What is Centrefarm?
Centrefarm Aboriginal Horticulture Limited (ABN 32 101 614 760) was originally established by Aboriginal landowners in Central Australia, to drive the development of horticulture on Aboriginal land.
Centrefarm Aboriginal Horticulture Limited is incorporated as a non-profit Australian company limited by guarantee. The company was registered by the Australian Investment and Securities Commission on August 22nd 2002.
How has Centrefarm been established?
In 2001 grant funding was obtained from the Indigenous Small Business Fund (ISBF) operated by the Department of Employment and Workplace Relations (DEWR) to assist in setting up Centrefarm. Centrefarm was established in four stages:
· Stage 1: Landowner Consultations
Aboriginal landowners consulted at Ti Tree, Utopia, Alekarange, Willowra, Tennant Creek and Aputula expressed strong interest in horticulture development on their land and gave support to Centrefarm to facilitate project development.
· Stage 2: Strategic Development Plan
Agronomic consultant Sam Mileswas engaged to prepare a five year strategic plan for Centrefarm. The plan collates available data (climate, soils, water, infrastructure) and presents a development program for each area of Aboriginal land.
· Stage 3: Business Plan
Using the Strategic Plan as a blueprint, Deloitte Touche Tohmatsu prepared a business plan for Centrefarm which outlines opportunities, development models, resource requirements, corporate and legal structure and the transition to an operational business.
· Stage 4: Incorporation
In August 22 2002Centrefarm Aboriginal Horticulture Limited was registered by the Australian Securities and Investment Commission (ASIC) as a non profit company limited by guarantee. The Centrefarm board was established in September 2002.
Centrefarm Aboriginal Horticulture Strategy
In 1999 Central Land Council and the Indigenous Land Corporation (ILC) commissioned an Aboriginal Horticulture Development Strategy for Central Australia. The Strategy was prepared by agronomic consultant Sam Miles with market analysis prepared by
agribusiness consultants Scholefield and Robinson Pty Ltd.
The key elements of the Aboriginal Horticulture Strategy were:
¨ Aboriginal landowners in Central Australia strongly support the development of commercial horticulture projects on their land to provide benefits through income, employment and training.
¨ Seven areas of Aboriginal land with commercial horticultural potential have been identified by two workshops (March 1999, May 2000) conducted jointly by CLC and NT Government departments. Findings of these workshops have been published in NT Department of Primary Industries (now DBIRD) Technical Bulletins #276 and #285.
¨ Areas of Aboriginal land suitable for commercial horticulture have been identified at Ti Tree, Utopia, Willowra, Finke, Alekarenge and two areas near Tennant Creek. (See attached Map. Please note boundaries of water basins indicated on map are notional only.)
¨ Market analysis and industry experience has identified a number of suitable commercial crops for Aboriginal land in central Australia including table grapes, citrus, mangoes, dates and other fruits and vegetables.
¨ There are several leasing and equity models which may be used to develop commercial horticulture on Aboriginal land. Under these models Aboriginal landowners provide land, water, infrastructure, equity and labour whilst a commercial operator brings investment, technical expertise, management and marketing.
¨ Agreements for commercial horticulture projects on Aboriginal land should give high priority to achieving Aboriginal training and employment outcomes.
¨ Access to Aboriginal land for commercial horticulture projects will require a long term lease arrangement to provide sufficient security to encourage investment and industry participation.
¨ Project finance may be sourced from funding agencies such as DEWR, Indigenous Land Corporation, Aboriginals Benefit Account and private investment. Financial assistance programs for Aboriginal training and employment are available from the NT Department of Employment Education and Training (DEET) and the Commonwealth Department of Employment Workplace Relations (DEWR).
¨ A strategic approach to developing horticulture on Aboriginal land must be taken with consideration given to whole of water basin management, Aboriginal equity in packing and marketing operations, strategic alliances with industry groups and integrated development across a variety of crops.
¨ The Aboriginal horticulture strategy requires the support and ongoing involvement of agencies such as DEWR, Indigenous Land Corporation, Aboriginals Benefit Account and NT Government departments of Business Industry & Resource Development, Infrastructure Planning & Environment and Community Development Sport & Cultural Affairs.
¨ The strategy called for the creation of a new body to drive the development of horticulture on Aboriginal land in Central Australia. This body is Centrefarm Aboriginal Horticulture Limited. Its purpose is to drive the project development process and ensure Aboriginal interests achieve maximum benefits via equity, employment and training from enterprises developed on their land.
Relationship between Centrefarm and Central Land Council
A cooperative and effective working relationship between Centrefarm and Central Land Council is essential for successful development of horticulture on Aboriginal Land in Central Australia.
CLC is a Commonwealth statutory body, which operates under the Aboriginal Land Rights (Northern Territory) Act 1976. It is also a Native Title Representative Body under the Native Title Act 1993, and is the peak representative body for Aboriginal landowners and native titleholders in the southern half of the Northern Territory. Under its legislation CLC is required to identify, consult, advise and represent Aboriginal landowners in relation to any proposal affecting Aboriginal land.
Centrefarm’s functions complement the statutory role of the CLC by taking a proactive role in commercial development of Aboriginal land by:
§ Assisting in the development of horticulture projects;
§ Sourcing project funding;
§ Conducting negotiations and mediation with Aboriginal landowners, Aboriginal communities, investors and developers; and
§ Ensuring that projects deliver indigenous training and employment opportunities.
