17 June 2015
Desert Knowledge Australia
Strategic Plan Outline 2015-2018
Introduction
This Strategic Plan for the period 2015-18 represents the start of an important new chapter for
Desert Knowledge Australia (DKA).
DKA is a statutory corporation of the Northern Territory Government established to improve
harmony, sustainability and wealth creation in deserts and arid lands. DKA works across sectors and
State/Territory borders to build collaboration for better ways to deal with key challenges and
opportunities in desert and remote areas. We manage the Desert Knowledge Precinct to foster
innovation and learning, and to promote investment and development of desert Australia.
The Desert region of Australia is a special place with unique characteristics of climate and huge
distances together with a distinctive blend of people and cultures. It forms a quintessential part of
what defines Australia and how Australian people perceive the nation. A major part of the nation’s
resource wealth comes from the desert region and its offshore areas, and the country’s Aboriginal
heritage is intimately associated with this region.
Despite the major role of desert Australia in the nation’s prosperity, this vast region of
approximately 5.3M km2 is occupied by only 3% of the country’s population and often struggles to
attract sufficient critical mass in meeting development agendas.
DKA has a key role in identification and analysis of development options and the facilitation of
partnerships to make them happen. Few organisations are working across disciplines in the Territory
and still fewer have focus on working to build partnerships across jurisdictional borders.
We offer this Strategic Plan as a bold but realistic contribution to the future of the people and places
that we exist to serve.
Vision
Desert Knowledge Australia will deliver a targeted program of work that will contribute to the
building of a harmonious, sustainable and thriving desert knowledge economy among the people of
Australia’s desert regions.
The Desert Knowledge Precinct based in Alice Springs will provide a strategic focus for the
organisation and tangible representation of the vision as a centre of excellence in learning,
knowledge creation, economic development and export potential.
See Appendix l for background information.
Philosophy
Desert Knowledge Australia is underpinned by three primary themes.
Ensuring a quality of life that is in
balance with the local and global
environment and is ecologically,
economically, culturally and
socially sustainable.
Wealth Creation
Sustainability
Harmony
Creating viable business and
employment opportunities
capable of supporting
international competitive
lifestyles for desert peoples.
Establishing processes that
encourage effective engagement
between western and indigenous
cultures leading to shared
economic and social
advancement for all groups.
The Path Forward
DKA will provide an immediate and sharp focus on delivery of a suite of strategic initiatives including
existing externally funded programs, and importantly, a renewed focus in Energy working from an
existing platform in addition to a real market opportunity. A critical path will be developed to
ultimately inform the future development of an integrated Energy Hub initially focussed through an
Isolated Energy Systems Centre of Excellence (COE).
DKA will have renewed focus on strategies that promote community engagement and stakeholder
investment across all activities.
Externally Funded
Programs
• Intercultural Leadership
• remoteFOCUS
Immediate Priority
Projects
• Solar Cities 2.0
• DKA Precinct Development
Medium Term
Priorities
Future Potential
• Isolated Energy Systems COE
• Integrated Energy Hub
• Desert Knowledge Foundation
• Strategic Facilitation/Collective Impact
Strategic Focus 1 – Energy
The desert regions of inland Australia offer significant opportunities for new energy investment,
development and innovation. Already, Alice Springs is recognised for its solar resourcefulness and
has built a national and international reputation for its efforts. Across Central Australia, and
throughout the whole of the Northern Territory, there are very large identified unconventional oil
and gas reserves that offer the potential to provide effective long-term power export opportunities.
Globally there are 1.5 billion people without access to reliable electrical services. Within the Asia
Pacific region, there are around 400 million people without access to electricity. For those areas that
do have access to electricity, large percentages of remote communities rely almost exclusively on
diesel fuel for provision of energy. Many communities of the inland desert regions of Australia have
the same reliance on diesel technology. Typically these regions provide small markets, distance and
extreme climatic conditions which generally imply high unit costs and a challenge for service
reliability.
The Northern Territory Government, Power Water Corporation, Indigenous Essential Services, the
Centre for Appropriate Technology, CAT Projects and an array of suppliers and services providers
have extensive experience dealing with the technical, regulatory and financial challenges associated
with development and operation of large numbers of remote and isolated power supplies in
Australia and overseas.
This presents a unique opportunity for DKA to create an integrated, multidisciplinary systems
approach to overcome critical technological, policy and capacity barriers to advance energy
technology, supply and distribution across the remote desert regions of Australia. Working
alongside research bodies and the Australian Government, there is significant scope to export this
technology and know-how internationally.
Three components are proposed for DKA’s involvement in energy.
•
•
•
establishment of an Isolated Power Systems Centre of Excellence
establishment of an Energy Hub
an involvement by way of partnership in the proposed Solar Cities 2.0 initiative
(a) Participants
•
Power and Water
•
Australian Renewable Energy Agency (ARENA)
•
Centre for Renewable Energy, Charles Darwin University
•
Centre for Appropriate Technology / CAT Projects
•
CSIRO
•
DKA
•
NT Government Department of Mines & Energy; Energy Directorate
(b) Purpose
•
facilitate collaborative R&D on remote grids, systems maintenance, training and employment
•
renewable energy (solar and geothermal) and fossil fuel-based
•
leverage existing facilities and expertise
•
explore policy and economic development options
(c) Start-up Actions
•
Consultation with key stakeholder groups have commenced re position paper and flow on actions
(Power and Water / Indigenous Essential Services, Dept Mines and Energy / Energy Directorate,
ARENA, CDU, CAT Ltd and CAT Projects, CSIRO
•
Alice Solar Cities 2.0 – DKA to partner with CAT Projects and Power & Water
•
Position Paper on Stage 1 of the DKP Energy Hub: ‘Global Centre of Excellence in Isolated Power
Systems’ (via contracted expertise)
•
Cabinet Submission (if Position Paper accepted)
•
Establishment of the Isolated Power Systems CoE
•
Document the framework and model of the CoE for replication across other identified Energy
areas (establishment of Energy Hub)
•
Attract an anchor investor in the energy business to establish on-site
STAGE 1 – 2015
STAGE 2 – 2016
STAGE 3 – 2017
Isolated Power Systems
Centre of Excellence
Solar Cities 2.0
Create and document
framework for replication
with other focus areas
CAT Projects, DKA,
Power & Water
ENERGY HUB
DKA Credentials
CAT Projects partnership
DKA Solar Centre
Alice Solar Cities
DKA Precinct
DKA Sustainable Building Network
Export
Commercial Partners
AusTrade
Commercialisation Australia
IP Australia
Remote Telemetry
Engineering Services
Energy Policy
Oil & Gas Supply & Service
Research & Policy
Commercial Partnerships
EDL
Power & Water Corp
Pacific Power/KPS
CAT/CAT Projects
Zenith Energy
CSIRO
CAT/CAT Projects
CDU
Ninti One
ARENA
International Energy Agency
DME
PAWA/IES
Education, Training &
Community Development
CAT/CAT Projects
Batchelor Institute
CDU
Strategic Focus 2 – Development of the DK Precinct as a Centre of Excellence
Management and development of the Desert Knowledge Precinct is a priority for DKA.
The Precinct comprises 73 hectares of serviced land adjoining the Stuart Highway between the town
and Alice Springs Airport. It offers excellent facilities in a strategic location that enables a range of
people and organisations to work productively together. Already these include CSIRO, Ninti One,
Batchelor Institute, Centre for Appropriate Technology and CAT Projects together with DKA.
An Indigenous Land Use Agreement over the entire area recognises the interests of Native Title
Holders while enabling strong and continuing development of the area. This recognition also
positions the Precinct as neutral place to engage and facilitate collaboration among Aboriginal and
non-Aboriginal interests.
The Precinct includes a well-established solar technology demonstration and research facility with a
further 20ha readily available for a range of additional developments in business and innovation
fields.
The desert region is characterised by widely spaced regional towns supporting small-scale business
together with public and private sector entities that lack critical mass and face high operational
costs. This situation can be mitigated when businesses and organisations co-locate and share
infrastructure and other resources bringing improved economies of scale. Collaboration and sharing
of information greatly enhances the productive capacity of each member.
The Precinct is a hub for complementary and like-minded organisations and businesses to be either
located and/or interacting together, working independently and in partnerships, to help each other
achieve their respective goals.
There are a number of local organisations and agencies with significant involvement in teaching,
research and development pertaining to desert region natural resources. These entities are small in
size and some have existing partnership projects. Apart from these particular projects there is
otherwise limited interaction in the delivery of their respective programs – despite there being a
certain level of commonality.
There is potential to further build on the level of co-operation among local entities in a mutually
supportive and non-competitive environment. In this way the Precinct can add value for local
stakeholders and improve the efficiency of their operations.
Precinct members have an established profile of excellence in teaching, research, development and
management in relation to landscape and biological resources. These fields may prove worthy foci
into which additional interests can be attracted to build on the capacity to deliver by the Precinct
membership. Assistance to Aboriginal land managers and development of leadership skills may
prove important.
The establishment of an Isolated Power Systems Centre of Excellence within the proposed Energy
Hub will bring addition Precinct partnerships to life.
(a) Potential Participants
•
NT Government
•
DKA
•
Niniti One and the Co-operative Research Centre for Remote Economic Participation
•
CSIRO
•
Batchelor Institute
•
Centre for Appropriate Technology
•
Power and Water Corporation
•
Central Land Council
•
Department of Primary Industry and Fisheries
•
Parks and Wildlife Commission of the NT
•
Charles Darwin University
•
Department of Mines and Energy
(b) Purpose
•
To provide DKA a tangible platform to engage and showcase its work
•
To build the Precinct as a Centre of Excellence in wealth creation, harmony and sustainability
•
To provide a quality environment for participants
(c) Start-up Actions
•
explore/promote/advertise for new participants and tenants
•
prepare and implement a community engagement strategy including promotion of activities
and achievements
•
install quality way-finding and path network
•
prepare and implement a Precinct Management Plan
•
consult the NT Land Corporation to explore potential service arrangements
•
recast the Precinct Management Committee to have a more strategic advisory and review
role to the DKA Board as defined by the various lease agreements, and to provide formal
place for information exchange among Precinct members
•
complete next round of solar installations at the DKA Solar Centre
Strategic Focus 3 – Delivery of effective Intercultural Leadership Programs
A focus on leadership development within remote communities is a step towards a healthier,
productive and sustainable future for Aboriginal people living in remote towns and communities.
Given the unique cultural characteristics of desert Australia, we consider intercultural leadership and
leadership skill development to be fundamental to the aims of DKA.
Holistic models of intercultural leadership represent a comprehensive understanding that moves
beyond individual level leadership competencies. Effective leadership is a product of intercultural
competencies at the individual level, as well as team management abilities, the capacity to work
within a particular organisational set-up, the understanding of contextual complexities, and the
ability to assess and act appropriately in particular situations.
DKA received two grants from the Department of Prime Minister and Cabinet to support programs
of leadership skill development. The first of $340,000 involves work with the Ngaanyatjarra Council
Board and community in the Warburton region of Western Australia. The second of $140,000 is a
separate initiative with the Ti Tree and Tennant Creek communities of the NT together with the
Kiwirrkurra community of WA. Both programs will conclude in 2016.
Significant advances are being made with the Ngaanyatjarra Board that should be transferrable to
other communities.
Work is proceeding on improving leadership skills of Ranger groups in Tennant Creek, Ti Tree in the
NT and Kiwirrkurra in WA.
(a) Participants
•
Department of Prime Minister and Cabinet
•
Sidney Myer Foundation
•
Ngaanyatjarra Council
•
WA Government
•
DKA
•
ten20 Foundation
•
Central Land Council
•
Central Desert Native Title Services
•
Ninti One
(b) Purpose
•
To build governance capability and leadership skills to accommodate intercultural activities and
leadership working with targeted groups
•
Build and test a leadership development model.
(c) Start-up Actions
•
complete Ngaanyatjarra program in conjunction with the ten20 Foundation
•
develop program in association with Central Land Council and Ranger groups
•
work with Precinct members and other parties to secure financial support for programs
Strategic Focus 4 – Remote Community engagement with Government
(remoteFOCUS program)
The Desert Knowledge Australia Act provides for and indeed encourages DKA to work across
jurisdictional boundaries and across market sectors. Desert Australia lies primarily within five
jurisdictions (WA, NT, Qld, NSW and SA) that each receives governance from substantially more
populous coastal metropolitan centres.
Economic, social, environmental and cultural conditions in densely populated coastal regions differ
hugely from those of the very large but dry and sparsely populated desert regions that have a
substantial Aboriginal demography.
Policy settings and governance delivery systems suited to coastal Australia are rarely appropriate for
desert regions resulting in sub-optimal decision making, disconnect, and often poorly delivered
services and development programs.
A conceptual framework for this situation is that the desert region forms the back yard of each of
the above jurisdictions, and whether it is self-serving or not, people of the desert tend to feel they
occupy the back yard.
The situation is exacerbated by small population size and a small pool of talented people from which
to draw individuals who can provide capable leadership and accountability.
remoteFOCUS is a broad initiative endeavouring to build better strategies and processes for
engagement between government structures and regional centres, raise the level of interaction in
remote centres across jurisdictional boundaries, and improve governance structures and the level of
governance capacity within the desert regions.
Substantial grant funding from the Sidney Myer Foundation ($342,000) together with Prime Minister
and Cabinet ($150,000) is supporting this program.
The program is due for completion in 2016
(a) Participants
•
Department of Prime Minister and Cabinet
•
Ngaanyatjarra Council
•
Sidney Myer Foundation
•
DKA
•
ten20 Foundation
•
WA Government
(b) Purpose
•
Trial the introduction of new governance structures and processes in remote communities
•
Promote and explore improving engagement between remote communities and government
structures.
(c) Start-up Actions
•
complete program with Ngaanyatjarra Council
•
assess new governance models for additional communities
Strategic Focus 5 – Facilitation and Collective Impact
Business, social and governance transactions in desert regions tend to be more heavily driven by
relationships than they are in densely populated regions. In addition, some commentators have remarked
that while western societies operate in a Market Economy, Aboriginal communities tend to operate in a
Kinship Economy.
Each situation has its strengths but in desert regions there are clear disadvantages in fly-in-fly-out
decision making and facilitation processes.
While established relationships can be of assistance, the continuing presence of a core agency or
“backbone entity” that can maintain connection between parties and rigorously oversee the delivery on
commitments often means the success or failure of an initiative.
Collective Impact is a structured form of facilitation in which a business such as DKA has the role of a
backbone organisation which facilitates negotiation between parties, manages the process, and
rigorously follows up on commitments to ensure delivery. DKA has trialled this procedure with the
Ngaanyatjarra Council at Warburton WA with the involvement of the Commonwealth and Western
Australian Governments. It has led to the invitation of two highly competent independent Directors to
join the Board and improved understanding of governance processes.
Its findings may be relevant to the introduction of similar processes elsewhere.
DKA had made significant steps in facilitating a Pre-birth to 4 Years child development program involving
Central Australian Aboriginal Congress, Dept Education, Dept Families and Children, Tangentyere Council,
Dept Chief Minister, Anglicare, Braitling Primary School, Relationships Australia, Lutheran Community
Care, Alice Springs Town Council, and Commonwealth Department of Families, Housing, Community
Services and Indigenous Affairs.
DKA was well placed as a neutral party to facilitate and manage this collective engagement between 11
government and non-government organisations and agencies. It is a future fee-for-service opportunity
that could be explored by DKA.
The project ceased when structural changes to the Board and leadership of DKA were made by
Government in mid-2014. DKA now needs to re-establish itself in this field and form relationships with
other groups involved in facilitation work.
(a) Participants
•
DKA staff
•
Collective Impact Associates
•
Client groups (e.g. Energy Hub)
•
Local and national NGO networks
(b) Purpose
•
Provide rigorous facilitation services that maximise delivery on decision-making
(c) Start-up Actions
•
complete delivery of program in Ngaanyatjarra lands
•
prepare a local delivery model
•
re-engage with local and national networks involved in the facilitation process
•
identify projects relevant to DKA’s objectives requiring backbone facilitators
Strategic Focus 6 – Desert Knowledge Foundation and Revenue
The Desert Knowledge Foundation has been established by the Board under Commonwealth legislation
and provides DKA with Deductible Gift Recipient status when receiving funding from business and
industry for the conduct of research.
Since 2004-05 DKA has attracted almost $3.3 million from major corporate sponsors (e.g. BHP Billiton,
Qantas, Telstra) for activities like the Outback Business Network, and a further $3.0 million in donations
from the solar industry for establishment of the DKA Solar Centre. These are funds that would now be
managed through the Desert Knowledge Foundation attracting generous tax concessions for the donors.
The Foundation will most probably prove to be a valuable facility for attracting new sponsorship to DKA.
The DK Foundation has a Board comprising members of the DKA Board, and as a requirement under the
Act, has a Research Committee of eminently qualified scientists from the NT, Tasmania and the ACT.
It can be expected to provide an attractive option for investment by commercial interests in the proposed
Isolated Power Systems Centre of Excellence and the Energy Hub.
Legislation requires a Research Committee which was appointed by the previous Board. The members of
this committee have been consulted and have expressed a keen interest in continuing their role.
(a) Participants
•
DKA Board and staff
•
DKF Directors
•
DKF Research Committee members
(b) Purpose
•
To enable DKA to leverage its Deductible Gift Recipient status and provide Research Committee
oversight of programs
(c) Start-up Actions
•
consolidate Research Committee participation and function
•
re-activate the DKF Research Committee
•
explore new funding options (e.g. Energy Hub)
•
ensure security of existing grant allocations
Appendix I - Background
About Desert Knowledge Australia
Desert Knowledge Australia (DKA): 1. Is an independent, non-aligned and neutral entity
2. Was established under the Desert Knowledge Australia Act (2003) with bipartisan support
3. Has a broad mandate under the Act that includes working across jurisdictional borders and
even at an international level
4. Board membership mandates a proportion of Aboriginal members and provides for crossjurisdictional and Commonwealth Government representation
5. Has an established brand and logo
6. Operates the Desert Knowledge Precinct, which is covered by an Indigenous Land Use
Agreement (ILUA) that requires mandated Lhere Artepe representation on the Precinct
Management Committee
7. Is geographical location in remote desert Australia (ie non-threatening and reasonably
acceptable to other States - everyone owns Alice Springs)
8. Has raised substantial external grant funding (due to the above) and has a subsidiary entity
with deductible gift recipient (DGR) status to help attract external funds and reduce its
reliance on NT Government funding