Community, Land & Business Plan
This plan governs our actions over four-year periods with the current one ending 2028. It specifies our goals and the approaches to be adopted to reach them.
The plan is a legislative requirement for all Local Aboriginal Land Councils. Our plan is a vibrant and ambitious document that sets out how we will achieve our goals for the period, and includes many photos of our Members, Board and staff along with some artwork. It starts with an Acknowledgement to Country followed by a list of the relevant Legislative Frameworks impacting our operation. The Historical Context explains the difficulties in learning about Traditional Owners from the available sources and the why we use the name ‘Gandangara’. Our Chairperson, Anthony Scholes, and CEO, Dr Melissa Williams give inspiring messages about our past achievements and the way forward before a brief explanation of the plan is provided. Next is a detailed analysis of our structure, geographical boundaries and membership which is followed by a review of Close the Gap targets and details of how we are working for their attainment. An extensive SWOT analysis reviews our Strengths, Weaknesses, Opportunities and Threats then methodology of the plan and its approval process is revealed. The plan steps through our purpose, our vision and our mission to ‘Connect. Belong. Thrive.’ Each objective and strategy is detailed and assigned to one of five Key Result Areas. The plan consultation sessions are listed and supported by photos before our principles and values are described, the governance charter copied and the codes of conduct for Members, Board and staff included. The plan finishes with a reminder of the importance of preserving culture and heritage. This comprehensive document is a powerful statement of our intentions and the procedures which will map our way forward.
Community, Land and Business Plan 2020-2024
Community, Land and Business Plan 2024-2028
Engaging with Our Members & Community
OBJECTIVE 1.1
Create meaningful connections with the Members of Our Land Council, based on mutual respect
& understanding, through:
STRATEGIES
| 1.1.1 | Celebrating significant Aboriginal and Torres Strait Islander events for all Members and the wider community through hosting and attendance. |
| 1.1.2 | Providing regular opportunities for connection, engagement, and participation with our Members and the wider community to foster a sense of belonging with a focus on our youth & Elders. |
| 1.1.3 | Providing platforms for Members to showcase their talents and support First Peoples business |
| 1.1.4 | Developing and implementing personalised strategies to attract new members and re-engage inactive members, ensuring inclusivity, accessibility, and engagement. |
OBJECTIVE 1.2
Build a closer, healthier & stronger community through a range of services, communications, information & resources by:
STRATEGIES
| 1.2.1 | Developing a Communication Engagement Plan that employs a variety of communication channels (including digital visibility) to deliver transparent, timely, and engaging information and resources to members. |
| 1.2.2 | Developing a comprehensive strategy to enhance youth connection and belonging by offering a diverse range of youth-centric services within the GLALC community. |
| 1.2.3 | Expanding and delivering a complete range of services to celebrate and support our Elders within the GLALC community, empowering activities of daily living and meeting their holistic needs. |
OBJECTIVE 1.3
Provide a culturally safe place for Our Members to come together & gather by:
STRATEGIES
| 1.3.1 | Establishing a central, fully accessible, and inclusive multi-purpose Cultural Connections Hub that celebrates our history and culture while delivering education, resources, and training facilities, with a particular emphasis on engaging the younger generation. |
| 1.3.2 | Develop and implement an on-country strategy for delivering services, encompassing facilities such as the boat shed, hydro pools, and wellness and rehabilitation centre. |
| 1.3.3 | Establishing mutually beneficial, formalised and complimentary partnerships to enhance the reach and impact of education through the leverage of our resources and expertise. |
The Acquisition, Management and Development of Land and Other Assets
OBJECTIVE 2.1
The strategic acquisition of land & other assets by:
STRATEGIES
| 2.1.1 | Developing a Land Claims Strategy which prioritises strategic opportunities and negotiation possibilities to advance the best interests of Our Members & Aboriginal community. |
| 2.1.2 | Developing a Land Claims & Management Plan to map, analyse, and advocate for claimable lands that are equitable & beneficial to Aboriginal people within the Council’s area. |
| 2.1.3 | Negotiating binding land dealings and/or determinations of land claims that are equitable and beneficial to Aboriginal people within the Council’s area. |
OBJECTIVE 2.2
The strategic management of land & other assets by:
STRATEGIES
| 2.2.1 | Developing a Caring for Country Land Management Plan to audit our landholdings for their most appropriate use and development for mutual benefit of our Members and Country. |
OBJECTIVE 2.3
The strategic development of land & other assets through:
STRATEGIES
| 2.3.1 | Creating a network of community infrastructures, essential services, environmental initiatives, and property solutions including exploring biodiversity offsets through a combination of owned, borrowed, and diversified locations across the GLALC region. |
| 2.3.2 | Develop and implement a strategic plan for our lands aimed at generating income, socio-economic benefits, and a range of opportunities for the community. |
| 2.3.3 | Establishing a fully accessible and inclusive multi-purpose Health and Wellness facility colocated with the Cultural Connections Hub as part of the One Gandangara value proposition delivering trauma-informed and culturally safe health and wellbeing services to all people. |
| 2.3.4 | Establishing the Gandangara Veterans and Youth Diversion facilities delivering trauma informed, culturally safe health and wellbeing services to First Peoples Veterans and Youth. Western Sydney Infrastructure Grants Program (formerly known as WestInvest) |
OBJECTIVE 2.4
The strategic acquisition, management & development of other assets through:
STRATEGIES
| 2.4.1 | Developing and delivering a Residential Property Management Strategy to efficiently manage and enhance residential properties, ensuring they meet the growing needs of our community and support our long-term goals. |
| 2.4.2 | Creating an Enterprise Sustainability Plan to identify, develop, and manage sustainable income-generating business areas to grow GLALC’s investment portfolio, to support member’s needs. |
The Provision and Management of Community Benefits Schemes (CBS)
OBJECTIVE 3.1
Develop sustainable, quality & innovative Community Benefit Schemes through a model of care that supports:
STRATEGIES
| 3.1.1 | Continuing to provide planned and tracked events, activities, and initiatives to empower community members to actively participate in and benefit from Community Benefit Schemes. |
| 3.1.2 | Exploring varying viable Community Benefit Schemes to provide comprehensive support from birth to end-of-life stages that include: future funds, funeral funds, scholarships, sporting, housing, economic development, health and wellbeing or community infrastructure. |
| 3.1.3 | Exploring and developing opportunities for education, training, research, employment, and public awareness to promote Aboriginal culture, focusing on cultural capability and safety. |
| 3.1.4 | Developing formalised, mutually beneficial partnerships to support the development and implementation of Community Benefit Schemes including educational scholarships as part of the Aboriginal Employment Strategy. |
| 3.1.5 | Establishing a Community Volunteer Program engaging Members in supporting local projects, services, events, and activities to enhance the impact of our Community Benefit Schemes, whereby promoting belonging, connection, and active participation. |
OBJECTIVE 3.2
Ensure the sustainability and viability of our Residential Housing scheme by aligning with community needs to enhance overall living standards through:
STRATEGIES
| 3.2.1 | Exploring viable business models, funding, and other opportunities in the housing sector with the aim to increase and improve housing stock. |
| 3.2.2 | Explore housing and residential accommodation to develop, increase and improve Elders accommodation, home ownership and transitional accommodation. |
| 3.2.3 | Explore built-for-purpose residential housing. |
OBJECTIVE 3.3
Deliver quality & accessible health services for our community:
STRATEGIES
| 3.3.1 | Developing a Plan to Expand Health & Wellbeing Services, conducting thorough analysis meeting community needs and advancing organisational objectives. |
Business Enterprises and Investments
OBJECTIVE 4.1
Develop & embed authoritative cultural protocols for partnership engagement & strategic stakeholder management to advance Gandangara Local Aboriginal Land Council’s business enterprises within our jurisdiction, with a focus on local government, industry & new infrastructure projects by:
STRATEGIES
| 4.1.1 | Developing a Partnership Engagement Plan to establish, nurture, and manage strategic partnerships with stakeholders and suppliers that align with GLALC’s goals and values, enhancing community outcomes and organisational sustainability. |
| 4.1.2 | Formalising partnerships with key tourism bodies and organisations to establish cultural education satellite sites, aimed at showcasing our cultural protocols, history, language, spiritual beliefs, and traditional knowledge facilitating Eco-Tours and service expansion opportunities |
OBJECTIVE 4.2
The provision of opportunities for the education & employment of our Aboriginal community, via partnerships or through the establishment of a Registered Training Organisation by:
STRATEGIES
| 4.2.1 | Developing a comprehensive ‘Our People Strategy’ inclusive of recruitment, training, professional development, and retention cultivating a diverse, inclusive, and innovative workplace culture to be an ‘Employer of Choice’ for both our Members and the wider community. |
| 4.2.2 | Delivering an Aboriginal Employment Strategy aimed to attract, retain, and advance a skilled First Peoples workforce at Gandangara exceeding NSW employment and procurement targets through meaningful employment, training, mentorship, and professional development opportunities, including traineeships and cadetships. |
| 4.2.3 | Developing educational and employment-focused programs for young people, including employment readiness initiatives, traineeships, job placement, work experience, and apprenticeships. |
OBJECTIVE 4.3
Maintain the sustainability & cultural appropriateness of Gandangara Health Services (GHS) to deliver lead practice, & encourage people to feel a sense of belonging, by:
STRATEGIES
| 4.3.1 | Developing a comprehensive Better Health & Wellness Strategy to better address community needs and meet growth expansion, including exploring additional revenue streams and service delivery needs. |
| 4.3.2 | Gaining formal registration as a NDIS approved service provider to deliver a comprehensive NDIS service that provides end-to-end support for community members with disability. |
| 4.3.3 | Expanding the GHS Social and Emotional Wellbeing (SEWB) services with targeted programs for vulnerable community members, emphasising healing and social connection. |
| 4.3.4 | uilding upon the GHS Alcohol and Other Drug (AOD) Service by establishing remote sites within the community linked to the Hub as satellite sites, exploring mobile service options, and identifying high-need locations. |
OBJECTIVE 4.4
Enhance the efficiency, excellence & reach of Gandangara Transport Services (GTS) by:
STRATEGIES
| 4.4.1 | Developing a rolling GTS Business Plan to identify current and planned services, exploring potential income and revenue streams expansion, and integrating GTS into the value proposition of GLALC’s existing services (including health & wellbeing) to better address community transport needs through the conduction of a comprehensive needs analysis. |
| 4.4.2 | Keeping our Transport for NSW accreditations current while exploring additional certifications to meet the growing demand and exploring avenues of applying for new accreditation to respond to client growth and demand for GTS. |
| 4.4.3 | Exploring ethically commercial opportunities for GTS to participate in the expansion of patient transport and eco-cultural tourism market, including a bus station at the Western Sydney Airport and SWSLHD Liverpool Hospital. |
OBJECTIVE 4.5
Ensure the sustainability & self-sufficiency & Economic Development of our operations & services through:
STRATEGIES
| 4.5.1 | Continually monitoring the investment portfolios through a formalised reporting and monitoring system. |
| 4.5.2 | Developing a comprehensive, long-term financial plan to ensure sustainability and self-sufficiency across operations and services, and exploring sustainable funding and business expansion models that align with Member’s needs and the Council’s vision, mission, and values. |
| 4.5.3 | Exploring viable options to support economic development initiatives that foster job creation, entrepreneurship, and sustainable business practices within the community. |
Aboriginal Culture & Heritage
OBJECTIVE 5.1
Celebrate & promote our unique Aboriginal Culture & Heritage by:
STRATEGIES
| 5.1.1 | Establishing an Artists in Residence Initiative to actively involve local artists in creative programs and projects, fostering opportunities for display, sale, and celebration within our community. |
| 5.1.2 | Sustaining and Expanding the Yarn Up Elders in Residence Program |
| 5.1.3 | Exploring avenues to incorporate and showcase GLALC signage within our jurisdictions and across all land assets. |
| 5.1.4 | Enhancing our Cultural Connection Hub with an Educational Keeping Place dedicated to preserving and promoting culturally significant heritage artifacts, objects, and educational resources in accordance with our cultural protocols, history, language, spiritual beliefs, and Traditional Knowledge. |
OBJECTIVE 5.2
Protect & preserve Aboriginal culture & heritage for the present and future generations by:
STRATEGIES
| 5.2.1 | Developing and implementing a GLALC First Peoples Ranger Program to provide opportunities for community members (including youth) to engage in Caring for Country, (part of the employment strategy) |
| 5.2.2 | Protecting and preserving the traditional knowledge and wisdom of our Elders and exploring opportunities for Our Members to learn about culture on Country. |
| 5.2.3 | Updating existing cultural maps of our lands and all lands within the GLALC’s jurisdictions and the ongoing maintenance of a cultural site register. |
OBJECTIVE 5.3
Build the cultural education capacity of Gandangara Local Aboriginal Land Council to offer opportunities for Our Members & the wider public
STRATEGIES
| 5.3.1 | Enhancing our Cultural Connection Hub with a research centre and library to share knowledge and educate the community about our rich cultural heritage. |
| 5.3.2 | Building formalised relationships and networks in the wider community to provide cultural education to youth including local schools and educational settings. |
| 5.3.3 | Facilitating genealogical research and heritage exploration services, emphasising the investigation of family histories and ancestral lineage. |