CEO Review
 Warren Mundine |
I welcome you to the NTSCORP annual report for 2008-2009. This reporting year has been dominated by initiatives to consolidate and strengthen the organisation’s financial management, training and leadership, and to build NTSCORP’s governance infrastructure. The focus throughout 2008-2009 on the internal operations of the organisation has proved successful. After posting a financial loss in 2007-08, NTSCORP has delivered an almost $250,000 financial turnaround in just 12 months, posting a $92,763 profit in 2008-2009. This result is in part due to the restructuring of management and budget accountability hierarchies and to improved reporting of financial performance. In 2008-2009 NTSCORP received a five percent increase in revenue from the Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA), a welcome acknowledgement of the Federal Government’s commitment to forge partnerships that support and build sustainable Traditional Owner communities. We welcome the new four-year funding arrangements with FaHCSIA. This funding commitment offers NTSCORP more certainty when planning the direction of the company. This funding was, however, offset by a decrease in other revenue generated by the company, a challenge to be addressed in the forthcoming year. 2007-2008 was an intense period of consultation and resolution of agreements, due largely to the work of NTSCORP staff and the commitment of Traditional Owner communities. Agreements were completed for the Githabul People, Barkandji People, North East Wiradjuri People - Portland and Gomeroi Narrabri. In 2008-2009 NTSCORP consolidated and made substantial progress in moving other matters towards agreement. The organisation provided representation to 13 native title claimant groups and performed other functions of a NTRB in relation to a further 14 native title matters. The Gomeroi Nation is an example of a Traditional Owner community which benefits from NTSCORP representation and advocacy. Negotiations will commence in 2009-2010 for an agreement between the Traditional Owners and the State, which is aimed at building the capacity and governance structures of the Gomeroi Nation. The proposed negotiated agreement would recognise native title rights and interests in land management practices without the need for a native title claim to be lodged. NTSCORP has been proactive in the area of policy and legislation throughout 2008-2009. We have made strong submissions to the NSW Government regarding legislative and policy changes to cultural fishing rights in the Fisheries Management Act (NSW), Aboriginal cultural heritage protection and community consultation requirements in the National Parks and Wildlife Act, the Aboriginal Land Rights Act and the Aboriginal Land Management Framework. The 2008-2009 financial year also saw the introduction of amendments to the Native Title Act and NTSCORP made direct submissions to the Attorney-General’s Department regarding these amendments, as well as working with the National Native Title Council to ensure that the rights and interests of Traditional Owners are represented at a federal level. As the Chairman’s Report stated, NTSCORP has consolidated its governance and operating structures and the majority of board members are now continuing directors. In 2008-2009 the board welcomed Ms. Katie Wyatt. As a business and communications consultant with many years experience in government and corporate roles, Ms. Wyatt brings strong expertise in people management and business engagement to the board and to NTSCORP. The board now has a balanced mix of younger and older members, male and female, with all directors bringing particular skills and experience to the organisation, including corporate and community-based experience. ‘Continuous improvement’ is a management philosophy adopted by NTSCORP to ensure the strong leadership and a strategic focus. The evolution of NTSCORP continued in 2008-2009 and it is one of few, if not the only Indigenous organisation that has an Audit and Compliance Committee. It has also established a People, Performance and Nomination Committee and a Safety, Sustainability and Corporate Responsibility Committee. Charters have been drawn up for each committee, as well as for the CEO and Company Secretary. Risk management has been instigated across the organisation as well as strategies to identify and report on business opportunities. NTSCORP has appointed new auditors and through a strategic planning process has developed key performance indicators to monitor and measure performance and outcomes. The development of the NTSCORP brand has also continued. The change of name in 2007-2008 was followed by new branding for the organisation using traditional colours and a design aligned with earth and water. The new image has been integrated across the website, annual reports, stationery and other marketing material, including rebadging the NTSCORP Newsletter with the appropriate title of ‘Gurri Mabul’, which means “Aboriginal Voice” in the Bundjalung language. NTSCORP’s first priority is its people and we’re fortunate to have a highly skilled workforce with low turnover. The professional development of the team continued throughout 2008-2009 with directors and staff undertaking training to update skills and qualifications in the areas of business and financial management. I would like to take this opportunity to thank the NTSCORP team, the board and our key stakeholders and contractors for contributing to a positive working environment that leads to productive outcomes for Indigenous communities. The 2008-2009 reporting period has seen some changes take place in NTSCORP office locations. The decision was made to strengthen the Coffs Harbour office as the main hub of our regional activities. As a result of this decision meant the Dubbo office has been closed. The Redfern NTSCORP office is currently in the process of relocating premises and we hope to have moved by early 2010. NTSCORP looks to the future with a commitment to growing the company so that we can deliver a broader choice of important services to our clients, as well as build better career opportunities for our employees. To achieve this goal, we are developing a strategic business and growth plan for NTSCORP.
Warren Mundine |
