H o w d o w e k n o w i f w e a r e a c h i e v i n g o u r v i s i o n- T w o m o b s , O n e r i v e r

NE R P 2 .2

KAANTJU COUNTRY

This is some of the Kaantju country. Our country is approximately 400,000 hectaresKaantju lands are situated on central Cape York between Umpilla clan estates

to the east and Wik Mungkan clan estates to the West

• Kalan Enterprises is a family business, comprised of some Southern Kaantju families

• Provides land management services, cultural heritage initiatives, business development and supports personal and skills development of Traditional Owners

• 9 FT staff and 6 Casuals, all Cert 111 levels C&LM, 1 Ba Commerce final year student, 1 cert 4 business, 1 specialist languages and ethno-botany.

• Last three years, focused on developing the work team and building core land management capabilities and cultural heritage services

Kaantju people managing Kaantju country

Kaantju people managing Kaantju country

• In 2012 commenced a planning process to guide the organisation forward

• The outcome of our planning helped us to understand that; you can’t have healthy country, if the people aren’t healthy and our culture isn’t kept strong, and this can be in any order.

• In our plan;

• We made a clear vision and mission statements (our dreams)

• Our Dream is to bring our country back to life like it was before by being on country to protect our sites and share our proud culture with the rest of the world. We will work to manage our country and nurture the biodiversity so that our country will keep its clean running rivers and we will see healthy populations of mantapa (plains turkey) and numpi (emu) roaming the open grassy flats.

• Agreed on Targets and their current health

• Understood the threats to our targets

Now we are working towards implementing our plans

• Kalan wants to change the colours on our tables

Kaantju people managing Kaantju country

AURUKUN CAPE YORK

General Information• Cape York’s largest Aboriginal community• Covers 750,000 hectares• 5 ritual clan groups• 42 family groups• Broader Wik Native Title estate covers 2.5

million hectares• Communities of Napranum, Coen, Aurukun

& Pormpuraaw

• 2009 Reactive response to environmental policy frameworks around

the Wild Rivers legislation

• Over 2009 and 2010 Families came together to discuss formal

response and engage, Federal Government, QLD Government, regional

orgs and key stakeholders

• 2010 – 2011 Families come together to map out aspirations for country,

community, themselves and each-other

• Then discuss the vehicle in which they will drive to reach these

outcomes

• 2011 Establishment of Aak Puul Ngantam to assist families achieving

these outcomes

• A vehicle to assist our outcomes and aspirations- utilising Government

and strategically chosen key partners to help us on our journey

• Our framework is an Aboriginal led bio-cultural approach

Aak Puul Ngantam

5 Ritual Clan Groups

42 Family Groups

Ngan Aak Kunch RNTBC

APN Cape York

Sara

Winychanam

Apalech

Puch

Wanam

Wik Registered Native TitlePrescribed Body Corporate

Aak Puul NgantamTrading as APN Cape York

Community Engagement

Training & Employment

Bio-cultural Management

Ecosystem services

School Camp

Carbon/Emissions Trading

APN Corporate Services

Bookkeeping

wholly owned subsidiary wholly owned subsidiary

APN Pastoral Co.

Aurukun Property

Herd Development

Contract Mustering

Cropping

Fattening Properties

APN Construction

Labour Hire

APN Commercial

Tourism

Mechanics

Bakery

Butcher

Aak Puul Ngantam

Current Monitoring and Evaluation ContextBiophysical Asset

Management Target

Biophysical Science

Current MERI

Traditional Owner Vision and AspirationsHealthy Country Healthy Culture Healthy

People and Livelihoods

Traditional Knowledge

Country & People

Indigenous enterprise

Dealing with

change

Future Monitoring and Evaluation Context

Biophysical Science

FUTURE MERI

Traditional Owner Vision and AspirationsBio-cultural Asset Management

Healthy Country Healthy Culture Healthy People and Livelihoods

Traditional Knowledge

Country & People

Indigenous enterprise

Dealing with

change

This research is part of the National Environmental Research Program Northern Australia Hub. For more information about the Northern

Australia Hub go to www.nerpnorthern.edu.au The research is supported by funding from the Australian Government’s

National Environmental Research Program www.environment.gov.au/nerp

ACKNOWLEDGEMENTSAak Puul Ngantam Pty Ltd, Kalan Enterprises Pty Ltd, Balkanu Cape York Development CorporationAnthropos Pty Ltd, Commonwealth Science and Industry Research Organisation (CSIRO) and University of New South Wales (UNSW)

Interdisciplinary research team includes: Bruce Martin: CEO APN Cape YorkHorace Wikmunea: Senior APN

RangerTim Jaffer: Executive Director

Kalan Enterprises Dion Creek: Projects DirectorLucretia Creek: Administration

Manager Kalan EnterprisesNaomi Creek: DirectorDr David Martin: Anthropos

Pty LtdDr Justin Perry: CSIROEllie Austin: Balkanu Pty LtdMelissa Sinclair: APN Cape

York and University of New South Walesand other traditional owners

as they choose.

RESEARCH QUESTION AND APPROACHResearch Question• How applicable and adaptable are the CFOC and WOC ME frameworks to local

community’s broader indigenous sustainable livelihood plans and work-programs. • When these tools are adapted by communities in this way how well do they

support; strategic and adaptive responses to environment changes and environmental policy conditions; identification of potential sustainable livelihoods options; appropriate governance and decision making and institutional contexts within which it occurs; and improvements to local livelihoods, socio-economic conditions and sustainability at a local scale in Cape York? Approach/Method

• Two traditional owner groups in central Cape York in partnership with CSIRO, Anthropos Consulting and Balkanu will;

• adapt the ME frameworks for CFOC and WOC to their broader sustainable livelihoods plans and work programs,

• trial these, and • over two years review outcomes in relation to impact on sustainable livelihood

outcomes at the local scale whilst maintain reporting commitments to external stakeholders i.e. funders.

• From this work recommendations will be developed for similar applications for indigenous communities elsewhere.