Murujuga Aboriginal Corporation Annual Report 2019 - 2020 MURUJUGA ABORIGINAL CORPORATION Contents Indigenous Corporation Number (ICN): 4629 Office: 313 King Bay Road, Dampier WA 6713 Postal: PO Box 1544, Karratha WA 6714 4 Introduction & Overview Phone: +61 8 9144 4112 5 Representative Area Email: [email protected] 6 Strategic Plan 8 Board of Directors murujuga.org.au 9 Chairperson’s Report 10 Circle of Elders 11 Members 12 Chief Executive Officer’s Report 13 Organisational Chart 14 Key Updates

Deep History of Sea Country Murujuga Tourism Program Murujuga World Heritage Listing Murujuga Ranger Program

20 Key Achievements 22 Financial Report 2019 - 2020 23 Abbreviations & Acronyms

Murujuga Aboriginal Corporation would like to acknowledge the past and present Traditional Custodians of Murujuga country.

We would also like to thank the Murujuga Circle of Elders for your knowledge, guidance and support.

Warning: Please be advised, this publication may contain the names, images and words of deceased persons.

2 3 Introduction & Overview Representative Area Legend Current Industrial Area Established on the 19 April 2006, Through the BMIEA, the State By diversifying our income stream Proposed Industrial Area Murujuga Aboriginal Corporation (MAC) Government secured the future through commercial opportunities, National Park is the body corporate for the Burrup and development of the Burrup Strategic tourism and other means, MAC can Maitland Industrial Estate Agreement Industrial Area (SIA). In return, the State support our members with education Unallocated Crown Land often referred to as the BMIEA. MAC transferred freehold title for the rest and training, and the creation of on City of Karratha Land administers the contractual obligations of Murujuga to the ngarda ngarli on the country jobs. Island Reserves under the terms of the BMIEA. condition that it was leased back to the National Heritage boundary State and managed as national park land. Another priority for MAC is to share our MAC represents five custodial groups culture with locals and tourists which is Map not to scale and to be used for reference only – the , Yindjibarndi, Yaburara, Murujuga National Park is the 100th critical to develop an understanding and Mardudhunera, and Wong-Goo-Tt-Oo national park in . mutual respect for local culture, heritage and has a combined membership of over Famous for its 40,000-year-old rock and country. The pursuit for World 1,200 people. art (also known as ), Heritage List of the Murujuga Cultural Legendre Murujuga is the first national park in Landscape will compliment this priority Island Murujuga is the Ngarluma-Yaburara Western Australia to be co-managed, and supports everything else we want to language name meaning “hip bone sharing responsibilities for the park achieve. sticking out” and refers to Murujuga land with the Department of Biodiversity, and sea country which consists of a Conservation and Attractions (DBCA). MAC’s mission is to preserve and protect Hauy narrow peninsula of land and 42 islands our land, heritage and culture while Island on the Burrup Peninsula and Dampier MAC is a not-for-profit (NFP), approved transforming the lives of our members. Archipelago. body corporate, and is registered under the Corporates (Aboriginal and Torres Together we can do this, and this is why The custodial groups are collectively Strait Islander) Act 2006 (CATSI Act). Ngayintharri Gumawarni Ngurrangga – idley known as Ngarda Ngarli and have been We are not a Prescribed Body Corporate we all come together for country. Island part of the cultural landscape for tens of (PBC) and do not receive royalties. thousands of years. Rosemary MAC’s strategic direction is now focused Island assage MAC brings together these five groups, on transformational opportunities Dolpin to speak with one voice and to work rather than transactional activities. Roly Ro Angel am P Island together to protect land and sea country MAC is determined to create long term Island and to achieve positive economic sustainability for the organisation and Malus outcomes for Murujuga members and its its members through pursuing strategic Islands Flying Fo future generations. projects that align with our new strategy. Sloping Point oodyn Island Conin ay

Witnell ay West Watering Cove Leis Island East Enderby Island Leis Corie Cove Island

Hearson’s Cove ing ay East Interourse Island Interourse Island Walott Island East Mid Interourse Island Pemberton Island Hayo Island DAMPIER West Mid Interourse Island

West Interourse Island

KARRATHA

4 5 Strategic Plan

Speaking as one voice for our members, MAC is striving to achieve Our Values positive cultural and economic outcomes for the contemporary Murujuga Our values go ‘hand in hand’ with the philosophy behind speaking with one voice for country. At MAC, we believe in the following values: community and its future generations. Culture Unity Our culture, our cultural strength and our cultural values are Our traditional Ngarda Ngarli, our organisation, and our Board, Our Mission Statement the foundation of all we do and all we seek to achieve. Our work in unity to serve the interests of our country, our culture decisions and our actions will always be guided by our culture. and our people. To preserve and protect our land, heritage and culture while transforming the lives of our members.

Our Vision Respect Initiative Accountability & Standing together on our land, be known as the cultural and management authority of our country, as leaders in We respect our Elders, each other, our We follow through with an action Transparency our fields of endeavor, and as creators of opportunity for our community. organisation, our members and our or task with an aim to exceed We take responsibility for our actions, stakeholders. We act in a manner that expectations. We innovate and we we act with integrity, we do what we demonstrates this and we expect this of take the next step without needing say we will do, we are open and honest others in their dealings with us. to be prompted. and we deliver the results we promise.

STRATEGIC OBJECTIVE 1 STRATEGIC OBJECTIVE 2 STRATEGIC OBJECTIVE 3 STRATEGIC OBJECTIVE 4

Manage our Land and Sea and Keep our Deliver Value to our Members Strengthen our Foundation Build our Commercial Footprint Culture Strong Support our members and community and provide Ensure our Corporation, governance and our agreement Create long term financial sustainability for the organisation administration are robust and strong to provide the As the cultural authority, preserve, protect and share our opportunities for their growth, well-being and prosperity. to maximise value for our members today and tomorrow. platform we need to embrace opportunity. country and culture for future generations. Strategic Goals Strategic Goals Strategic Goals Strategic Goals • Work closely as the traditional Ngarda Ngarli to • Develop a Commercial Unit and Organisational structure • Deliver excellent base business including ensuring to drive financial sustainability through positioning to • Continue to work towards the World Heritage listing of maintain cohesion and to ensure our programs and requirements of the BMIEA are met. capture commercial ventures. Murujuga. outcomes reflect the needs of our community. • To ensure consistency and accountability, review and • Finalise a detailed business case for the Murujuga Tourism • Strengthen our Ranger program and work towards the • Review and renew our member benefit services and where required redevelop our internal management Precinct and work towards the construction of the lead role in the management of our National Park, our sea refocus our efforts for maximum impact. system to ensure our key processes and systems are in precinct. country and our country beyond the National Park. • Through our Business Development Unit, work place. • Further develop Murujuga tourism to ensure our country • Ensure we are properly embedded in have a primary to facilitate and create meaningful employment • Review our key governance instruments and work to and culture are appreciated and revered, to create decision-making role in the monitoring and and business opportunities for our members and implement identified improvements. employment for our people and to develop sustainable management program. community. revenue streams. • Provide our Board and Staff with strong executive and • Continue to consolidate and expand our cultural • Deliver clear and regular communication to our professional development opportunities to ensure our awareness programs to enhance knowledge and generate members to ensure they are informed of our progress, people meet and exceed the standards and aspirations understanding of our culture and to provide cultural safety the opportunities we are pursuing and the outcomes we we set as a Corporation. to those who visit and work in our country. are achieving. • Ensure our structure fits our purpose and our function • Implement and development of our Living Knowledge and allows us to build the strong future we are working Centre as our cultural hub and as a keeping place for our towards. culture and heritage. • Be understood as the cultural authority for our country, as experts in our fields of endeavor and ensure strong The Murujuga Strategic Plan is available for download at www.murujuga.org.au. representation of the interests of our people, country and culture to our partners and to external parties. 6 7 Board of Directors Chairperson’s Report

MAC is governed by a Board of Directors who The 19/20 financial year was an incredibly focussed and productive year for the MAC Board of Directors with many are elected by members at the Annual General important and complex projects progressing.

Meeting (AGM) held every November. These various projects have required the Board to work cohesively with open minds, and for this, I thank my fellow Board members for their proactive cooperation, and our CEO Peter There are twelve members on the Board of Directors who each serve a Jeffries for his valuable guidance. two-year term. At the heart of every Board decision is ensuring MAC meets the The Board of Directors have a significant responsibility to work in unity for needs of our members, and that the path we are traveling on will country and represent all MAC members and the five custodial groups as help build a sustainable future for our community while ensuring one voice on the most important matters surrounding the protection and our culture and heritage are honoured and protected. preservation of culture, heritage and land. Our Circle of Elders have gracefully guided us in all cultural matters, and I thank them for their dedication to this important The current members of the Board of Directors are: role in our community.

We have been very careful to ensure all our onsite projects have Aboriginal Heritage surveys completed early in the process with appropriate MAC representation onsite for all on country works. Wong-Goo-Tt-Oo Ngarluma-Yindjibarndi Yaburara-Mardudhunera Contracting Group The Board takes its responsibility very seriously to protect and Contracting Group Contracting Group preserve our culture, land and heritage while navigating on Vince Adams, Chairperson country development and progressing opportunities that align with MAC’s mission, values and objectives . objective of creating education, training and employment for Belinda Churnside Janice Brettner Brenda Baites our people on country. The World Heritage Listing (WHL) nomination bid is a Ngarluma Yaburara Wong-Goo-Tt-Oo particularly exciting yet complicated project. The Board has We look to the next financial year with great enthusiasm, as worked together to carefully move through the comprehensive Murujuga Aboriginal Corporation continues to work towards its process and were unanimous in our support for the WHL bid. goals, maintaining our strong connection to culture and identity, and ensuring the welfare of our members into the future. Nellie Connors Mary Cosmos Joan Hicks We believe that in seeking international recognition of our Ngarluma Yaburara Wong-Goo-Tt-Oo unique and culturally significant rock art, it will help us protect our culture, heritage and land for generations to come.

We are very proud of the progress made so far in collaboration Jimmy Horace Joshua Wescombe Peter Hicks with our WHL submission partners. The pending future outcome Yindjibarndi Mardudhunera Wong-Goo-Tt-Oo will be a historic moment in time should we be successful.

The Board is also very supportive of the tourism plans for Murujuga, which we believe will enable us to share our unique Vince Adams Vincent Adams Raelene Cooper Trevena Hicks-Phillips culture with the world. Chairperson – Board of Directors (Chairperson) Mardudhunera Wong-Goo-Tt-Oo Murujuga Aboriginal Corporation Yindjibarndi In pursuing the Murujuga Tourism Program, the Board is following its strategic vision and working to achieve our key

8 9 Circle of Elders Members

The Murujuga Circle of Elders (CoE) are cultural knowledge holders and speak Our strategic goal is to support our members in utilising available resources and together as one voice on the most important cultural, land, and heritage matters. create new opportunities that will improve the economic, financial and overall wellness of our members. Representing MAC’s five custodial groups, the CoE are Traditional situations and issues relating to their people, their land, cultural Custodians of the land, recognised cultural knowledge holders safety and working on Ngurra (traditional country). and members of MAC. MAC is not a Prescribed Body Corporate (PBC) The CoE are pivotal to all major MAC decisions, and provide which means all resources and funding come from MAC membership is open to anyone who is a descendant from In their unique role, the CoE provide traditional Aboriginal invaluable knowledge and advice to MAC and the Murujuga negotiated projects and opportunity agreements. knowledge for guidance, governance and advice on various Rangers. one or more of MAC’s traditional Aboriginal custodial groups; Ngarluma, Yindjibarndi, Yaburara, Mardudhunera, and Wong-Goo- MAC does not receive royalties, which is why it is Tt-Oo. imperative the work of MAC creates sustainable revenue to enable member support. Members may identify as belonging to more than one traditional Aboriginal group through marriage or other forms of kinship All assistance and support initiatives provided to connections. members are based on the core objectives of the organisation (see Strategic Plan page 6) and have been carefully developed by MAC and the Board of Directors to ensure the best use of funds and facilitation of new opportunities for members.

1,237 1,024 18 to 91 Active Members Age range of members based in WA WA members across Australia

Value delivered to members over the past 12 months: L to R (back row): Lawrence Kerr, Janice Brettner (proxy), Mary Cosmo (proxy), Jimmy Horace. L to R (bottom row): Tim Douglas, Tootsie Daniel, Pansy Hicks.

Heritage & Land Monitoring Surveys Business & Employment Development Unit (BEDU)

Initiating contracts with industry for heritage and land The BEDU has been established to assist MAC working with industry monitoring surveys on BMIEA land, MAC has been able partners and broader businesses to facilitate more business and Gail Sinclair Jimmy Horace to create a new employment stream for on country employment opportunities for MAC members. Yaburara Yindjibarndi work. A Business & Employment Officer has been appointed to encourage Lawrence Kerr Approximately 68 members have participated in and support the growth of businesses, achieve positive employment Colin Cosmos Ngarluma various heritage and land monitoring surveys resulting outcomes and develop relationships with external stakeholders that Yaburara in a total of $307,729.50 survey wages being paid to support opportunities for MAC members. members.

Emergency Medical Support Terry Dale Grocery Card Supplement Pansy Hicks Wong-Goo-Tt-Oo MAC maintains an emergency medical assistance policy and processes Ngarluma During the COVID-19 (Coronavirus) lockdown period, applications for assistance as required. the MAC Board approved a once-off Special General Grocery Supplement card valued at $370 for every eligible member. Tootsie Daniel Peter Cooper Yindjibarndi The general welfare support initiative is accessible to Membership Communications Mardudhunera 1,235 members and is valued at a total of $456,950. Tim Douglas The MAC Board is committed to helping its members To ensure members remain informed, MAC has Ngarluma through the pandemic and ensuring access to developed a range of regular communication methods important health, living and hygiene essentials. such as phone, email, social media, letters, materials and in person contact. 10 11 Chief Executive Officer’s Report Organisational Chart

A busy year full of successful challenges has seen MAC achieve more than I ever anticipated over the past 12 months.

It’s been an absolute pleasure working on such a diverse range of projects and works with MAC staff, the Board of Directors, the Circle of Elders, our members, partners and the broader community. Members

I have a clear vision, goal and direction for MAC that we are well on our way towards reaching - and it will secure MAC into a long-term sustainable future.

Murujuga Commercial Ltd Board of Directors Circle of Elders Partnerships with industry, the state and federal governments, Board of Directors and other stakeholders are on track to achieve:

• World Heritage Listing for Murujuga Cultural Landscape • The development and expansion of the Murujuga Ranger Program Chief Murujuga Park Council Murujuga World Heritage Committee Committee • Progression of the Murujuga Tourism Program and the Living Executive Officer Knowledge Centre.

To then also be a part of the Deep History of Sea Country discovery and unearth Australia’s first underwater heritage sites on Murujuga sea country was one of the most humbling experiences that I will be forever grateful for.

Corporate Services Ranger Program World Heritage Project Director MTP Not only did the artefacts and sites found by the scientists and Manager Manager Support Officer archaeologists reveal missing links in our historic timeline dating back 7500 - 8500 years, it has provided MAC with an international platform to share and promote the value of our cultural knowledge and heritage to the world. From New York to Qatar, the media wanted to know our stories from the stones.

While a large part of this year has certainly been one of change, Senior Senior Business and sometimes uncertainty due to COVID-19, I can assure you DBCA Senior Cultural MLSU About Peter Finance Administration Employment Ranger Advisor Coordinator MAC continues to be in a progressively strong position and we are Officer Officer Liaison Officer consistently reaching milestones. Peter is an Aboriginal man who has lived in the region of Western Australia his entire life. This makes me incredibly proud of everyone involved. Together we are achieving great things that will transform the future of MAC His father is Tim Douglas, a senior Ngarluma man and a and its members for the better. member of the MAC Circle of Elders. Mr Jeffries’ mother is an Aboriginal woman from the Pinikura custodial MLSU MLSU group, located to the south of Murujuga country. With the continued support of the board, the Circle of Elders, and Ranger Ranger our members, MAC will thrive this year as we move through all the approaching strategic opportunities. NP Ranger NP Ranger NP Ranger Bringing a wealth of professional experience with him, Peter has worked for the WA Police, Rio Tinto, the Yamatji MLSU MLSU Marlpa Aboriginal Corporation, Woodside and his own As we stand strong together, I wish us all a safe, healthy and Ranger Ranger business, Mudz Enterprises, offering consulting services progressive passage this year. and Aboriginal cultural tourism.

After being elected to the MAC Board of Directors in early 2018, Peter accepted the role of acting CEO and then officially accepted the permanent placement as CEO in late 2018. Peter Jeffries Chief Executive Officer

Murujuga Aboriginal Corporation

12 13 Key Updates Deep History of Sea Country Murujuga Tourism Program

Under the terms of the Burrup and Maitland Industrial Estate In 2017, TRC in partnership with MCa Economics, and UDLA Agreement, funding was set aside by the State Government Landscape Architects were engaged to review the Murujuga for the construction of a Living Knowledge Centre. In 2014, a Living Knowledge Centre Feasibility Study (2014) and to prepare For the first time in Australia, underwater Aboriginal archaeological sites site selection study was undertaken titled the Murujuga Living a Landscape Concept Plan for the Conzinc Bay location. This have been recorded at Murujuga. Knowledge Centre Feasibility Study. The report recommended body of work resulted in the Murujuga Living Knowledge Centre a site near Hearson Cove for a combined National Park Feasibility Review and Recommendations (July 2017), and a management office and visitor centre. Preliminary Business Case for the Murujuga Tourism Precinct and Living Knowledge Centre (April 2018). An investigation for a potential campground under the Tourism WA Camping with Custodians Program was completed in The Murujuga Tourism Program is a ‘game changer’ for MAC and An artefact scatter at Cape Bruguieres January 2016. The report titled, Business Case Murujuga NP the Pilbara. It is part of MAC’s push for a more diverse revenue contained hundreds of flaked stone Campground: Camping with Custodians, looked at a site at the stream and the creation of on-country jobs, and will allow for artefacts, as well as mullers and grinding northern end of Withnell Bay and concluded a campground in the sharing of culture to build understanding and respect. stones. These are at approximately this location could be successful. The Murujuga Tourism Program refers to the group of three 2.4m depth and lying on the sea bed. interrelated projects which are being managed in a coordinated A second site at Flying Foam Passage way to obtain benefits and control not available from managing Since these studies were completed, MAC has established a was identified, when researchers were them individually. The projects which form the Murujuga Ranger HQ on the corner of King Bay Road and Griffin Road on exploring a submerged freshwater Tourism Program are as follows: spring and found a flaked stone artefact. the Burrup, and the State Government has advised that Hearson Cove is not suitable for tourism accommodation or a caretaker’s These sites would have been left by residence due to the buffer associated with Yara Pilbara’s • Living Knowledge Centre and Tourism Precinct Project led ngarda ngarli when Murujuga was much operations. It has also been determined that all facilities by MAC; further inland and the sea floor was associated with this project should be collocated to decrease • Recreation Masterplan Project led by the DBCA; and the still dry land, before sea levels rose and the burden in regard to management. drowned the landscape after the last ice • National Park Access Road Project led by the City of Karratha age. Radiocarbon dating and analysis of sea-level changes indicate artefacts A site at Conzinc Bay in the north of the Murujuga National Park Through the Pilbara Development Commission and the were left in this place between 7,000 and has now been selected for the proposed Living Knowledge Department of Primary Industries and Regional Development 8,500 years ago. Centre and Tourism Precinct. The site has been subject to (DPIRD), $1.339 million of funding has been secured and extensive Aboriginal Heritage Surveys and has received Cultural the Planning and Conceptual Design Phase of the program The underwater study plays an Clearance from MAC’s Circle of Elders. At the request of the is underway. A key deliverable of this phase is the Detailed important role in contributing to an Circle of Elders, the State Government has either transferred or understanding of Murujuga’s exceptional Business Case which will be completed in April 2021 and will be is in the process of transferring approximately 470 hectares of and extensive cultural heritage. essential in securing the balance of funding required from the land to MAC for incorporation into the National Park to ensure MAC are working with the State and State and Commonwealth Governments, and industry. Commonwealth Governments as well further industrial development cannot occur near Conzinc Bay. as Industry stakeholders to ensure the This is a significant addition to MAC’s landholding and to the protection of these significant sites and National Park considering the Karratha Gas Plant, which is the Cultural Safety is and will remain our single most important all of the submerged cultural heritage largest industrial complex on the Burrup, sits within a land area priority and informs every decision made on the Murujuga that has not yet been identified. of 235 hectares. Tourism Program.

The Deep History of Sea Country Project was funded by the Australia Research Council and conducted in partnership with the Murujuga Aboriginal Corporation, Flinders University, the University of Western Australia’s Centre for Rock Art Research and Management (CRAR+M), , Airborne Research Australia (ARA) and international partners.

14 15 Murujuga World Heritage Listing

The Murujuga Cultural Landscape was officially added to Australia’s World Heritage Tentative List on 23 January 2020.

This is the first required step in the World Heritage nomination to contribute to content and facilitate further engagement process, and a property needs to be on this list for at least a opportunities with members and other stakeholders. year before it will be considered by the UNESCO World Heritage Committee. The next stage in the preparation of a World Heritage Engagement with the broader community is also an important nomination is complex and the Australian Government estimates part of the World Heritage nomination process. Although COVID-19 that preparing a nomination takes at least 2.5 years and the has limited the number of face-to-face activities and engagement UNESCO assessment process taking another 18 months. opportunities this year, MAC and the State Government have continued to meet regularly with key stakeholders, government, The nomination is being prepared in partnership between MAC community and other interest groups. Community information and the State Government, in collaboration with the Australian stalls and open forums are also being utilised as COVID Government and stakeholders. The leadership and cultural advice restrictions ease and more opportunities become available. The Murujuga Heritage Committee and Interagency Taskforce. of ngarda ngarli is central to the nomination. MAC members are strongly represented on the Murujuga World Heritage Committee Murujuga Cultural Landscape’s World Heritage nomination is an and the Interagency Taskforce, and MAC has also appointed a exciting process and many people are interested in the process World Heritage Officer to work with the heritage committee and and what World Heritage Listing will mean for Murujuga. Fact the Circle of Elders to ensure that the nomination articulates the sheets are available that answer some of the most frequently meaning of Murujuga to ngarda ngarli. asked questions at: www.murujuga.org.au/world-heritage/fact- sheets/ The Heritage Committee and the Interagency Taskforce meet every quarter to oversee the progress of the nomination and

20202020 20212021 20222022 20232023 20242024

• Murujuga added to Australia’s • Drafting of nomination continues. • Nomination graphically designed. • Australian Government submits • ICOMOS deadline to request World Heritage Tentative list. • Drafting is completed and • Graphically designed nomination nomination dossier to UNESCO. additional information from • Drafting of nomination begins. nomination is collated. submitted to Interagency • UNESCO World Heritage Centre Australian Government. • Regular meetings of the • Proposed final boundary is Taskforce and Heritage completion check. • Australian Government provides determined. Committee for approval. Interagency Taskforce and • Nomination referred to UNESCO additional information to ICOMOS INDICATIVE Heritage Committee continue. • Regular meetings of the • Nomination submitted to MAC advisory body for evaluation in liaison with MAC and State Interagency Taskforce and • Discussions to define proposed Board for approval. (ICOMOS). Government. TIMING Heritage Committee continue. boundary begins. • Nomination submitted to State • ICOMOS desktop review and site • ICOMOS delivers evaluation and Murujuga World Heritage • Stakeholder engagement • Stakeholder engagement Government for approval. visit. recommendation to Australian nomination process continues in accordance with the continues in accordance with the • Approved nomination transmitted Government and World Heritage Communication and Engagement • ICOMOS requests additional Committee. Communication and Engagement Plan. to Australian Government for final information from Australian Plan. consideration. • Australian Government provides • Final peer review and edit. Government (if required). • Peer review and editing of • Heritage Committee and correction on any factual errors. • Proposed final draft reviewed by • Australian Government liaises with nomination text commences. interagency Taskforce Heritage Interagency Taskforce conclude. State Government and MAC to • World Heritage Committee makes Committee and Australian • Stakeholder engagement as address ICOMOS requirements. determination to inscribe, defer or Government. required. refer nomination.

16 17 Murujuga Ranger Program

Over the past year, the ranger program has been revised with a new vision and a growth The MAC ranger program is a key initiative in managing our land and sea and keeping our culture strong. strategy developed. MAC intends to strengthen our ranger program through the following: In 2020 this vision has begun to take shape with the expansion of the ranger programs into two teams, each with individual designated responsibilities. • Expand ranger capacity and management area to include the northern Burrup and islands • Leadership roles within the Murujuga National Park, including becoming authorised officers or wardens Murujuga National Park Rangers Murujuga Land & Sea Unit (MLSU) • Heritage and environmental site monitoring and recording • Exploring ranger exchange options The Murujuga National Park Rangers are focused on The MLSU focuses on delivering the operational aspect • Australian Research Council (ARC) research programs the National Park, working closely with National Park for managing Murujuga Land and Sea country. • Conduct official monitoring of Rock Art Monitoring Strategy. officers and staff from the Department of Biodiversity, Conservation and Attractions (DBCA) to co-manage the Rangers deliver cultural awareness programs and rock land and sea country of the National Park. art tours to visitors and Industry. Rangers also provide cultural education presentations to schools, community Conducting regular National Park patrols, the rangers groups and others to share culture and stories. utilise modern data collection techniques such as

advanced GIS tools and apps that compile relevant data collected. This information is then analysed by rangers The MLSU Rangers also offer fee for service contracts and external scientists and consultants, to ensure the to industry and business when operating on Murujuga ongoing viability of the park’s natural ecosystems. land and sea Country in a range of service delivery options. The Murujuga Cultural Heritage Management Plan guides the National Park rangers and outlines their aims, The Murujuga Cultural Management Plan guides objectives and goals. the MLSU Rangers in the delivery on how to care for and mange Murujuga Land and Sea country as determined by the Murujuga Circle of Elders.

The Circle of Elders have the integral role of guiding both ranger teams and sharing their extensive knowledge of Murujuga land, culture and heritage with the rangers. The Circle of Elders often accompany rangers on country to impart knowledge in varying situations and support them in their ranger duties.

Six new rangers also commenced employment mid 2020 and for the reminder of the year are focused on the following:

• Gaining more on country experience • Successfully completing course studies in Cert III Conservation Land Management • Proactively increase rock art and cultural awareness opportunities • Proactively increase school visits and presentations to local youth.

18 19 Key Achievements

“Site L” Land Reclassification & Ownership Murujuga Cultural Awareness Induction New Strategic Plan COVID-19 Response & Grocery Card Supplement Relaunch OUR AIM: Negotiate the reclassification of the OUR AIM: Create a modern and realistic OUR AIM: Support and protect members during Coronavirus (COVID-19) and 221-hectare parcel of land known as “Site L” OUR AIM: Update and diversify the way we deliver outlook for MAC that will lead us into collaborate with community partners to share resources in order to delivery health from Industrial to National Park zoning, and our Cultural Awareness Inductions to enable a the future. and welfare support programs as effectively as possible. regain freehold ownership of the land to ensure modern education and knowledge sharing platform its continued protection. while creating new revenue from paid inductions by ACHIEVED: The Board of Directors ACHIEVED: MAC and the Board delivered the once-off the commercial and tourism sectors. developed a new strategic plan, vision, Special General Grocery Supplement initiative to members ACHIEVED: Rezoning approved and the land mission and objectives which are now valued at $456,950 and worked with a number of Pilbara returned to MAC for management and protection as part of Murujuga ACHIEVED: Updated induction launched on new in place. organisations to deliver support to remote Pilbara towns National Park. platform with payment portal and promoted to and communities. industry and broader community.

Business & Employment Development Unit (BEDU) Development of Murujuga Commercial Ltd Deep History of Sea Country Research Tentative UNESCO World Heritage List Launched OUR AIM: Create a new Murujuga Group company with a OUR AIM: Work with scientists and archaeologists OUR AIM: Effectively collaborate with submission partners to OUR AIM: Work with industry partners and broader Board of Directors who are purely focussed on generating to share relevant cultural knowledge and support submit the initial World Heritage List application for Murujuga’s businesses to facilitate more business and employment economic sustainability for MAC and will collectively underwater research and discovery efforts on Murujuga Cultural Landscape and achieve the first major milestone in the opportunities for MAC members. investigate, pursue and operate commercial ventures. sea country. listing process.

ACHIEVED: The BEDU has been activated, a Businesses & ACHIEVED: New company set up and incorporated, and ACHIEVED: Australia’s first underwater heritage site Employment Officer employed, the first Murujuga Expo held, recruitment of Board of Directors in progress. discovered. The announcement received international ACHIEVED: Submission accepted, and and a number of positive employment outcomes already interest and media coverage from New York to Qatar. Tentative World Heritage List successfully achieved. achieved.

Murujuga Tourism Program Progression Murujuga Ranger Program Members Conducting Heritage & Land Monitoring MAC’s Organisational Staffing Restructure Surveys OUR AIM: Work with project partners to progress the program OUR AIM: Strengthen the ranger program to ensure it OUR AIM: Strategically build the MAC staff base to align and obtain initial support and funding for its development and effectively manages our land and sea country while keeping OUR AIM: Create new on country jobs for members by the organisational structure with the organisations new management from the State Government and industry. our culture strong. initiating contracts with industry for heritage and land objectives and create new employment opportunities within monitoring surveys to be conducted on BMIEA land. MAC. ACHIEVED: Program progressed to design phase and major ACHIEVED: Murujuga Ranger program developed with funding contributions confirmed. strategic objectives, six new rangers, a Ranger Coordinator ACHIEVED: Multiple surveys conducted by 68 members ACHIEVED: New strategic organisational structure developed and a Ranger Program Manager successfully recruited. resulting in $307,729.50 in survey wages. with a number of new roles created, and recruitment progressing when required.

Nganjarli Rock Art Viewing Boardwalk & Trail Constructed Western Australian Museum Exhibition Murujuga Expo 2020 Member & General Communications Strategy

OUR AIM: Deliver the first Murujuga National OUR AIM: Work with the Western Australian OUR AIM: Develop an annual event to OUR AIM: Create professional and effective communication processes to ensure Park recreational infrastructure to help protect Museum to curate some of Murujuga’s promote employment and businesses MAC is consistently liaising with members, and engaging with stakeholders and and preserve our rock art, heritage and culture, stories in order to share our knowledge opportunities for our rangers, members broader community. and educate visitors to Nganjarli. and help museum visitors understand the and the broader community. importance of protecting our heritage, ACHIEVED: Member and stakeholder contact details regularly updated, and ACHIEVED: The Nganjarli Rock Art Viewing culture and land. ACHIEVED: The first Murujuga Expo was a range of regular communication tactics implemented to clearly articulate Boardwalk and Trail was completed and successfully held in July 2020 at the opportunities and achievements via newsletters, the website, social media officially opened in July 2020. ACHIEVED: Stunning Murujuga images and Roebourne TAFE. pages, letters, the annual report, media opportunities etc, and an update to the rock art replications will be on display at the MAC logo, style guide, corporate materials and uniforms. Western Australian Museum in November 2020. Financial Report Abbreviations & Acronyms

This summary reflects the figures on the audited financial report and will later be lodged with ORIC. Use Formal term Use Formal term

Department of Water and Environmental 4WD Four wheeled drive DWER 2020 2019 Regulation $ AUD $ AUD Aboriginal Total income for the year Aboriginal Heritage Act 1972 EPIC Empowering People in Communities Heritage Act 7,430,533 4,568.851 Total expenses for the year Environmental Environmental Protection Act 1986 EPBC AGM Annual General Meeting Protection Act Act 5,003,663 3,295,911 TOTAL SURPLUS FOR THE YEAR Commonwealth Environment Protection Business and Employment Development Unit EPBC Act 2,426,870 1,272,939 BEDU and Biodiversity Conservation Act 1999

Burrup and Maitland Industrial Estates BMIEA ICN Indigenous Corporation Number 2020 2019 Agreement $ AUD $ AUD Assets Corporations (Aboriginal and Torres Strait International Council on Monuments and CATSI Act ICOMOS Islander) Act 2006 Sites Cash and cash equivalents 15,478,372 14,420,518 CEO Chief Executive Officer MAC Murujuga Aboriginal Corporation Receivables and other current assets 701,415 749,235 CoE Circle of Elders MLSU Murujuga Land & Sea Unit Investment Property 12,740,000 10,725,000 Cooperative Research Centre for Developing CRCNA Mining Act Mining Act 1978 Property, plant and equipment Northern Australia 555,618 217,301 COVID-19 Coronavirus MPC Murujuga Park Council 29,474,405 26,122,054 Department of Biodiversity, Conservation DBCA and Attractions MTP Murujuga Tourism Program

Less: Liabilities Department of Environment and Conservation DEC PBC Prescribed Body Corporate (formerly Department of Conservation and Trade and other payables Land Management, CALM) United Nations Educational, Scientific and UNESCO 782,668 796,717 Cultural Organization Revenue received in advance Department of Primary Industries and DPIRD 12,971,593 11,636,364 Regional Development Wildlife Wildlife Conservation Act 1950 Borrowings Conservation 4,637,787 5,032,485 Act

DIA Department of Indigenous Affairs WHL World Heritage Listing 18,392,048 17,465,566 `

NET ASSETS 11,083,358 8,656,488

22 23 “NGAYINTHARRI GUMAWARNI NGURRANGGA” WE ALL COME TOGETHER FOR COUNTRY

MURUJUGA ABORIGINAL CORPORATION

Office: 313 King Bay Road, Dampier WA 6713 Postal: PO Box 1544, Karratha WA 6714 Phone: +61 8 9144 4112 Email: [email protected] murujuga.org.au