agricultural and Resource Economics and Sciences and value of tropical rock lobster fishery, viii Australian Bureau of Statistics population of Torres Strait region, 85 and regional statistics, 91, 95

Australian Fisheries Management Authority (AFMA) and exposure draft of management plan for tropical rock lobster fishery, 38

mixed reef fish species allowable catch, 38

Australian Government and Indigenous Advancement Strategy, 86 and infrastructure funding for MIP 6, 20, 71

and MIP, 73

Australian Information Commissioner, 133

Australian Institute for Aboriginal and Torres Strait Islander Studies and Native Title Conference, 61

Australian Institute of Grants Management, 125

Australian Institute of Marine Science and impact of Fly River pollution on marine resources, 44

Australian National Centre for Ocean Resources and Security and workshops on fisheries management principles, 41

Australian Public Service Commission online induction programme, 132

State of the Service Report and APS Statistical Bulletin, 135

Australian Public Service Values, 133 Australian Rural Leadership Foundation, 6

and Torres Strait Women’s Leadership Programme, 54, 56

and Torres Strait Young Leaders Programme, 54

and Training Rural Australians in Leadership, 54

Australian Rural Leadership Programme, 52

Auwa Kidai Memorial Recording Studio, 5

Ayres, Robyn, 28

B

Badu community Board member for, 106, 108

and Strait Start, 76

Badu Island Katter Leases on, 60

Badulgal people Native Title claim, 61

Bamaga Airport emergency works, 77

Bamaga community, 84

Board member for, 106, 109

and community consultation and engagement, 52

Bamaga community swimming pool and lifeguard training project, 81

barge/boat ramp upgrades, 77

Bedford, Kenny, 61

profile, 110–11

Biggest Morning Tea, 79

biodiversity planning and management, 44

biodiversity project, 42

Board, 97, 106–20

appointments 2012–2016, 106

elections, 7, 10, 52, 53

ethics, 120

and fisheries management framework, xi

functions, 106

and Land and Sea Management Strategy for Torres Strait 2016-2036, x, 44

meetings, 118–19

members induction, 120

profiles of, 106–16

and new development plan, 10

and Regional Economic Investment Strategy, ix

strategic planning and training workshop, 3, 120

support for, 52

training and education, 120

Board Charter, 120

Board Member’s Code of Conduct, 120

Board Strategic Workshop, 52

boating safety, 76

Boigu community Board member for, 106, 109

seawalls, vii

and Strait Start, 76

Boigu Island Katter Leases on, 60 boundary disputes, 65

see also Ugar traditional boundaries project boundary mapping project and Ugar boundary dispute, 66

Brandis QC, Senator the Hon George visit, 6

briefings and information for minister, 101

broker role for access to external business support and development programmes TSRA in, 7

Buckskin, Lee-Ann Tjunypa, 28

bullying see Preventing Bullying and Harassment Policy

business funding support, 31

business mentoring support, 31

business opportunities, 3

business support products and services, 3, 7

business training, 16, 33

Business Workshops, 16, 33

businesses see commercially viable businesses

C

Cairns

freight from, xii, 84

TSRA office in, 125, 131

Cairns – Horn Island air route, xii

Cape York Peninsula, 84

catch reporting, xii, 16, 40

catches

Torres Strait and Aboriginal fishers, 16–17, 40

Chairperson, 97, 106, 118

and community engagement, 3, 7

election, 10

and Executive Committee, 121 support for, 52

see also Elu, AO, Joseph Chairperson’s message, 3–6

Charter of Representation, Performance and Accountability, 120

Chief Executive Officer, 97

and community engagement, 3, 7

and Programme Steering Committee, 123

see also See Kee, Wayne

Chief Executive Officer’s message, 7–10

Chief Financial Officer and Programme Steering Committee, 123

child and family safety programmes, 75

Child Protection Week, 79

climate change, ix, 42, 43, 126

climate change adaptation and resilience plan, 45

climate change and coastal erosion project, 42

climate change strategy, 46

closing the gap in disadvantage between Indigenous and non-Indigenous Australians, 86

building blocks for, x, 87, 88

progress, 90

Closing the Gap strategy, 86

coaching and referee clinic, 70

coastal inundation, vii

coastal protection works, vii

Comcare

notifications, 132

Comcover directors’ and officers’ liability insurance, 130

commercial fisheries, 36

commercial licensing of designs and products, 28

commercial rights and Native Title, 59

commercially viable businesses access to capital, 29, 30

management of by Torres Strait Islander and Aboriginal people, 29, 30

owned by Torres Strait Islander and Aboriginal people, 16, 29, 30, 33

fisheries, 36, 37, 38

Commonwealth Authorities and Companies Act 1997, 97

Commonwealth Disability Strategy, 135

Commonwealth Procurement Rules, 177

Commonwealth Scientific and Industrial Research Organisation and impact of Fly River pollution on marine resources, 44

Commonwealth–state financial relations, 86

communications, 10, 84

see also land and sea communication systems community and domestic safety, 75

community and social services support, 75

community capacity building grants, 77

community consultation and engagement, 52

community development framework communication, cultural competence and service delivery across governments, 50, 51

Community Development Programme (CDP), 31

participants and Thursday Island Boat Club Project, 34

participants moved from welfare into employment, 33

Torres Strait (Region 59), ix, 31

Community Development Programme agreement management, 31

community engagement, 3, 7

community events, 79

community infrastructure, 75 Community Legal Education Officer, 76

community market garden and horticulture initiatives, 46, 68, 72

see also garden and horticulture project community safety partnerships, 76

community safety projects grants, 76

community sustainable horticulture, 43

community waste education programme, 72

community-based management plans for natural and cultural resources, 19

community-driven cultural heritage projects, 26

compliance report compliance with PGPA Act, 130

conflicts of interest policy, 131

consultants, 180–2

copyright and intellectual property rights of professionally active artists and cultural practitioners, 22, 26, 28

see also traditional knowledge, intellectual property and copyright

coral bleaching, 44

Coral Sea, 84

coral trout licence leasing agreements, 38 Cornforth, Jacqueline, 28

corporate governance and accountability, 103–35

Corporations (Aboriginal and Torres Strait Islander) Act 2006 and PBCs, 65

Council of Australian Governments (COAG) closing the gap in disadvantage between Indigenous and non-Indigenous Australians, 86

building blocks for, x, 87, 88, 90

cultural heritage and histories preservation and maintenance of, 23

cultural heritage material and information, 22, 26 of professionally active artists and cultural practitioners, 22

cultural maintenance, 4–5

cultural maintenance programme, 24 Cultural Policy, 24

cultural practitioners support for, 5

see also professionally active artists and cultural practitioners

cultural protocols, 24, 45

see also cultural values and protocols Cultural Protocols: A Guide for TSRA Staff, 24

cultural values and protocols and services and management practices, 22, 23

see also cultural protocols culturally significant sites and artefacts, 22

culture, 85

Culture, Art and Heritage Programme, 12, 22–6, 97

additional programme-specific performance indicators, 26

programme deliverables, 22

programme expenditure, 23

programme goals, 22

programme objectives, 22

programme performance, 24–5

regional goal, 22

Torres Strait Development Plan outcomes, 23

D

Damaralag Native Title rights over, 85

dance see music and dance preservation dance strategy, 24

Dauan community

barge/boat ramp upgrades, 77

Board member for, 106, 110

Dauan jetty, 77

de Mamiel, Chris, 101

decision-making elected Torres Strait Islander and Aboriginal leaders and, 20

Torres Strait Islander and Aboriginal participation in, 50, 51

Deeds of Grant in Trust (DOGIT) land tenure, xii

Deeds of Grant in Trust (DOGIT) loans and reserve communities, 32

Deeds of Grant in Trust (DOGIT) transfers, 60, 63

Dentsu Mitchell Media Australia Pty Ltd, 177

Department of Agriculture and Water Resources, 60

Department of Families, Community Services and Indigenous Affairs and grant management system, 7

Department of Foreign Affairs and Trade and Torres Strait Treaty Cycle Meetings, 5

Department of Social Services, 7

Deputy Chairperson, 97

election, 10

see also Noah, Aven S desalination units, 71

directors’ interests policy, 131

disability reporting changes to, 135

Disability/Flexi-Respite Programme, 79

disclosure of sacred matters, 135

domestic safety see community and domestic safety Domestic Violence Prevention Month, 79

dugong management plan see turtle and dugong management plans

E

early intervention and injury management strategy, 132

ecologically sustainable development outcomes contributing to, 126

principles of, 126

economic development, 3, 7

Economic Development Investment Strategy, 31

see also Regional Economic Investment Strategy (REIS)

Economic Development Programme, 12, 29–33, 97

additional programme-specific performance indicators, 33

programme deliverables, 29

programme expenditure, 30

programme goal, 29

programme objectives, 29

programme performance, 31–2

regional goal, 29

Torres Strait Development Plan outcomes, 30

and Torres Strait Maritime Pathways Project, xi, 31

economic development summits, ix

education regional statistics, 94

elected Torres Strait Islander and Aboriginal leaders and engagement in policy development and decision-making, 20

electricity production non-renewable diesel fuel usage for, 46

Elu, AO, Joseph, 6, 10, 15

and Native Title Conference, 61

profile, 107

and Thursday Island Boat Club Project, 34

see also Chairperson Employee Assistance Programme, 132

employment matching training to, 34–5

regional statistics, 92

of Torres Strait Islander and Aboriginal people, 9, 33

and Wasaga Village Roads and Drainage Project on Horn Island, 73

employment and training projects, 32

enabling functions, 125–35

enabling legislation, 98

Endeavour Strait, 84

endorsed community-based management plans for natural and cultural resources, 19

energy use, 127

enterprise agreement, 131

environment see state of the environment report card

Environment Protection and Biodiversity Conservation Act 1999, 126

environmental health infrastructure, 73

environmental health infrastructure projects, 20, 71

environmental impacts of operations minimisation of, 127

environmental legal and other requirements register, 126

Environmental Management Committee, 5

Environmental Management Programme, 12, 42–6, 97

additional programme-specific performance indicators, 46

and ecologically sustainable development, 126

programme deliverables, 42

programme expenditure, 43

programme external funding expenditure, 43

programme goal, 42

programme objectives, 42

programme performance, 44–5

regional goal, 42

Torres Strait Development Plan outcomes, 43

environmental management system, 126

environmental performance indicators, 127

environmental policy, 126

environmental risks, 126

environmental sustainability, 126–7

equity, inclusion and diversity culture of, 133

Ergon Energy and renewable energy projects, 45, 46, 126

erosion, 42

see also climate change and coastal erosion project

Erub Airport Road, 77

Erub community

barge/boat ramp upgrades, 77

Board member for, 106, 110–11

and Strait Start, 76

Erub Stadium, 70

event management, 32

Evolution: Torres Strait Masks exhibition, 24

Executive Committee, 121–2

meetings, 121, 122

attendance, 122

membership, 121

objectives, 121

portfolio structure, 121

review of, 3, 120

Executive Members, 106

explanation of programme budget variance, 183

external accountability, 123

External Funding Programme Expenditure, 14

external scrutiny, 130

F

Federal Court of Australia

and Malu Lamar (Torres Strait Islander) Corporation RNTBC as the holder of the Native Title rights, 61

and Timber Creek case, 19, 60

and Ugar Native Title, 65

Fell, Keith

profile, 112

Filewood, Alan, 34

financial outlook, 10

financial performance summary of, 14

financial statements, 137–74

finfish action plan, 38, 40

finfish capacity building, 38

finfish fishery, xi

finfish leasing revenue, xi

finfish quota management, 38

Finfish Quota Management Committee, 38

fisheries, 3

participation in, 40

participation in management of, 41

towards 100 per cent ownership, viii, 16, 36, 38

see also catch reporting; catches; commercial fisheries

fisheries communications, 38

fisheries data, xii, 40

fisheries legislation changes to, 59, 63

fisheries management framework, xi, 39

fisheries management principles workshops, 41

Fisheries Programme, 12, 36–40, 97

additional programme-specific performance indicators, 40

programme deliverables, 36

programme expenditure, 37

programme goal, 36

programme objectives, 36

programme performance, 38–9

regional goal, 36

Torres Strait Development Plan outcomes, 37

fisheries project, 42

fisheries resources

sustainable management of, 36, 37

Torres Strait Islander and Aboriginal people and management of, 36

Torres Strait Islander and Aboriginal people’s understanding and use of, 40

fisheries roadmap – towards 100 per cent ownership, 38

Fly River pollution impact of on marine resources, 44

fraud control, 130

freedom of information, 135

Freedom of Information Act 1982, 135

freehold land tenure, xii

freight and road infrastructure, xii

fresh produce/fresh and healthy foods, 68, 69, 70, 72

Frontier Software Pty Ltd

and payroll and leave records, 132

Fujii, Romina profile, 114

future acts and ILUAs, 59, 60

legal advice and support in relation to, 58

G

Gab Titui Cultural Centre, 24, 135

income from retail sales, 22, 26

logo, vii

quarantine space, vii

touring exhibitions, 24

upgrade, vii

Gab Titui Cultural Centre Indigenous Art Award, 24

garden and horticulture project, 42

see also community market garden and horticulture initiatives; community sustainable horticulture; horticulture initiatives; sustainable horticulture programme; sustainable horticulture project

gender balance in workforce, 9

gender imbalance in representation on elected bodies, viii

geography and logistics, xii, 84

governance and leadership capacity, 50

Governance and Leadership Programme, 12, 50–4, 97

additional programme-specific performance indicators, 54

programme deliverables, 50

programme expenditure, 51

programme goal, 50

programme objectives, 50

programme performance, 52–3

regional goal, 50

Torres Strait Development Plan outcomes, 51

governance framework, 106–24

governance structure overview of, 105

government ministers elected Torres Strait Islander and Aboriginal leaders meetings with, 20

government services delivery of, 50

grant management system, 7, 125

grants, 178–9

community capacity building, 77

community safety projects, 76

and promotion and maintenance of Torres Strait Islander and Aboriginal art and culture, 26

school attendance and learning initiatives, 76 sport and recreation activities, 70

Torres Strait Islander and Aboriginal art and culture, 26

water security, 71

see also Smarty Grants Green Hill Fort, 135

Growing Our Own Maritime Stream, 32

Growing Our Own project, ix

Gudang Yadheykenu people Native Title claim, 61

Gur A Baradharaw Kod (GBK) Sea and Land Council

capacity building for, 62

and Land and Sea Management Strategy for Torres Strait 2016-2036, x, 44, 47

and Native Title Representative Body role, 4, 62

H

Hammond Island Katter Leases on, 60

wharf infrastructure, 77

Hammond Island community barge/boat ramp upgrades, 77

Board member for, 106, 111

and community consultation and engagement, 52

harassment see Preventing Bullying and Harassment Policy

Havili, Vera, 56

health regional statistics, 95

health care services, 69

health education, 68, 72

Health Issues Committee, 5

health programmes and services, 68

Healthy Communities Programme, 12, 68–72, 97

additional programme-specific performance indicators, 72

and horticulture activities, 44 programme deliverables, 68

programme expenditure, 69

programme goal, 68

programme objectives, 68

programme performance, 70–2

regional goal, 68

Torres Strait Development Plan outcomes, 69

healthy food options, 68, 69, 70, 72

healthy lifestyles, 68, 72

helicopter underwater escape training, 132

Herro, Jasmin, 28

High Court of Australia Mabo decision, 85

HLB Mann Judd

and internal audit, 130

home ownership, 68, 69

and land tenure, xi

Home Ownership Programme, 32

Horn Island Ngarupai Airport, 84

subdivision, 72

Wasaga Village Roads and Drainage Project on, 73

see also Ngarupai (Horn Island)

Horn Island affordable housing project, 71

Horn Island community and Strait Start, 76

horticulture in schools programme, 126

horticulture initiatives, 70

see also community market garden and horticulture initiatives; community sustainable horticulture; garden and horticulture project; sustainable horticulture programme; sustainable horticulture project

housing, 72

see also affordable housing housing tenure

regional statistics, 95

human resources, 131–4

Hutchings, Michael, 28

I

Iama community

Board member for, 106, 111

and Strait Start, 76

incidents

workplace health and safety, 8

income regional statistics, 94

indemnities and insurance premiums for officers, 130

Indigenous Advancement Strategy, 3, 86, 120

programme streams, 86

Indigenous Art Fair, Cairns, 24

Indigenous Economic Development Conference, 31

Indigenous employment, 9

see also Torres Strait Islander and Aboriginal employment

Indigenous Land Use Agreements (ILUAs), xi, 58, 59

and building on Native Title land, 65

with compensation or other benefits, 19

and future acts, 59, 60

and major infrastructure, 60 PBCs and, 65

Indigenous leadership, 52

Indigenous Legal Assistance and Policy Reform Programme (Attorney-General’s Department), 79

Indigenous Protected Areas (IPA) project, 45

Indigenous Rangers, viii

information and communications technology (ICT) infrastructure, 125

upgrades, 135

information management and technology, 125

Information Publication Scheme (Cth), 135

Information Publishing Scheme (TSRA) and Torres Strait Regional Plan ISD Community Booklets 2012, 87

infrastructure funding, 77

infrastructure planning coordination of, 77

infrastructure to support healthy homes and healthy living environments, 69

integrated planning framework, 13

Integrated Service Delivery (ISD), 87

booklets, x, 52

integrated service delivery forums, 74, 75, 77

intellectual property see copyright and intellectual property rights; traditional knowledge, intellectual property and copyright inter-agency and integrated service delivery meetings and forums, 75

interagency social service forums, 77

internal and external audit support, 52

internal audit, 130

International Standard AS/NZ ISO 31000 Risk Management – principles and guidelines, 129

International Women’s Day celebrations, 79 Into Business Workshops, 31

invasive species management, 44, 126 invasive species project, 42

island land and sea profiles, 48

Islanders Board of Industry and Services, 60, 70

J

James Cook University

and impact of Fly River pollution on marine resources, 44

Janke, Terri, 28 JHerro Pty Ltd, 28

Joint Advisory Council, 5

judicial decisions and reviews, 101

K

Kaiwalagal region

dugong and turtle management plan, 19

Kala Kawau Ya, iii

Kala Lagau Ya, iii

Katter Leases, xii, 60

Kaurareg people, 85

Native Title claim, 61

Native Title rights, 85

key performance indicators results for, 16–20

Kubin (Moa Island)

and Music and Dance Audit, 25

Kubin community

barge/boat ramp upgrades, 77

Board member for, 106, 112

and Strait Start, 76

L

land and sea communication systems, 75

Land and Sea Management Strategy for Torres Strait 2005, 47

Land and Sea Management Strategy for Torres Strait 2016-2036, viii, x, 44, 47–8

aims, 47

implementation, 48

Traditional Owner engagement and, 45

Land and Sea Management Unit, 42

land and sea rangers project, 42

Land Holding Act leases see Aboriginal and Torres Strait Islander Land Holding Act 2013 (Qld); Katter Leases land management for future generations, 42 land project, 42

land tenure

and Indigenous Land Use Agreements, xi

and social housing and home ownership, xi, 32

land tenure arrangements, xii

language centre, 4, 8, 24

language strategy, 8, 24

languages, iii

law enforcement partnerships, 76

leadership see Governance and Leadership Programme

Leadership Capacity Building Programmes, 120

leadership capacity-building initiatives, 6, 9

learning and development, 132

leasing licences to non-Indigenous fishers finfish fishery, 38

legal services for residents funding support for, 76

letter of transmittal, xvii licence leasing agreements

inclusion of mixed reef fish species, 38

licences and tropical rock lobster fishery, viii

lifeguard training project, 76, 81

lngeus Australia Pty Ltd (trading as Assure Programs) and Employee Assistance Programme, 132

loans in Deed of Grant in Trust and reserve communities, 32

Loban, Yen

profile, 113

local artists

support for, 5, 22

see also professionally active artists and cultural practitioners

local fresh food suppliers, 72

logo

Gab Titui Cultural Centre, vii

Lui Jr, AM, Getano

profile, 111

Lui, Kiwat

profile, 115

Lui, Willie

profile, 108

M

Mabo decision, 85

Mabo, Eddie

gravesite of, 6

Mabuiag community

Board member for, 106, 112

and Strait Start, 76

Mabuiag Island Katter Leases on, 60

McIlgorm, Professor Alistair, 41

major infrastructure Indigenous Land Use Agreements (ILUAs), 60

Major Infrastructure Programme (MIP), vii, 73

Stage 5 and environmental health infrastructure projects, 20, 71, 73

Stage 6, vii, 20, 71

funding, 77

and water security, 20

Maka, Sam

profile, 110

Malu Lamar (Torres Strait Islander) Corporation RNTBC, 63

and Torres Strait Regional Sea Claim Part A, 61, 66

Management Group and risk management, 128, 129

management plans see endorsed community-based management plans for natural and cultural resources

mangrove monitoring, 44

marine biodiversity, 44

market gardens see community market garden and horticulture initiatives

market research see advertising and market research

Masig community

barge/boat ramp upgrades, 77

Board member for, 106, 113

and Music and Dance Audit, 25

and Strait Start, 76

Masig Island

coastal protection works, vii

Masig Stadium, 70

media and communications support, 52

media releases, 52

Mer community

Board member for, 106, 107–8

and Strait Start, 76

Mer Island

gravesite of Eddie Mabo, 6

Mer Women’s Group, 6

Meriam Mir, iii

Meriam people and Native Title rights over Mer (Murray) Island, 85

see also Mabo decision Mini-Markets, 79

Minister for Indigenous Affairs briefings and information for, 101

and role of Native Title Representative Body, 4, 62

Statement of Expectations, 3, 52, 100, 120

and TSRA, 130

see also responsible minister ministerial appointments, 101

ministerial directions, 100

Ministry for the Arts and arts development programme, 24

Mipa (Turtle Island) Native Title rights over, 85

mixed reef fish species, 38

Moa Island

Katter Leases on, 60

Mobile Black Spot Programme Round 2 funding, 125

Moore Stephens Accountants and Advisers and Audit Committee, 123

Mosby, Hilda profile, 113

Mualgal people

Native Title claim, 61

Mura Kosker Sorority

and community events, 79

and delivery of social services, 76, 78

in accordance with relevant standards, 79

and Disability/Flexi-Respite Programme, 79

and Old People’s Action Programme, 79

Muralag (Prince of Wales Island) Native Title rights over, 85

Music and Dance Audit, 25

music and dance preservation, 5

see also dance strategy music strategy, 25

My Pathway (CDP provider), 31

and employment and training project, 32

and Growing Our Own project, ix

and Thursday Island Boat Club Project, 34, 35

N

Naghir Island

Native Title claim, 61

National Aboriginal and Islander Children’s Day, 79

National Environmental Science Programme and impact of Fly River pollution on marine resources, 44

National Indigenous Reform Agreement service delivery principles, 50, 51

National Landcare Project and traditional ecological knowledge project, 45

National Museum of Australia and Evolution: Torres Strait Masks exhibition, 24

National Native Title Tribunal

and ILUAs, 19

and Naghir Island Native Title claim, 61

and registered ILUAs, 60

and Ugar boundary dispute, 66

Native Title, x, 4, 85

and commercial rights, 59

Native Title Act 1993, 4, 59, 85, 97

and dispute resolution, 65

Native Title claims and determinations, 18, 59

Naghir Island, 61

see also Torres Strait Regional Sea Claim Native Title compensation, 19, 60

Native Title Conference, 61

Native Title holders and claimants

and Land and Sea Management Strategy for Torres Strait 2016-2036, 48

services for, 58

Native Title land tenure, xii

Native Title legislation

changes to, 59, 63

Native Title Office

and dispute resolution, 65 and future act notices, 60

and ILUAs, 19

and Katter Leases, 60

legal services for, 61

and legal services for PBCs and Traditional Owners, 61

and major infrastructure ILUAs, 60

and Prescribed Bodies Corporate and ILUAs, 60

and Torres Strait Regional Sea Claim Part B, 61, 66

Native Title Programme, 12, 58–64, 97

additional programme-specific performance indicators, 63

programme deliverables, 58

programme expenditure, 59

programme external funding expenditure, 59

programme goal, 58

programme objectives, 58

programme performance, 60–2

regional goal, 58

statistical data, 64

Torres Strait Development Plan outcomes, 59

Native Title Representative Body (NTRB), 4

and Land and Sea Management Strategy for Torres Strait 2016-2036, 48

legal services, 61

and Native Title claims and determinations, 18

TSRA as, x, 4, 62, 65, 97

Native Title rights

legal protection of, 58

suspension of, 60

natural resources

sustainable management of, 42, 43

navigation passages, 84

network communications infrastructure, 125

New Zealand fisheries, 39

Ngarupai (Horn Island) Native Title rights over, 85

see also Horn Island

Ngarupai Airport, 84 Ngarupai and Muralag

Board member for, 106, 113

Noah, Aven S

profile, 107–8

Nona, Maluwap

profile, 108

non-Indigenous fishers finfish fishery, 38

Northern Peninsula Area, 84

Northern Peninsula Area Regional Council funding for event management positions, 32

and lifeguard training project, 81

and Torres Strait and Northern Peninsula Area Regional Plan 2009-2029, 12

O

Office of the Registrar of Indigenous Corporations, 62

Office of the Registrar of Indigenous Corporations

compliance requirements PBCs and, 20

official visits, 6

Old People’s Action Programme, 79

operations report of, 83–101

organisational leadership, 9

organisational structure, 176

outcome statement, 15

outer island ranger sites

support for, 125

P

Pacific Festival of the Arts, Guam, 24

paper use, 127

Papua New Guinea, 84

and Torres Strait Treaty Cycle Meetings, 5

payroll and leave records, 132

Pearson, Francis profile, 114

Peninsula Developmental Road, xii

Performance Development Programme, 132

pest management strategy, 126

Peter, Eric

profile, 109

policy development elected Torres Strait Islander and Aboriginal leaders and, 20

population, 85

regional statistics, 91–2

Port Kennedy Association

and community events, 79

and delivery of social services, 76, 78

in accordance with relevant standards, 79

and Disability/Flexi-Respite Programme, 79

and Old People’s Action Programme, 79

Port Kennedy community Board member for, 106, 114

Poruma community

Board member for, 106, 114

and Strait Start, 76

Poruma Island

coastal protection works, vii

Prescribed Bodies Corporate (PBCs) and Corporations (Aboriginal and Torres Strait Islander) Act 2006, 65

and Deeds of Grant in Trust (DOGIT) transfers, 63

and ILUAs, 19, 65

legal, policy and advocacy support for, 58

legal services for, 61

and Native Title Act 1993, 59

and non-compliance matters, 63

and Office of the Registrar of Indigenous Corporations compliance requirements, 20

regional workshops, 61

support and capacity building, 62

see also Registered Native Title Prescribed Body Corporate

Preventing Bullying and Harassment Policy, 132

Prince of Wales Channel, 84

Prince of Wales Island community water security grant funding for, 71

principles of ecologically sustainable development, 126

privacy, 133

Privacy Act 1988, 133

professionally active artists and cultural practitioners, 18, 26

copyright and intellectual property rights of, 22, 26, 28

see also cultural practitioners; local artists programme budget variance explanation of, 183

programme reports, 21–81

Programme Steering Committee, 106, 123

programme structure, 97

review of, 3, 120

programmes and planned performance, 12

property and asset maintenance, 135

property management, 135

Protected Zone Joint Authority (PZJA), 38

and catch reporting, xii, 16

and exposure draft of a management plan for region’s tropical rock lobster fishery, viii, 38

and fisheries data, 40

and fisheries roadmap, 38

and management of fisheries, 41 representation, 39, 40

Public Governance, Performance and Accountability Act 2013 (PGPA Act), 15, 121

and audit committee, 123

and Board members, 106

compliance with, 130

and conflicts of interest, 131

and fraud control, 130

and TSRA, 97

Public Governance, Performance and Accountability Rule 2014 (PGPA Rule) compliance with, 130

public works committee, 135

Pulu Islet IPA, 45

Q

quarantine space

Gab Titui Cultural Centre, vii

Queensland Department of Agriculture and Fisheries mixed reef fish species allowable catch, 38

Queensland Department of Housing and Public Works and major infrastructure Indigenous Land Use Agreements (ILUAs), 60

Queensland Department of Transport and Main Roads and Transport Infrastructure Development Scheme, 77

and wharf infrastructure on Hammond Island, 77

Queensland Government and administration of Torres Strait, 85

and Deeds of Grant in Trust (DOGIT) transfers, 60, 63

and environmental health infrastructure, 73

and infrastructure funding for MIP 6, 20, 71

and Katter Leases on Badu Island, 60

and Katter Leases on Boigu, Mabuiag, Hammond and Moa islands, 60

and land tenure matters, 66

and major infrastructure Indigenous Land Use Agreements (ILUAs), 60

and social housing in communities, xi Queensland Health, 72

R

Ramsay, John, 101

Ranger Programme, viii, 8

vehicles and vessels, 135

ranger project, 45

rangers, 45

compliance powers for, xi and mangrove monitoring, 44

and seagrass monitoring, 44

and turtle and dugong management plans, xi

see also Indigenous Rangers; land and sea rangers project; outer island ranger sites;

Torres Strait Ranger Programme recording studio, 53

Region 59 see Torres Strait (Region 59) Regional Adaptation and Resilience Plan 2016-2021, ix

Regional Biosecurity Strategy, 44

regional communication, 50

Regional Economic Investment Strategy (REIS), ix, 3, 7, 31, 33

regional employment opportunities, 29

regional energy strategy, 45, 46

regional environmental health infrastructure investment in, 20

regional governance, xii

regional plan community booklets, 54

regional statistics, 91–5

regional waste management implementation strategy, 71

regional water operations and support, 71

Registered Native Title Bodies Corporate (RNTBCs), x

and Torres Strait Rangers Working on Country, viii

Registered Native Title Prescribed Body Corporate, 58

and Traditional Owner disputes, 65

see also Prescribed Bodies Corporate (PBCs) remote weather stations, 44

Remuneration Tribunal and remuneration of Board members, 106 renewable energy, 42, 43, 45, 46, 126

report of operations, 83–101

research initiatives, 42

responsible minister, 99

see also Minister for Indigenous Affairs risk control and compliance frameworks, 123

risk management, 128–9

risk appetite, 129

risk assessment, 128

risk identification, 128

risk mitigation, 129

risk monitoring, 129

risk management workshop, 128

risks and issues registers, 126

S

Sabatino, Mario profile, 111

sacred matters disclosure of, 135

Safe Communities Programme, 12, 74–9, 97

additional programme-specific performance indicators, 79

programme deliverables, 75

programme expenditure, 75

programme goals, 74

programme objectives, 74

programme performance, 76–8

regional goal, 74

Torres Strait Development Plan outcomes, 75

safe public areas, 75

Saibai community

Board member for, 106, 115

and community consultation and engagement, 52

and Strait Start, 76

Saibai Island seawalls, vii, 70

Saibai Mekem Garden, 6

St Pauls community

Board member for, 106, 115

and Strait Start, 76

Savage, Saila profile, 112

school attendance and learning initiatives grants, 76

school garden programme, 46

Scullion, Hon Nigel, 99

visits, 6

Sea and Land Council see Gur A Baradharaw Kod (GBK) Sea and Land Council

Sea Claim see Torres Strait Regional Sea Claim sea level rise, vii, 43

seagrass and other research activities project, 42

seagrass monitoring, 44

seawalls, vii, 70

See Kee, Wayne, 6, 10

see also Chief Executive Officer SEEK website, 177

Seisia, 84

Seisia community

Board member for, 106, 107

and community consultation and engagement, 52

service delivery, 75

progress in, 89

see also access to services service delivery organisations operation of in accordance with relevant standards, 79

service gaps, 54, 87

service referrals, 79

serviced land and infrastructure to support housing, 72

services and management practices cultural values and protocols and, 22, 23

ShineWing Australia and Audit Committee, 123

Smarty Grants, 7, 125

social and economic engagement partnerships, 77

social development and support programmes, 75

social housing in communities, xi

social services and facilities, 74, 75

delivered by NGOs, 76, 78

social services providers and community capacity building grants, 77

service referrals, response timeframes and waiting lists for, 79

solar photovoltaic systems, 127

Spanish mackerel licence leasing agreements, 38

sport and recreation activities, 68, 72

grant funding, 70

sporting events, 72

staff learning and development, 9, 132

staff online induction programme, 132

staffing profile, 134

state of the environment report card, 44

Statement of Expectations, 3, 52, 100, 120

Statement of Intent, 3, 52, 100, 120

Stephen, Jr, Jerry

profile, 116

Stephen, Seriako, 61

Strait Start, 76

Strategic Planning and Training Workshop for Board members, 3, 120

sustainable community gardens, 44 sustainable environmental management, 42

sustainable horticulture programme, 126

sustainable horticulture project, 44

T

TAFE North Queensland

and Growing Our Own project, ix

Tagai State College

and Growing Our Own project, ix

and horticulture in schools programme, 126

and language centre, 4, 8

Tarilag (Packe Island) Native Title rights over, 85

telecommunications infrastructure, 10

telecommunications upgrade project, xi

Telstra, 10, 60

and regional telecommunications upgrade project, xi, 125

Tendering for Government Workshop, 31

Terri Janke Lawyers and Consultants, 28

Tertiary Education Scheme, 52

tertiary scholarships, 52

Thursday Island

residential development on, 135

TSRA office on, 84, 125, 131, 135

Thursday Island Boat Club renovation, ix, 32, 34–5

Thursday Island community and Strait Start, 76

tidal inundation, 42

Timber Creek case, 19, 60

Torres, Luis Vaez de, 85

Torres Shire

waste solutions, 72

Torres Shire Council

and awareness campaign re waste, 71

funding for event management positions, 32

and Regional Biosecurity Strategy, 44

and subdivision on Horn Island, 72

and Torres Strait and Northern Peninsula Area Regional Plan 2009-2029, 12

and Wasaga Village Roads and Drainage Project on Horn Island, 73

Torres Strait, 84

Indigenous people of, iii

traditional languages of, iii

Torres Strait (Region 59) Community Development Programme (CDP), ix, 31

Torres Strait and Aboriginal fishers

catches of, 16–17, 40

Torres Strait and Northern Peninsula Area Regional Plan 2009-2029, x, 12, 54, 87, 123, 183

Torres Strait Creole, iii

Torres Strait Development Plan 2009-2013, 87

Torres Strait Development Plan 2014-2018, 10, 12, 54, 97

and Aboriginal and Torres Strait Islander Act 2005, 12

and access to services, 54

and fisheries, 36

outcomes, 7, 123

Culture, Art and Heritage Programme, 23

Economic Development Programme, 30

Environmental Management Programme, 43

Fisheries Programme, 36, 37

Governance and Leadership Programme, 51

Healthy Communities Programme, 69

Native Title Programme, 59

Safe Communities Programme, 75

and programme budget variance, 183

and programme structure, 3, 120

and regional plan, 87

and workforce strategy, 131

Torres Strait freehold land tenure, xii

Torres Strait Indigenous language centre, 24

Torres Strait Island Regional Council

and all-tide safe access to Ugar community, 71

and Katter Leases on Badu Island, 60

and major infrastructure Indigenous Land Use Agreements (ILUAs), 60

and Regional Biosecurity Strategy, 44

and Torres Strait and Northern Peninsula Area Regional Plan 2009-2029, 12

and Ugar proposed new infrastructure, 66

Torres Strait Island Regional Council Water and Waste Water Management Programme, 71

Torres Strait Islander and Aboriginal art and culture grants for promotion and maintenance of, 26

Torres Strait Islander and Aboriginal employment and Wasaga Village Roads and Drainage Project on Horn Island, 73

see also Indigenous employment

Torres Strait Islander and Aboriginal organisational leadership and governance, 50, 51

Torres Strait Islander and Aboriginal owned commercially viable businesses see commercially viable businesses

Torres Strait Islander and Aboriginal women and leadership roles, viii, 6, 53, 54

Torres Strait Islanders Media Association (TSIMA), 5, 53

Torres Strait Islanders Regional Education Council (TSIREC)

and ‘Ensuring a Strait Start’, 76 Torres Strait islands

topographies, ecosystems and formations, 84

Torres Strait Language Reference Group, 4, 8, 25

Torres Strait Language Symposium, 4

Torres Strait Languages Charter, 4, 8

Torres Strait Maritime Pathways Project, ix, xi, 31

Torres Strait Maritime Safety Programme, 76

Torres Strait Ranger Programme

and Working on Country, viii, 8, 45

Torres Strait region

map of, iv–v population of, 85

Torres Strait Regional Adaptation and Resilience Plan 2016-2021, ix

Torres Strait Regional Authority (TSRA)

Aboriginal and Torres Strait Islander Act 2005 and, 98–101

accountable authority, 106

annual performance statements, 15–20

as corporate Commonwealth entity, 97, 130

corporate governance and accountability, 103–35

enabling functions, 125–35

enabling legislation, 98

establishment of, 97

financial statements, 137–74

formation, 97

functions, 98–9

membership, 97

and minister, 130

as Native Title Representative Body, x, 4, 62, 65, 97

organisational structure, 176

powers, 99

programme reports, 21–81

purpose, 15

report of operations, 83–101

Statement of Intent, 3, 52, 100, 120 vision, iii

Torres Strait Regional Plan ISD Community Booklets 2012, 87

Torres Strait Regional Sea Claim Part A, 61, 66

Part B, 61, 66

Torres Strait seawalls, vii, 70

Torres Strait Traditional Languages Charter, 4, 8, 25

Torres Strait Traditional Languages Plan 2016-2017, 4, 8, 25

Torres Strait Treaty Cycle Meetings, 5

Torres Strait Women’s Leadership Programme, viii, 6, 53, 54, 55–6

Torres Strait Young Leaders Programme, 53, 54

Torres Strait Youth and Recreational Sporting Association (TSYRSA), 70

and employment and training project, 32

funding for, 72

and Thursday Island Boat Club Project, 34

tourism, 32

traditional cultural practices (art, dance, language, storytelling, songs), 22

traditional ecological knowledge (TEK) database, 26, 45

traditional ecological knowledge (TEK) project, 45

Traditional Inhabitant Boat (TIB) fishers

catch data, xii, 40

and non-Indigenous fishers, 38 Traditional Inhabitant Boat (TIB) licence, 38

Traditional Inhabitants Meeting, 5

traditional knowledge, intellectual property and copyright, 22, 23

traditional languages, iii, 4

Traditional Owner engagement, 45

Traditional Owner representatives from Western Province villages

and Torres Strait Treaty Cycle Meetings, 5

Traditional Owners

and boundary disputes, 65, 66

commercial rights, 59, 63

and Native Title, 4, 58

training and education for Board members, 120

training programmes on principles of fisheries management and representational skills, 38

Training Rural Australians in Leadership, 52, 54

transport infrastructure, 75, 77

Transport Infrastructure Development Scheme (TIDS), 77

travel

reduction in use of, 127

in Torres Strait region, 84

TRAWQ (communities of Tamwoy, Rosehill, Aplin, Waiben and Quarantine on Thursday Island) Board member for, 106, 116

tropical rock lobster fishery

exposure draft of management plan for, viii, 38

value of, viii

TSRA Community Newsletters, 177

TSRA Corporate Plan 2015-2016, 12, 97

results and analysis against, 16–20

TSRA Enterprise Agreement 2011-2014, 131

TSRA Portfolio Budget Statements 2015-2016, 12

results and analysis against, 16–20

turtle and dugong management plans, xi, 19, 44, 126

penalties and permit system, xi

U

Ugar community

and all-tide safe access to, 71

Board member for, 106, 116

Ugar PBC

meeting with Traditional Owners, 66

Ugar proposed new infrastructure, 66

Ugar traditional boundaries project, 61, 65–6

Native Title rights, 65

V

vehicles and vessels, 135

Viscopy, 28

W

waiting lists

social services providers, 79

Warraber community

Board member for, 106, 108

and Strait Start, 76

Warraber Island

coastal protection works, vii

Warraberalgal Porumalgal IPA, 45

Warul Kawa IPA, 45

Wasaga Village Roads and Drainage Project on Horn Island, 73

waste and landfill projects, 71

waste management, 71, 72

impacts of, 42

water quality, 44

water security

MIP 6 and, 20

water security grant funding

for Prince of Wales Island community, 71

wealth

from fisheries, 36, 37

of Torres Strait Islander and Aboriginal people, 29, 30

weather and marine data, 44

weather stations, 44

website redesign, 32

wharf infrastructure on Hammond Island, 77

White Ribbon Awareness Day, 79

whole of region economic development solution broker, 29

whole-of-government investment for infrastructure to support healthy homes and healthy living environments, 69

Williams, Reg profile, 109

women’s and youth leadership, 53, 54, 55–6

Work Health and Safety Act 2011, 8, 132

Work Health and Safety Committee, 132

work health and safety management

arrangements, 132

workforce, 9

Working on Country

and Torres Strait Ranger Programme, viii, 8, 45

Working on Country plans, 19

workplace agreement, 131

workplace consultative arrangements, 133

Workplace Consultative Committee, 133

workplace diversity, 133

workplace health and safety, 8, 132

reportable incidents, 8

Y

Yeta (Port Lihou Island)

Native Title rights over, 85

youth leadership, 53, 54

Z

Zakazukha Marketing Communications, 52

Zuna (Entrance Island)

Native Title rights over, 85