2018 Finalists

    Category A
    1. Institute for Urban Indigenous Health Ltd
    Responding to the health gap between Indigenous and non-Indigenous peoples in South-East Queensland, the Institute for Urban Indigenous Health Ltd (IUIH) was established. Based in Brisbane, the IUIH came into fruition in 2009 and has been growing ever since. IUIH’s philosophy is ‘further, faster, better’ and has exemplified this throughout their practice. IUIH have been able to make the biggest single health impact of any Indigenous organisation in Australia, in the shortest time period, and with a national best practice standard of care. Currently, with a total of 35,000 clients, IUIH has grown by 340% since its conception.

    2. Quandamooka Yoolooburrabee Aboriginal Corporation
    Traditionally owned and led organisation, Quandamooka Yoolooburrabee Aboriginal Corporation (QYAC) was established in 2011, to manage the recognised Native Title Rights and interests of the Quandamooka people (under the Native Titles Act, 1993). A core part of QYAC’s business is to gather sustain, share and grow the traditional and modern knowledge of the Quandamooka’s care for their country. Quandamooka Country comprises the waters and lands of and around Moorgumpin (Moreton Island), Minjerribah, the Southern Moreton Bay Islands, and South Stradbroke Island. It includes the mainland from the mouth of the Brisbane River, Wynnum, Chandler, Lytton, Belmont, Tingalpa, South to Cleveland, to the Logan River. Quandamooka Country crosses the boundaries of four Queensland local governments.
    “QYAC reflects the Traditional Decision Making Process which is underpinned by kinship and family centred decision making.”

    3. Nyamba Buru Yawuru Ltd
    Based in Broome, Western Australia, Nyamba Buru Yawuru (NBY) is a not-for-profit company owned by the Yawuru Native Title holders through a corporate group structure. Working alongside the Yawuru Registered Native Title Body Corporate (PBC) and the Murra Malla Yawuru, the NBY develops economic, cultural and social sustainability for the Yawuru people to enjoy their land, values, community and culture. Incorporating the Yawuru language in daily activity at the workplace, the NBY philosophy ‘making Mabu Liyan real for all, always” refers to the interconnectedness between the individual and their country, culture and community. NBY have a leading role in the community, particularly when it comes to leadership and encouraging younger Yawuru people to take on these positions, and ‘step up’.
    “There is no doubt that this high proportion of Yawuru people showing leadership and making decisions for the benefit of their community is empowering and indicates increasing governance capacity for Indigenous peoples.”

    4. Marr Mooditj Training Aboriginal Corporation
    In 1983, Dr. Joan Winch established the Marr Mooditj Foundation to provide health worker training for Aboriginal people in Western Australia. Marr Mooditj, meaning ‘good hands’ or ‘healing hands’ was named by Elder Jack Davis in 1984. Now in 2018, Marr Mooditj has continued to expand and develop accredited courses and added national qualifications to meet the needs of the community in health, mental health, community services, hospitality, phlebotomy, alcohol and other drugs. Marr Mooditj has won three WA Training Excellence Awards; two Indigenous Business Awards and one National Training Award. More so, they have trained and graduated just under 1000 students who have gone on to provide services and support within their communities.
    “We believe we have created an environment in which Aboriginal and Torres Strait Islander people feel empowered to learn and develop their skills and achieve those goals of sustainable employment and healthy communities.”

    5. Kuruma Marthudunera Aboriginal Corporation (KMAC)
    Based in Karratha, Western Australia KMAC’s vision is to work together as a community to establish a solid foundation towards independence, community wellbeing and cultural identity now and for future generations. KMAC works as the Corporate Identity for the Robe River Kuruma (RRK) people whose traditional rights extend across 16, 000 square kilometres in the Pilbara region and who won the 20+ year court case for the Native Title Determination; a testament to KMAC’s leadership and self-determination.
    “KMAC holds its community at the core of the Corporation’s governance structures, processes and policies, ensuring it is community led, controlled and championed.”

    6. Yamatji Marlpa Aboriginal Corporation (YMAC)
    Yamatji Marlpa Aboriginal Corporation (YMAC) is the Native Title representative body for the Traditional Owners of the Pilbara, Murchison and Gascoyne regions of Western Australia. YMAC is a not-for-profit organisation run by an Aboriginal Board of Directors from across these areas. YMAC provides a range of services to its members including claim and future-act representation, heritage protection services, community and economic development and natural resource management. YMAC represents 24 different Aboriginal Traditional Owner groups, each with their own distinct country, culture and identity. These living cultures are maintained though languages, ceremonies beliefs, music, art, laws and creation stories. YMAC’s representative area covers more than a third of WA, with offices in Geraldton, Hedland, Broome and Perth. Over the past two years, YMAC has achieved ten native title determinations for stakeholders.
    “Yamatji Marlpa Aboriginal Corporation strives for equal opportunity and diversity in employment.”

    Category B
    7. The Warlpiri Education and Training Trust (WETT)
    Established in 2005, the Warlpiri Education and Training Trust (WETT) is an Indigenous led and controlled corporation with programs and projects developed to reflect Warlpiri aspirations The WETT invest income from their lands to support families and communities, and is committed to helping people to help themselves. WETT supports partnerships for training and education so that all Warlpiri people will have better knowledge through Warlpiri culture and two-way learning. Their vision is for their children’s children to be strong in their knowledge of culture, country and language, to be strong role models for future generations, and to stand up for their communities.
    “Our voices will be heard. We will have the same opportunities as everyone else. Our children will be confident, knowledgeable, disciplined, healthy and respected. They will have good roles and jobs, as will the generations to come.”

    8. Alkerange Community Development Working Group
    The role of the Alkerange Community Development Working Group is to plan and initiate projects for the benefit of the Alkerange community (400km north of Alice Springs), using funds that belong to traditional owners of Alkerange. The initiative underpinning the aim and vision of Alkerange is about traditional owners and local residents having full autonomy over their own resources (which they can use to make their own decisions) and carry out projects for the overall benefit of their community.
    “Culture is number one. It determines our whole lives.” – Graham Beasley, Working Group Member

    9. CAYLUS Utopia Project
    With a total of 80 members – all Indigenous, the CAYLUS Utopia Project endeavours to support local people in developing and shaping services for young people and families within their local, Utopian community. The project was established in 2015 and since its conception, 7 key objectives have been identified: (1) school attendance; (2) better communication skills and services between local citizens and agencies/government; (3) health and early development of infants; (4) awareness of local youth – providing services and activities to ensure they are safe and staying out of trouble; (5) a sense of ‘working together’ and unity between local and external organisations; (6) Higher employment rates for local people; (7) an urgency for these objectives to be achieved quickly.
    “Culture is core to the way this project runs.”