Uluru-Kata Tjuta National Park Management Plan 2021
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legislative instrument
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This management plan sets the operational rules, roles and assessment procedures for managing Uluṟu‑Kata Tjuṯa National Park: who decides, what permits or licences are required, how proposals are assessed, and which activities are restricted. It affects the Director of National Parks, the Uluṟu‑Kata Tjuṯa Board (majority Indigenous), Nguraṟitja, the Central Land Council, the Muṯitjulu community, commercial operators and visitors because it allocates decision‑making, consultation duties and potential cost recovery for proponents to protect cultural and natural values.
This document is a park management plan framed as the director’s and Board’s operational guidance for Uluṟu‑Kata Tjuṯa National Park. It sets out how the Director of National Parks, the Uluṟu‑Kata Tjuṯa Board of Management and Parks Australia will share decision making and implement work programs, and it prescribes the processes, permissions and constraints that govern activities in the park. Mechanically, the plan:
Establishes governance allocations and decision procedures: the Board’s composition and functions, the Director’s duties under the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act), the role of the Central Land Council (CLC), Muṯitjulu Community Aboriginal Corporation (MCAC) and Parks Australia staff, and supporting bodies such as working groups and a Joint Management Partnership Team (see Chapter 2 / Section 2.1 and related actions and prescriptions).
Defines values, zoning and IUCN categories, and links those to differentiated assessment and approval pathways for proposed actions (see Section 1.4-1.6, the zoning maps and Section 3.3 Assessment of proposals, including Table 4 and Table 5).
Creates an impact assessment regime and decision gates for activities, distinguishing routine Director actions from those requiring Board approval (Table 2; Section 3.3). It sets out procedures for consultation with Nguraṟitja (traditional owners) and other stakeholders (Table 2 and the consultation prescriptions).
Regulates commercial and non‑commercial conduct: permits, commercial activity licences, occupation licences and subleases are the delivery instruments for authorised commercial operations and infrastructure (see Section 5.4 and Section 6.5). The plan specifies that the Director may recover costs from proponents for administration and assessment (Section 3.3 prescriptions).
Current sections
Direct links to the current provisions in Uluru-Kata Tjuta National Park Management Plan 2021.
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Uluṟu-Kata Tjuṯa Board of Management’s v
Uluṟu-Kata Tjuṯa Board of Management’s vision and goals ii
The park is owned by the Uluṟu-Kata Tjuṯa Aboriginal Land Trust (which is composed of the traditional owners of the park) and covers approximately 1,325 square kilometres of the central desert. The Ayers Rock Resort at Yulara, which adjoins the park’s northern boundary, is owned by the Indigenous Land and Sea Corporation. Both the park and the resort are surrounded by the Kaṯiṯi-Petermann Indigenous Protected Area (IPA). Declared in 2015, this IPA incorporates 50,432 square kilometres of Aboriginal freehold land. It is comprised of the Petermann Aboriginal Land Trust (44,993 square kilometres, declared in 1978) and the Kaṯiṯi Aboriginal Land Trust (5,431 square kilometres, declared in 1980).
Uluṟu-Kata Tjuṯa National Park and the Kaṯiṯi-Petermann IPA form part of a series of connected protected areas that cross the Northern Territory, Western Australia and South Australia borders, protecting almost 200,000 square kilometres of central desert (see Figure 2). This network of protected areas contains a vast number of sites of cultural importance to Aṉangu, with Uluṟu-Kata Tjuṯa National Park being part of an extensive Aboriginal cultural landscape that stretches across the Australian continent.
Uluṟu-Kata Tjuṯa National Park is jointly managed park by the park’s traditional Aboriginal owners and the Director of National Parks. Tjukurpa (law) is the foundation of Aṉangu life, and the park is managed using traditional methods governed by Tjukurpa combined with western science and management practices. The park’s first priority is conserving the significant natural and cultural values of the area that comprise Tjukurpa.
It is one Tjukurpa inside the park and outside the park, not different. There are many sacred places in the park that are part of the whole cultural landscape–one line. Everything is one Tjukurpa.
The park’s landscape is dominated by the iconic massifs of Uluṟu and Kata Tjuṯa. These two geological features are striking examples of geological processes and erosion occurring over time and provide associated refuge and habitat for a broad range of plant and animal species.
The park was proclaimed in 1977 under the National Parks and Wildlife Conservation Act 1975 (Cth) and continues as a Commonwealth reserve under the EPBC Act. The park protects an area of approximately 1,325 square kilometres within the Great Sandy Desert bioregion.
International listings
Uluṟu-Kata Tjuṯa National Park is listed under the World Heritage Convention for both its natural and cultural heritage attributes. The park meets four criteria for listing under the convention:
• An outstanding example representing significant ongoing geological processes, biological evolution and man’s interaction with his natural environment
• Contains unique, rare or superlative natural phenomena, formations or features or areas of exceptional natural beauty, such as superlative examples of important ecosystems to man, natural features, sweeping vistas covered by natural vegetation and exceptional combinations of natural and cultural elements
• A cultural landscape representing the combined work of nature and of man, manifesting the interaction between humankind and its natural environment
• An associative landscape having powerful religious, artistic and cultural associations of the natural elements
1This table is to be used in conjunction with the impact assessment procedures in Section 3.3 Assessment of proposals when assessing and considering the impacts of proposals.
Figure 3: Zones and their IUCN categorie
Figure 3: Zones and their IUCN categories within the national park
The Board of Management was established in 1985. Under Piṟanpa law (the EPBC Act), the Board must comprise of a majority of Indigenous people nominated by Nguraṟitja. At the time of this plan’s preparation the Board comprises eight Aṉangu members including the Chairperson (who by convention is Aṉangu); the Director of National Parks; a Minister for Tourism nominee; a Minister for the Environment nominee, and a Northern Territory Government nominee.
The Board operates under a set of rules approved by the Board, and its functions under the EPBC Act are outlined in section 2.1.1 of this plan. Two of these functions are, in conjunction with the Director, to prepare management plans for the park; and, to make decisions relating to the management of the park that are consistent with this management plan.
Figure 7 provides an example of how the Board and the Director worked together in a participatory manner to prepare this management plan.
Figure 7: Example of how the Board discu
Figure 7: Example of how the Board discussed and approved major items in the preparation of this management plan
Figure 7: Example of how the Board discussed and approved major items in the preparation of this management plan
The term Nguraṟitja is used by Aṉangu as a collective term for traditional owners of the park. In the context of this management plan, Aṉangu is a broader word that refers to people with traditional affiliations to the region who may, or, may not be traditional owners/Nguraṟitja. Depending on the type of decisions that need to be made, Parks Australia and the CLC will consult with Nguraṟitja, using the processes in this
management plan and the consultation guidelines approved by the Board. Usually, the Board will ask for the views of Nguraṟitja on a particular issue before making a decision.
Director of National Parks
Director of National Parks
Director of National Parks
As well as being a Board member, the Director has a responsibility under the EPBC Act to administer, control, protect, conserve and manage biodiversity and heritage in Commonwealth reserves. At the time of this plans preparation, many of the Director’s powers under the EPBC Act are delegated to the staff of Parks Australia. The Director is also an ‘accountable authority’ for the purposes of the Public Governance,
Performance and Accountability Act 2013, which governs how the Director uses and manages public resources. The Director also has obligations to protect the interests and culture of Nguraṟitja under the Lease agreement. Funds for managing the park are allocated from the Australian National Parks Fund as provided for by the EPBC Act, and the Director may collect park use fees subject to the approval of the Minister.
Parks Australia
Parks Australia
Parks Australia
Parks Australia is a division of the Department of the Agriculture, Water and the Environment that supports the Director of National Parks to carry out their responsibilities. Parks Australia staff and Aṉangu manage the day–to–day operations of the park by planning and implementing work programs together. Work programs are guided by the prescriptions and actions of this management plan, and by the decisions and directions of the Board and Director. Parks Australia is also required to ensure that relevant government policies and legal requirements are addressed when managing the park.
Uluṟu-Kata Tjuṯa Aboriginal Land Trust a
Uluṟu-Kata Tjuṯa Aboriginal Land Trust and the Central Land Council
Uluṟu-Kata Tjuṯa Aboriginal Land Trust and the Central Land Council
• The Uluṟu-Kata Tjuṯa Aboriginal Land Trust holds title to the park which is owned by Nguraritja. The Central Land Council (CLC) was established under the Land Rights Act and has broad functions to assist and represent the interests of traditional Aboriginal owners of land and other Aboriginal people within Central Australia. CLC, represents Nguraritja for the park and acts on behalf of the Uluṟu-Kata Tjuṯa Aboriginal Land Trust. The CLC also acts on behalf of the Nguraritja for the Kaṯiṯi and the Petermann Aboriginal Land Trust, which hold title to the land surrounding the park.
• The CLC plays an important role in the joint management of the park by consulting with Aṉangu, monitoring the implementation of the management plan and ensuring that the provisions of the Lease are upheld.
• Under the EPBC Act and the Lease, the Director is required to consult the CLC about park management, specifically in relation to the preparation of management plans. At the time of this plan’s preparation, the Director supports a Joint Management Officer for the park to assist the CLC to carry out these activities and address responsibilities under the Lease. For a more detailed description of the role of the CLC, see Appendix F.
Muṯitjulu Liaison Officer
Muṯitjulu Liaison Officer
Muṯitjulu Liaison Officer
In accordance with the Lease conditions, the role of the Community Liaison Officer (referred to in this plan as the Muṯitjulu Liaison Officer) is to liaise between the Muṯitjulu community and Parks Australia about management activities, and to present Muṯitjulu community views to the Board. The Muṯitjulu Liaison Officer (MLO) position is funded by the Director, and at the time of preparing this management plan is administered by the Muṯitjulu Community Aboriginal Corporation (MCAC). For more information about the MLO, see Section 4.2 Muṯitjulu community.
Joint Management Partnership Team
Joint Management Partnership Team
Joint Management Partnership Team
The Joint Management Partnership Team supports the joint management of the park and addresses relevant Muṯitjulu community issues. At the time of preparing this plan, it comprises the CLC Joint Management Officer, Muṯitjulu Liaison Officer, Board Secretary, and the Park Manager. It operates under Terms of Reference determined by the Board.
Board working groups
Board working groups
Board working groups
The Board establishes working groups to assist the Board to carry out its functions, primarily to advise and conduct work delegated by the Board. These working groups are the cultural and natural heritage, tourism, media and Aṉangu employment working groups. Each working group is made up of Nguraṟitja, Parks Australia staff, CLC staff and experts in a particular field. Currently the Board has working groups in the areas of cultural and natural heritage, tourism, media and Aṉangu employment. Each working group operates under terms of reference determined by the Board.
Challenges
• Ensuring Aṉangu and Piṟanpa Board members can make informed and effective decisions together as equals
• Complying with Tjukurpa and Piṟanpa laws and governance requirements when making decisions
• Ensuring working groups function effectively to assist the Board to carry out its functions
• Engaging younger Aṉangu in decision-making related to the park's management, to ensure joint management remains relevant and effective for future generations
• Ensuring Aṉangu priorities and views are considered when making decisions
• Ensuring the implementation of this plan is effectively monitored, reported and evaluated
Prescriptions
Prescriptions
Prescriptions
The Director will provide sufficient and reasonable resources to support the Board to effectively carry out its functions under the EPBC Act, which are:
to make decisions for managing the park that are consistent with this management plan; and
in-conjunction with the Director, to:
prepare management plans for the park;
monitor the management of the park; and
advise the Minister on the future development of the park.
Joint management decision making and working together by the Director and the Board will be guided by the following principles:
the Board’s vision and goals for this management plan;
Aṉangu and Piṟanpa work and share knowledge together as equals using Tjukurpa and Piṟanpa laws;
trust and mutual respect between Aṉangu and Piṟanpa;
Aṉangu can be involved in all aspects of joint management; and
Aṉangu ways of planning and making decisions are incorporated.
Actions
Actions
Actions
Unless otherwise determined by the Board, maintain the operation of the Joint Management Partnership Team.
Develop guidelines and procedures to assist Parks Australia staff to comply with the Director’s obligations under this management plan, including Aṉangu consultation requirements outlined in [Table](#_bookmark33) 2.
Support Board meetings in ways that enable all members to effectively contribute to making joint and informed decisions. This may include, but is not limited to:
preparation days, including opportunities for Aṉangu to develop, review and raise agenda items;
visual presentation methods;
use of an interpreter;
participatory planning processes;
on-country meetings;
governance and cross cultural training;
including Aṉangu agenda items on the Board’s agenda; and
secretariat support.
Report to the Board on the implementation of this management plan and other park management issues, as requested by the Board. This includes reporting on the status of Board decisions and follow up actions.
With the approval of the Board, communicate and disseminate information about Board activities for Aṉangu and Parks Australia staff, such as through joint management newsletters.
Provide opportunities for young Aṉangu to engage in Board and working group forums.
Review the Lease agreement with CLC in consultation with Nguraṟitja every five years.
Schedule the prioritisation and implementation of actions and (relevant) prescriptions in this management plan in conjunction with the Board.
Table 2: Consultation requirements and d
Table 2: Consultation requirements and decision-making process for action in the park
Table 2: Consultation requirements and decision-making process for action in the park
Management activities by the Director:
Management activities by the Director:
Management activities by the Director:
• Minor works to maintain, repair, replace or improve existing infrastructure in its present form and footprint
• Existing routine operations to implement prescriptions or
actions in this management plan or work programs established under this management plan
• Seasonal opening or closing of visitor areas
Approval of regulated activities:
Approval of regulated activities:
Approval of regulated activities:
• Issuing permits for regular activities in accordance with this management plan e.g. existing types of commercial activities carried out in areas of the park generally open to the public (section [5.4.2)](#_bookmark108) and non- commercial research (section [3.1.4)](#_bookmark49)
• Assessment process accords with management plan prescriptions and actions
• Nguraṟitja, community members and other stakeholders are consulted
• Decision is made by the Director or appropriate delegate
• Extent of Aṉangu participation in cultural and natural heritage management programs
• The number of on-country activities conducted
• The number of opportunities to support and document the intergenerational transfer of cultural skills, practices and knowledge
• Whether monitoring programs for significant flora and fauna are carried out
• Whether water extraction from aquifers remains sustainable and water quality is maintained
• The number of rock art and cultural sites monitored and managed
• Whether waterhole management and protection occurs
• The number and extent of active heavily eroded sites
• Whether the distribution and/or abundance of targeted invasive species is decreased
• Whether the frequency, extent and intensity of large-scale fires are reduced
• Whether proposals for new activities are assessed for their impacts in accordance with the management plan
Objectives
Cultural heritage, places, material and
Cultural heritage, places, material and knowledge
Cultural heritage, places, material and knowledge
Under Tjukurpa, Aṉangu have always been connected with Uluṟu. According to Aṉangu, ancestral beings created the plants, animals and features of the landscape, and Aṉangu are the descendants of these ancestors that are responsible for protecting and managing country. Knowledge associated with fulfilling these responsibilities has been passed down from generation to generation through Tjukurpa. Strong spiritual associations and interactions between Aṉangu and country continue today, and it is this ongoing relationship with the land that led to the park being included on the World Heritage List for its cultural values. Therefore, looking after country in accordance with Tjukurpa is a primary responsibility shared by the Director and Aṉangu in jointly managing the park.
The physical aspects of Aṉangu cultural heritage, such as sacred sites, rock art and archaeological material, are all also part of the park’s living cultural landscape. The park contains significant physical evidence of one of the oldest continuous living cultures in the world. Sites of significance include rock art sites, stone arrangements, rock engravings and rock shelters containing archaeological deposits. Some of the work undertaken to care for significant sites include protecting rock art by installing visitor viewing platforms, controlling erosion, removing weeds and realigning walking tracks away from sensitive areas. A register of sites of special significance has been established in consultation with Aṉangu, the Aboriginal Areas Protection Authority and the Central Land Council. Figure 8 shows some of the significant sites and Aṉangu place names at Uluṟu.
Figure 8: Some Aṉangu significant sites
Figure 8: Some Aṉangu significant sites and places at Uluṟu
Figure 8: Some Aṉangu significant sites and places at Uluṟu
It is the view of Nguraṟitja that, through Tjukurpa, there should be strong links between the management of the park and adjoining lands. This is because areas in the park are closely related to cultural and natural features beyond its boundary. For example, many converging ancestral tracks and Tjukurpa stories that extend across the surrounding lands converge at Uluṟu and Kata Tjuṯa. Connection to these extended sites has direct implications for the practice and maintenance of Tjukurpa within the park.
Figure 9 highlights some of the important Aṉangu sites that occur both inside and outside the park. These sites include homelands, or outstations, which are small communities built on land of particular cultural significance. There are several homelands located on the Kaṯiṯi-Petermann IPA (see Figure 9 and Figure 10) and these areas are culturally significant for Nguraṟitja. For this reason, working together with traditional owners of the surrounding lands is important for Nguraṟitja in order to help maintain the living cultural landscape and Tjukurpa both inside the park and in the surrounding region.
The major features of the physical landscape within the park are the iconic rock formations of Uluṟu and Kata Tjuṯa, whose exceptional natural beauty and ongoing geological processes are recognised in the park’s World Heritage inscription. Aṉangu explanations of the formation of Uluṟu and Kata Tjuṯa derive from Tjukurpa (see Tjukurpa and a living cultural landscape in Part A). According to Western science, they were formed when earth movements caused the folding and upthrust of rock, which were later affected by weathering and erosion, resulting in the monoliths we see today.
Uluṟu is a red sedimentary rock formation comprised of arkose sandstone. It is approximately 9.4 kilometres in circumference and rises to a height of over 340 metres above the surrounding plain. During rain periods, the water runoff from Uluṟu cascades down fissures forming waterfalls, some up to 100 meters high. Caves at the base of Uluṟu formed by an arid zone process known as cavernous weathering. Kata Tjuṯa comprises 36 rock domes of varying sizes made from a sedimentary, conglomerate rock. The domes cover an area of 35 square kilometres, with the highest point over 500 metres above ground level. Surrounding the exposed rock features, the landscape of the park is dominated by sand dunes, sandplains and alluvium deposited by water flows, particularly from Uluṟu and Kata Tjuṯa.
Aṉangu have a broad system of categorising habitats in the park, according to characteristics such as landform, soil, vegetation, fire state, and animal inhabitants. The categories are:
• tali—sand dunes or sand dune systems and accompanying vegetation
• pila—flat to undulating sandy plains between dunes, generally dominated by spinifex species and occasionally trees and shrubs; pila is the most common habitat in the park
• puṯi—flat areas of usually heavier soils characterised by the presence of woodlands, scrubby bush, or dense stands of mulga; puṯi occurs in a ring around Uluṟu and Kata Tjuṯa before the sand dunes begin and where the ground is hard and sometimes stony
• puḻi—the rocky areas, gorges and stony slopes of Uluṟu and Kata Tjuṯa; only plants that can live in shallow, barren soils are found here
Water
Water
Water
Rainfall in the arid zone is low, highly unpredictable and highly variable. The average annual rainfall for the region is approximately 300 millimetres, but this varies greatly from year to year. Major rainfall events are rare and very important both hydrologically and ecologically, recharging groundwater systems and driving the ‘boom and bust’ cycles of desert ecosystems. Disruption to flows can have adverse effects on soils and vegetation.
Water sources in the park are not only important ecologically but are significant places under Tjukurpa. Knowledge of the location and seasonal availability of water sources was an essential component of Aṉangu survival when travelling through country. Aṉangu recognise four main kinds of water sources that are important to protect and maintain. These are:
• waṉampi-tjara—large springs which are the most reliable source of water
• tjukuḻa—waterholes on exposed platforms in the gullies of Uluṟu and Kata Tjuṯa
• tjuṉu—soaks that seep up from an underground supply of water that is local and close to the surface; these are fairly reliable because the water is protected from evaporation
• tjintjiṟa—clay pans, which are the least reliable source of water as they are particularly susceptible to evaporation.
After rains, surface water may be present for varying periods in the waterholes and drainage lines associated with the gorges of Uluṟu and Kata Tjuṯa and the clay pans and depressions associated with mulga woodland communities. After heavy rainfall, water flows from Uluṟu and Kata Tjuṯa into moist gorges and drainage lines, which provide habitat for restricted, rare and relict species. These environments have been identified as extremely significant refugia in the arid lands (Morton et al. 1995).
Groundwater is the only reliable water source in the region. There are two main underground water systems (known as aquifers) in the park which are not hydrologically connected. The Dune Plains Aquifer supplies Yulara with water, and the Southern Aquifer supplies water to the Muṯitjulu community, Park Headquarters and the Cultural Centre. Recharge of the Dune Plains Aquifer is associated with runoff in response to rare major rainfall events, whilst the Southern Aquifer is directly influenced by runoff from Uluṟu.
In 2018 the Director commissioned an Aquifer Sustainability Assessment to help assess the sustainability of groundwater use from the park’s Southern Aquifer (Jacobs 2018). This assessment showed that groundwater levels have been slowly declining over the past 10 years, and that current usage is approaching, or may have already exceeded, the sustainable yield. With projected increases in population and tourism visitation, there is a concern that future use may push the capacity of the aquifer to or beyond its limit. Further studies and continued monitoring of groundwater resources during the life of this management plan will be important for informing decisions about the sustainability of ground water resources.
Native plants and animals
Native plants and animals
Native plants and animals
The park’s ecosystems are home to a particularly rich assemblage of birds, reptiles, and plants adapted to Central Australia’s arid landscapes. In the context of Tjukurpa, the actions of ancestral animals such as mala (rufous hare-wallaby), paṉpaṉpaḻaḻa (crested bellbird), kuniya (Woma python), lungkaṯa (centralian blue-tongued lizard) and itjaritjari (marsupial mole) have important roles in the evolution of the form and features of Uluṟu.
The park’s flora represents a large portion of plants found in Central Australia. Among the 619 plant species recorded, five are relict species and seven rare or restricted species, which are generally only found in
the moist areas at the bases of Uluṟu and Kata Tjuṯa. At the time of writing this plan, no plant species in the park are listed under the EPBC Act, and only the desert quandong (Santalum acuminatum) is listed as vulnerable in the Northern Territory.
Historically, 46 native mammal species were recorded in the region covered by the park. A number of these are now extinct, or extinct in the wild. Surveys show that 21 native mammal species are found within the park. The mala or rufous hare-wallaby (Lagorchestes hirsutus), is listed as endangered under the EPBC Act and extinct in the wild under the Territory Parks and Wildlife Conservation Act 2006 (the TPWC Act). Two other species are listed as vulnerable under the TPWC Act - the murtja or mulgara (Dasycercus cristicauda) and the itjaritjari or marsupial mole (Notoryctes typhlops). For more information about these species see Appendix H. A number of mala were reintroduced into a large predator-proof enclosure in the park with the long-term objective of re-establishing a permanent population.
The park’s bird life is rich by Central–Western Desert standards, with over 170 bird species recorded. One of these, the princess parrot (Polytelis alexandrae), is listed as vulnerable under the EPBC Act. Another bird species, the grey falcon (Falco hypoleucos), is listed as vulnerable under the TPWC Act. Many other species have restricted or sparse distributions, and a number of migratory species are also listed under the EPBC Act (see Appendix I).
The park has an extremely rich reptile fauna with over 70 species being recorded in the park. No other comparably sized area in the Australian semi-arid zone is known be as rich in reptiles (Reid et al. 1993). One species, the Tjakuṟa or great desert skink (Liopholis kintorei) is listed as vulnerable under the EPBC Act (see Appendix H).
Four frog species have been recorded in the park and may be seen in abundance and heard after heavy rain.
The Uluṟu-Kata Tjuṯa landscape is representative of Central Australian arid ecosystems. Many of the species found in this region have suffered a general decline in distribution and abundance. Some species that formerly occurred in the park have now become extinct in the Northern Territory, and others have become extinct on mainland Australia. To Aṉangu, a decrease in the population or extinction of a species has implications for the condition and health of the landscape and for the ongoing maintenance of Tjukurpa. As such, Aṉangu have supported moves to reintroduce locally extinct animals such as the mala.
All native flora and fauna species are protected by the EPBC Act and EPBC Regulations, which prohibit moving, taking, trading, killing or injuring native species. The EPBC Act and EPBC Regulations also prohibit bringing in animals and plants, or cultivating plants in the park, except in accordance with the prescriptions in this section.
Research and monitoring provide essential information about the park’s plant and animal life, its natural and cultural resources and its visitor use. This information assists the Director, the Board and Parks Australia to make good decisions about managing the park. It also assists in the adaptive management of the park and provides useful information for regional conservation programs, local Aboriginal enterprises, and the tourism industry. Research and monitoring can be done by park staff, consultants, government agencies, research organisations and individuals.
Flora and fauna monitoring reveals how conditions change over time, and helps in assessing the effectiveness of management programs to make better management decisions. The episodic fluctuations in the abundance and distribution of many central Australian animals and their habitats mean that long-term monitoring programs are essential to identify trends. Examining species at an ecosystem level also assists in identifying key pressures, vulnerabilities and potential flow-on effects to other species and habitats.
Undertaking visitor surveys and monitoring helps to develop better understanding of who visits the park, how visitors use the park, what visitors expect, and how satisfied they are.
Research and monitoring activities are subject to the EPBC Act and EPBC Regulations, including those that involve native species, those conducted for commercial purposes, and those that require access to biological resources. These actions must be carried out in accordance with the prescriptions outlined in this management plan.
Challenges
• Supporting Nguraṟitja to keep their knowledge and skills strong and pass them on to younger generations
• Ensuring Aṉangu control the use of their ICIP, including its use by Parks Australia
• Managing the park as part of a broader ‘living’ cultural and natural landscape, sharing knowledge and engaging with regional stakeholders to do this
• Ensuring adequate information to make decisions about long-term sustainability of groundwater use from the Dune Plains and Southern Aquifers
• Conducting research and monitoring to inform management of the park’s cultural and natural values, and sharing this knowledge to park staff, Nguraṟitja, and other stakeholders. This includes improving understanding of the impacts of climate change, the status and ecology of listed or significant species, and involving Aṉangu in this work
• Improving our ways of storing, retrieving and sharing data and knowledge
Supporting retention of cultural knowled
Supporting retention of cultural knowledge
Supporting retention of cultural knowledge
In the past, Tjukurpa guided the day-to-day lives of Aṉangu through the search for food and resources, storytelling and ceremony (inma). Since European settlement, the movement of Aṉangu off their country, sometimes far
away from their ancestoral lands, limited opportunities to spend time on-country and undertake important land management practices. This has resulted in a loss of some cultural knowledge and traditions, particularly as many senior Aṉangu have passed away without the opportunity to share important information. As the number senior Aṉangu gets smaller, so too does the body of cultural knowledge, beliefs and practices that define Aṉangu culture.
However, the retention and transmission of much of the cultural knowledge associated with Tjukurpa remains strong and is expressed through the continuation of inma, visiting country, strong kinship relationships and retention and use of language. The strength of the Aṉangu cultural knowledge that remains is reflected in the listing of the park as a World Heritage area for its cultural values as a living cultural landscape.
Despite these measures, Nguraṟitja express concern that cultural knowledge is still being lost, with social changes associated with living sedentary lifestyles impacting the transfer of knowledge to younger generations (see Feature Box 3). Consequently, there is an urgent need to pass on and document many
aspects of Tjukurpa and cultural knowledge. Retention of this knowledge is not only critical for current and future generations of Aṉangu but also for the long-term management of the park. In addition, the loss of this knowledge erodes the World Heritage cultural values of the park. Parks Australia supports the maintenance of culture through facilitation of on-country activities and incorporation of Aṉangu knowledge in management programs. See Section 2.2 Work planning and implementation, for further information about how Parks Australia supports Aṉangu to maintain culture.
Protecting significant sites and species
Protecting significant sites and species
Protecting significant sites and species
There may be varying perceptions of the significance and value of cultural sites among Aṉangu, park staff, stakeholders and visitors. Some sites have obvious cultural significance, such as rock art sites, but many other places have importance to Aṉangu which may appear insignificant to other people. Aṉangu want
to ensure that all significant sites and species within the park are recorded, maintained and protected from threats.
There are many threats that could impact significant sites. Fire can have severe impacts, particularly when there is a build-up of vegetation or weeds close to cultural sites (see the Fire management section below). Wasps and termites can damage rock art by building nests and tunnels over rock faces, and water flowing over or seeping through rocks may also cause damage to images. Introduced animals such as camels
can disturb or damage waterholes, and introduced weeds can overcome native plants and result in loss of habitat for native animals and bush foods for Aṉangu.
In some areas of the park, erosion is also an issue that can affect significant sites and native vegetation. Roads and tracks can alter natural surface contours, redirecting rainfall which results in erosion and changes vegetative (including weed) growth. For example, the road around Uluṟu was built above the natural ground level in some places which has altered the sheet water flow and resulted in erosion.
Significant gully erosion also occurred around the base of Uluṟu due to uncontrolled vehicle use by early visitors, though most of the most heavily eroded sites have now been rehabilitated.
Excavation and mining operations in the park (including fossicking and introduction, disturbance or removal of earth materials) are subject to the EPBC Act and EPBC Regulations and this management plan. As mining is not compatible with the park’s World Heritage listing it is prohibited (refer to sections 3.2.5 to 3.2.8).
Visitor access and use of the park can have negative effects on significant sites if they are not managed properly. Dust accumulation on rock faces, rubbish, crowding and noise can impact sites and wildlife.
Although limited, vandalism on rocks around Uluṟu and Kata Tjuṯa has required removal and treatment of graffiti. Under the EPBC Regulations, visitors are prohibited from removing rocks, stones or sand as souvenirs from the park. Visitors who have taken these things earlier often return them to the park with a
letter of apology (these are called ‘sorry rocks’). There are also strong concerns among Aṉangu about the unauthorised access to, or photography of, sacred or restricted areas.
To mitigate these threats, Parks Australia undertakes fire management, invasive species control, erosion mitigation and manages visitor access. Significant sites are also protected through maintenance, monitoring, and by restricting visitor access to significant areas. Interpretative signage and re-routing of walking tracks are also implemented to keep visitors away from sensitive areas.
Many animal species have been recorded in the park, including 21 native mammals, four frogs, and over 170 bird and 70 reptile species. Amongst them are species listed as threatened under Commonwealth and Northern Territory legislation (see Appendix H and Appendix I). National recovery plans and conservation advice has been made under the EPBC Act to guide research and management actions designed to halt the decline and support recovery of threatened species or ecological communities.
Where recovery plans exist for species or communities found in the park, management actions taken by the park need to align with the requirements of these national recovery plans. At the time of writing, the only species that occurs in the park for which a national recovery program is in place is the mala (Lagorchestes hirsutus).
Introduced plants and animals
Introduced plants and animals
Introduced plants and animals
In the past many exotic plant species have been introduced and have spread through the park. Weeds compete with native plants, change the structure of vegetation communities, and impact on food and habitat availability for native animals. New weeds have the potential to be introduced to the park in many ways, including vehicles, animals and wind.
The most threatening weed in the park is buffel grass (Cenchrus ciliaris). Buffel grass is a perennial plant native to Africa and the Middle East, and is now established across central Australia. It can affect ecosystem function by out-competing native plant species, removing suitable habitat for native animals and reducing the amount of bush foods and medicines available for Aṉangu. Buffel grass also changes water flows, grows thickly in drainage lines, and can worsen erosion. Landscapes dominated by buffel grass burn more frequently and at higher intensity than uninvaded native vegetation. This further impacts the surrounding environment. The spread and ecological impact of buffel grass varies throughout the park, but it thrives especially around Uluṟu and Kata Tjuṯa.
Most other weed species in the park do not have a major impact on the park’s natural and cultural values. Many weeds only become evident after rain and the priority for their control is in locations such as waterholes, significant cultural sites and key visitor areas.
In addition to exotic plants, introduced animal species have had a significant impact on Australia’s arid regions, including the park’s cultural and natural values. Of the 27 mammal species recorded in the park, six are introduced: rabbits, camels, foxes, house mice, cats, and dogs (see Table 3). These animals cause erosion, damage sacred sites, spread weeds and disease and are recognised as a major factor in the extinction of the native species of Central Australia. Aṉangu knowledge and tracking skills are invaluable assets when monitoring invasive species, and are used in combination with scientific techniques, such as fauna monitoring cameras. As invasive species issues extend well beyond the boundaries of the park (such as camel management), effective control may depend on regional management programs and cooperation with neighbours. The impacts of other threats such as large scale wildfires can also exacerbate the impacts of introduced animals on native fauna. Although fire management is a key ecological management tool, intense large fire can also negatively impact on vegetation and reduce native habitat leading to increased predation by and establishment of introduced species.
Bringing in or keeping plants or animals, or cultivating plants in the park is prohibited, except in accordance with this management plan or a permit issued by the Director (see sections 3.2.3 and 3.2.4). The Weeds Management Act 2001 (NT) also applies to the park. At the time of writing this plan rabbits, foxes and cats are listed as key threatening processes under the EPBC Act. Management of the park should align with national threat abatement plans for these species, which provide for the research, management, and any other actions necessary to reduce the impacts on native species and ecological communities.
Table 3: Introduced animal species at Ul
Table 3: Introduced animal species at Uluṟu-Kata Tjuṯa National Park and their effects on cultural and natural values
View image in the official sourceTable 3: Introduced animal species at Uluṟu-Kata Tjuṯa National Park and their effects on cultural and natural values
SpeciesCamelKamula, auru
Impacts on park valuesImplicated in the reduction of plant species including vulnerable species. Potential to damage sacred sites and degrade the condition of waterholes and water quality. Camels may also impact on visitor safety (e.g. through vehicle accidents).
RabbitRapita, pintjatanpa
Potential to denude the country of vegetation and out-compete small native mammals.
MouseMingkiri
Successful invader of disturbed environments and habitats that have lost native rodents. Extremely high numbers can occur during favourable seasons but drop quickly as conditions dry out.
CatNgaya, mulku, putji, putjikata
Prey upon many arid zone reptiles and small mammals (Paltridge 2002), resulting in significant declines of small mammal populations (Smith & Quin 1996). Three of the park’s vulnerable species are of typical prey size for cats - the great desert skink (tjakuṟa), mulgara (murtja) and rufous-haired wallaby (mala). Cats were a major factor in the failure of the mala reintroduction program in the Tanami Desert which is a consideration for future reintroduction programs.
FoxTuuka
Have affected populations of tjakuṟa in the park and were likely to be involved in the loss of black-footed rock wallaby from Kata Tjuṯa in the 1980s. Three of the park’s threatened species are of typical prey size for foxes - tjakuṟa, murtja and mala.
DogPapa, tjitutja
Domestic dogs mainly live in the residential area of the park, but may roam into the park and impact on its natural values. Aṉangu have historically kept dogs of mixed breeds including dingo (Canis lupus dingo).
Fire management
Fire management
Fire management
Fire (waṟu) is a natural part of the park’s cultural and natural values and is integral to maintaining Tjukurpa. Aṉangu have always used fire as an important tool for managing country, and this long-standing relationship is acknowledged in the park’s World Heritage listing. Fire is also used for landscape scale ecosystem management, and often involves working cooperatively with neighbours through a regional burning approach.
Anangu fire management techniques create mosaics or patchworks of vegetation in different stages of recovery, and over many thousands of years the region’s plants and animals evolved under its influence. Many Central Australian species therefore have specific requirements related to the frequency and intensity of fires. Aṉangu use burning methods to collect resources, diversify food production and to help create diverse landscapes that can support many native species. Following the arrival of Europeans, and the movement of Aṉangu to settled communities, traditional patterns of burning were altered. Disruption of mosaic burning practices has resulted in large destructive wildfires, and reduced habitat diversity for native animals. It is also a contributing factor in the loss of mammal species from the region.
Most major wildfires have been recorded in the park since the 1940s, with several of these having severe impacts. Since the 1980s, fire management in the park has incorporated traditional Aṉangu knowledge to carry out prescribed burning based on traditional patch burning techniques. This helps to avoid, contain or minimise the spread of wildfires, and in turn reduce the impacts on sensitive flora and fauna species. In addition to protecting the park’s natural and cultural values, fire management programs also ensure the protection of life, property and park assets.
The park works with adjoining landowners and relevant agencies including the Central Land Council, Northern Territory Government agencies (e.g. Fire and Rescue Service and Bushfires NT) and neighbours to adopt a regional approach to fire management.
Climate change
Climate change
Climate change
In recent years global climate change has emerged as a key issue for biodiversity and environmental management. A climate change strategy (DNP 2012) was developed for the park from 2012-15 which identified the following potential impacts:
• pressure on native flora and fauna and impacts on biodiversity
• increased spread of invasive species
• introduction of exotic species
• reduced groundwater and surface water availability
• increased incidence of fire events
• indigenous and cultural impacts
• visitor impacts and human health
• increased pressure on park infrastructure.
A report about the expected effects of climate change on the park (Hyder Consulting 2008) suggested that the park could be affected by increases in average temperatures, more days over 35°C, increases in evaporation and reduced rainfall, resulting in less surface water being available. These impacts may be reduced by managing existing threats to the park’s cultural and natural values and utilising research and
monitoring programs to assess the resilience of species or habitats under changing climatic conditions (see Section 3.1 Knowledge for managing country). Climate change may also have implications for visitor safety and consequently the management of visitor services and facilities (see Section 5.1 Visitor experience andsite management).
Matter for assessmentEnvironmental contexta. What are the parts or features of the environment in the areawhere the action will take place?
Considerations• Species and ecological communities in the park and region• Matters of national environmental significance (as defined in the EPBC Act)• Cultural features and values (including sacred sites and non-physical cultural heritage)• Natural features and values• Social and economic values, including Aṉangu uses and interests• Tourism and recreational values and impacts on visitor experience• Aesthetic (visual appearance) and landscape values• Scientific reference areas
b. Which parts or features of the environment are likely to be impacted?
• Short-term and long-term impacts on and off site
c. Is the environment that is likely to be affected, or are parts of that environment, sensitive or vulnerable to impacts?
• Nguraṟitja interests, in particular relevant conditions of the park lease agreement• Combined impacts of a range of activities across the park on the environment or parts of the environment• Uniqueness of elements within the park and region
d. What is the history, current use and condition of the environment that is likely to be affected?
• Comparison with condition of similar sites elsewhere in the park
The establishment of the Muṯitjulu community is related to the development of tourism at Uluṟu, which began in the 1930s and has expanded in the region ever since (see Appendix J). At that time, Aṉangu travelled widely over their ancestral lands pursuing ceremonial life, visiting family, and hunting and collecting food. The semi-permanent water available at Uluṟu made it a particularly important stopping point on these journeys. By the early 1970s Aṉangu found their country more accessible with roads, vehicles, radio communications and
settlements. The establishment of the Ininti Store in 1972 as an Aboriginal enterprise on a lease within the park became the nucleus of a permanent Aṉangu community within the park. Through the handback of the park to Nguraṟitja in 1985 and the development of the Lease between the Director and the Land Trust, the rights of Nguraṟitja and other Aṉangu to reside in the park were formally recognised under Commonwealth law.
The EPBC Act and park lease agreement
The EPBC Act and park lease agreement
The EPBC Act and park lease agreement
The EPBC Act requires the management plan to be consistent with the Director’s Lease obligations. In relation to Muṯitjulu, the Lease states that Aṉangu and other Aboriginals entitled to use or occupy the park have the right to reside within the park at Muṯitjulu or at such other locations specified in the management plan, subject to:
• directions or decisions of the Board with respect to health, safety or privacy
• reasonable constraints in the management plan for reasons of safety, security, privacy or protection of the park.
Muṯitjulu Township Sublease
Muṯitjulu Township Sublease
Muṯitjulu Township Sublease
On 16 March 2017, the Director granted a sublease to the Executive Director of Township Leasing (EDTL) over an area of the park including the Muṯitjulu community (see Figure 11). The Muṯitjulu Township Sublease was granted with the consent of the Board, the Central Land Council and the Uluṟu Kata-Tjuṯa Aboriginal Land Trust and in accordance with the previous management plan. The EDTL administers the area covered by the sublease on behalf of the Commonwealth and works with a Consultative Forum of Traditional Owners and residents of Muṯitjulu.
The purpose of the Muṯitjulu Township Sublease is to implement a secure and regular land administration system which provides certainty of tenure through long-term underleases. Security of tenure provides opportunities for new infrastructure investment and enables Anangu to pusue their social, cultural and economic aspirations. Anangu now have direct input into all decisions about land use in Mutitjulu and receive rent from their land.
The area covered by the Muṯitjulu Township Sublease remains part of a Commonwealth reserve and the World Heritage area. Under this management plan, the area over the sublease is assigned IUCN category VI ‘Managed Resource Use Protected Area’, and is referred to as the Muṯitjulu Township Zone (see Section 1.5 IUCN category and zoning). The prescriptions in this section recognise the need, benefits and practicality of assessing and approving proposals within the Muṯitjulu Township Zone in a different manner to the remainder of the park. These prescriptions also recognise that the EDTL, as the current Muṯitjulu Township sublessee, is now responsible for managing that part of the park on behalf of the Commonwealth. Accordingly, all development and use of the Muṯitjulu Township Zone must comply with this section of this management
plan, and with the terms and conditions of the Muṯitjulu Township Sublease and any other applicable laws or Regulations.
Water to the Muṯitjulu community and the Cultural Centre precinct is supplied by the park’s Southern Aquifer. As the capacity of the aquifer to supply these areas into the future is unclear, the Director commissioned an Aquifer Sustainability Assessment in 2018 to help assess groundwater quantity and sustainable use of the Southern Aquifer. The assessment recommended sustainable management practices and monitoring in order to manage the long-term viability of water resources (see Section 3.1 Knowledge for managing country for more details).
Muṯitjulu Community Aboriginal Corporation (MCAC) operates in accordance with the Corporations (Aboriginal and Torres Strait Islander) Act 2006 (Cth) (the CATSI Act) and is the Relevant Aboriginal Association under the Muṯitjulu Township sublease. At the time of this plan’s preparation, MCAC’s aims are to:
• Improve the life and well-being of the members. ‘We are here to live well, be healthy and happy, create a better world for our kids and their kids, look after our country and strengthen our culture’;
• Relieve poverty, sickness, destitution, helplessness, suffering and misfortune among members, their families, and visitors;
• Support members and their families by developing the community economy;
• Support and encourage members to manage their own affairs on their own land;
• Support and encourage Anangu law, language and culture;
• Build trust and friendship between members and other people;
• Work together with other Aboriginal and non-Aboriginal groups on projects that benefit all; and
• Receive and spend grants from Government and other groups for the benefit of our community.
MCAC manages a range of services and activities in the Muṯitjulu community, which include building and infrastructure management, community development projects and facilitating social and cultural activities. MCAC also employ a Muṯitjulu Liaison Officer (MLO) (which for the purpose of this plan is the Community Liaison Officer under the park lease agreement). In accordance with the lease, the Director provides funding (with a budget approved by the Board) for the position of MLO. The MLO’s role is to represent the community on the Joint Management partnership team, liaise between Muṯitjulu community and the
Director, about matters relevant to the park’s management and Muṯitjulu community and to present Muṯitjulu community views about these matters to the Board.
Community services
Community services
Community services
Services for the day-to-day functioning of the Muṯitjulu community include township infrastructure, housing development, health, education, police, and social and community services. These are the responsibility of Australian and Northern Territory Government agencies, as well as a range of other organisations, including MCAC. The Director works closely with these organisations and agencies in relation to the sustainable development of the community. Recognising the importance of these issues and supporting community development programs greatly assists in making joint management of the park strong and sustainable.
The Director currently provides all essential services (power, water and sewerage) to the Muṯitjulu community. It is recognised that it is not the core business of the Director to deliver essential services for remote communities. Discussions with Commonwealth agencies and the Northern Territory Government regarding transfer of responsibilities for essential services were continuing at the time of this plan’s preparation.
Enhance visitor access, and increase the range and quality of cultural and natural experiences available in the park
5.2
Information, education and interpretation
5.2 Information, education and interpretation
Enrich visitor understanding and appreciation of the park’s cultural and natural values
5.3
Promotion, marketing, film and photography
5.3 Promotion, marketing, film and photography
Promote messages welcoming visitors to experience the park’s cultural and natural attractions
5.4
Commercial operations
5.4 Commercial operations
Commercial tourism provides a range of fulfilling, sustainable, culturally appropriate and rewarding visitor experiences and benefits Aṉangu
6. Administration and business managemen
6. Administration and business management
6. Administration and business management
Chapters 2 to 5 reflect the Boards four key goals for this management plan (see Figure 4) and outline the objectives, performance indicators, prescriptions and actions needed to achieve these goals. However, there are a range of other administrative and business management activities the Director must undertake to comply with relevant legislation, and in order to manage the park in an effective and efficient manner.
This chapter summarises these administration and business management activities, which include the provision of safe and effective infrastructure, reducing the park’s ecological footprint, responding to incidents such as search and rescue, and carrying out law enforcement activities. It also sets out the objectives, prescriptions and actions for managing park operations including resource use, capital works and infrastructure, incident management and compliance, subleases, licences and occupancy issues, and other new activities not specified elsewhere in this plan.
Manage subleases and licences, particularly monitoring compliance with relevant conditions.
Source text: opening excerpt
Sourced from the Federal Register of Legislation (legislation.gov.au), CC BY 4.0.
Uluṟu-Kata Tjuṯa Board of Management’s v Uluṟu-Kata Tjuṯa Board of Management’s vision and goals ii
Uluṟu-Kata Tjuṯa Board of Management’s vision and goals ii
Foreword iii
1.1 Short title 12
1.2 Commencement and termination 12
1.3 Planning process 12
1.4 Values of the Park 13
1.5 IUCN category and zoning 16
1.6 Structure of this management plan 19
2.1 Board of Management 25
2.2 Work planning and implementation 34
3.1 Knowledge for managing country 39
3.2 Protecting and enriching culture and country 50
3.3 Assessment of proposals 60
4.1 Employment, education, training and other benefits 69
4.2 Muṯitjulu community 72
Foreword iii Foreword iii
Foreword iii
1.1 Short title 12
Uluṟu-Kata Tjuṯa Board of Management’s vision and goals ii
Foreword iii
1.1 Short title 12
1.2 Commencement and termination 12
1.3 Planning process 12
1.4 Values of the Park 13
1.5 IUCN category and zoning 16
1.6 Structure of this management plan 19
2.1 Board of Management 25
2.2 Work planning and implementation 34
3.1 Knowledge for managing country 39
3.2 Protecting and enriching culture and country 50
3.3 Assessment of proposals 60
4.1 Employment, education, training and other benefits 69
4.2 Muṯitjulu community 72
1.2 Commencement and termination 12
Uluṟu-Kata Tjuṯa Board of Management’s vision and goals ii
Foreword iii
Restricts certain activities: a non‑exhaustive list appears in the plan and the EPBC Regulations are invoked for specific prohibitions (for example, climbing/abseiling and certain aerial activities are prohibited; see Section 5.1.1 and related prescriptions).
Creates a separate, modified assessment regime for the Muṯitjulu Township Zone reflecting the existence of the Muṯitjulu Township Sublease and the town’s requirements (Section 4.2: Muṯitjulu Township Sublease; Figure 11; Section 4.2 prescriptions).
Directs operational measures: fire management, invasive species control, groundwater assessment and monitoring, research and monitoring programs, cultural knowledge retention activities and infrastructure asset management are all prescribed with accompanying actions and performance indicators (Chapters 3-6).
The plan expressly links these measures to two stated purposes: conserving the park’s natural and cultural values including Tjukurpa, and securing Aṉangu participation and benefit from management and tourism (see Table 1: Values Statement; objectives in Chapters 2-5). Those are stated aims of the plan; they are the plan’s rationale rather than enforceable legal findings. The plan also records that it must be consistent with the Director’s Lease obligations under the EPBC Act and that funds and authorisations may be subject to Ministerial approval (see the Director’s obligations, the Lease references and funding/fee provisions in Chapter 2 and 6). Mechanically, therefore, the plan is a rulebook for internal governance, a checklist for proponents, a framework for differentiated approvals and permits, and a set of operational obligations for the Director and Parks Australia to implement during the plan’s life (see the many “Prescriptions” and “Actions” across Chapters 2-6).
Who pays and who decides are recurring mechanics: the Director allocates funds from the Australian National Parks Fund, but the Minister’s approval is required for park use fees; proponents are required to meet assessment costs and the Director may recover those costs (Section 2.1 and Section 3.3 prescriptions). Decision making is shared: the Board must approve actions that are moderate or major and the Director executes day‑to‑day management, subject to the plan and Board approvals (Section 2.1; Table 2).
This plan does not itself create criminal sanctions; instead it prescribes authorisation and assessment rules and relies on the EPBC Act, EPBC Regulations and other existing statutes for statutory prohibitions and enforcement (see Chapters 3 and 6).
Main concepts
The plan is built around several recurring legal and operational concepts that structure how land use, cultural protection and tourism are to be managed. These concepts, with references to the plan’s own headings, are:
Joint management as dual normative frames: The plan repeatedly frames decision making in terms of Aṉangu law (Tjukurpa) and Australian statutory law (referred to in the document as Piṟanpa law). It requires Aṉangu participation in decisions and the integration of traditional knowledge with western science (Chapter 2: Board of Management; Chapter 3: Knowledge for managing country; prescriptions throughout).
Board and Director allocation of roles: The Board, constituted with an Aṉangu majority nominated by Nguraṟitja, makes management decisions consistent with the plan and, in conjunction with the Director, prepares management plans and monitors park management (Section 2.1). The Director administers and manages the Commonwealth reserve under the EPBC Act and delegates many powers to Parks Australia staff; the Director is also the accountable authority under the Public Governance, Performance and Accountability Act 2013 (Section 2.1).
Zoning and IUCN categories: The plan uses zoning (National Park Zone, Muṯitjulu Township Zone, etc.) and assigns IUCN categories to zones; zoning determines permitted activities and the level of assessment required for proposals (Section 1.5; Figure 3; Chapter 3.3).
Impact assessment tiers: Table 4 and Table 5 set out impact assessment procedures and matters for consideration. Actions are categorised (Category 1-3) and assessed according to their potential for significant impacts; the category determines the assessment process and approvals required (Section 3.3, Table 4 and Table 5).
Permits, licences, subleases, occupation licences and authorisations: The plan distinguishes between routine permits for standard activities, commercial activity licences for activities limited by type or number, and subleases or long‑term licences for occupation,each instrument has differing requirements and approvals (Section 5.4; Section 6.5).
Consultation and sacred site clearance: Consultation with Nguraṟitja and, where relevant, CLC sacred site clearance certificates are procedural prerequisites for many proposals (Table 2; Section 3.3 and notes to Table 2; Section 4.2).
Aṉangu economic and employment benefits: The plan consistently requires that Aṉangu derive benefits from tourism and major infrastructure; new major tourism infrastructure is to increase commercial opportunities or other benefits for Aṉangu (Section 6.1 prescriptions; Chapter 4: Employment objectives and actions).
Environmental protection instruments referenced: The plan operates within and references other statutory instruments including the EPBC Act and Regulations, the Territory Parks and Wildlife Conservation Act 2006 (TPWC Act) (in relation to threatened species listings), the Weeds Management Act 2001 (NT) and CATSI Act for MCAC governance (see Chapters 3 and 4).
Non‑statutory implementation tools: The plan sets out prescribed “Actions” and “Prescriptions” which are managerial directives rather than freestanding statutory commands. Examples include maintaining a Joint Management Partnership Team, establishing working groups, Aṉangu employment plans, and infrastructure asset management programs (Sections 2.2, 4.1, 6.1, and elsewhere).
Risk and monitoring frameworks: The plan lists performance indicators (for example, measures of Aṉangu participation, on‑country activities, groundwater monitoring, and species monitoring) and directs research, monitoring and adaptive management to inform decisions (Section 3.1 and performance indicators).
These concepts translate into operational rules: zoning determines whether an activity is routine and permitable by the Director or requires Board approval; the assessment tables determine the level of assessment and the matters to be considered, including cultural significance and matters of national environmental significance; consultation obligations and sacred site processes are pre‑conditions for many approvals; and the Director may recover costs and set fees (Section 3.3, Table 4, Table 5; Section 2.1; Section 6.5). The plan therefore functions as both a values document and a procedural manual for how competing land use claims, cultural heritage protection and commercial interests are to be balanced in practice.
Who it affects
The plan identifies a range of named stakeholders and specifies how each is implicated in decisions, duties and benefits. Primary actors and their roles are:
Nguraṟitja / Aṉangu (traditional owners): They are the landowners through the Uluṟu‑Kata Tjuṯa Aboriginal Land Trust, they nominate a majority of Board members, and the plan requires Aṉangu involvement in all aspects of joint management, cultural knowledge transmission, fire management, and employment (see the Board composition in Section 2.1; Table 1 values statement; Sections 3.1-3.2; Chapter 4 actions on employment). The plan repeatedly ties approvals and benefits to Aṉangu priorities and expectations.
The Board of Management: The Board is the decision body established under the EPBC Act, comprising a majority of Indigenous members nominated by Nguraṟitja, the Director of National Parks, and Ministerial and Northern Territory Government nominees. The Board’s functions include making management decisions consistent with the plan, preparing management plans with the Director, monitoring management, and advising the Minister (Section 2.1; prescriptions and actions).
The Director of National Parks and Parks Australia: The Director is the statutory manager of the Commonwealth reserve under the EPBC Act, is responsible for administering the park, issuing permits, collecting fees subject to Ministerial approval, delegating powers to Parks Australia staff, and ensuring statutory obligations are met (Section 2.1; Chapter 6). Parks Australia provides operational support and implements work programs.
Central Land Council (CLC): The CLC represents Nguraṟitja and assists in land rights and lease matters. The Director must consult the CLC about park management and management plans per the Lease; the CLC also issues (or is involved in) Sacred Site Clearance Certificates that can be required for works (see Section 2.1 and notes to Table 2 and Section 4.2).
Muṯitjulu community and MCAC: Residents of the Muṯitjulu Township Zone are explicitly recognised in the plan. MCAC operates under the CATSI Act, is the relevant Aboriginal association under the Muṯitjulu sublease, and the plan provides for community services, essential services, and resident rights to live in Muṯitjulu subject to management constraints (Section 4.2).
Muṯitjulu Township sublessee (EDTL) and other sublessees/licensees: The Muṯitjulu Township Sublease (granted 16 March 2017) is acknowledged and the plan assigns a distinct IUCN category and a modified approval pathway for that zone; sublease consent requires Uluṟu‑Kata Tjuṯa Aboriginal Land Trust consent and Board approval for Director grants of subleases (Section 4.2; Section 6.5).
Tourism operators and commercial proponents: Operators seeking to conduct commercial tourism, accommodation, film, or other visitor services are regulated under permits, commercial activity licences or subleases/occupation licences. Proposals must conform to tourism principles, provide benefits to Aṉangu, and may require Board approval depending on scale (Section 5.4; policies on commercial filming and licences).
Researchers and monitoring organisations: Research activities involving native species or biological resources must follow EPBC Act requirements and the plan’s prescriptions; some non‑commercial research can be authorised by permit if consistent with the plan (Section 3.1 and parts of Table 2).
Visitors and the general public: Visitor conduct is regulated by park rules and EPBC Regulations; certain activities are prohibited (climbing, bungee jumping etc.), and site closures or access limits can be enforced for cultural or environmental reasons (Section 5.1 and related prescriptions).
Neighbouring landowners and regional managers: The plan recognises the Kaṯiṯi‑Petermann Indigenous Protected Area, Yulara resort, and other regional landholders as relevant partners, especially in matters such as invasive species control, fire management, and water resource management (Part A overview, Chapters 3 and 6).
Who pays: proponents and commercial operators are likely to pay for approvals and assessment costs because the Director will recover costs of administering, assessing and managing activities (Section 3.3 prescriptions). The Director funds core positions and services (for example, the Muṯitjulu Liaison Officer) from the Australian National Parks Fund and may seek external funding for cultural programs (Section 2.1 and Sections 4.1-4.2). The plan also anticipates requests for the Director to seek additional funding (philanthropic or other) to support Aṉangu cultural programs.
Who decides: day‑to‑day management decisions and many routine approvals are taken by the Director or delegates within Parks Australia; moderate and major proposals typically require Board approval, and some actions require consent of the Uluṟu‑Kata Tjuṯa Aboriginal Land Trust or CLC sacred site clearance (Table 2; Section 3.3; Section 4.2; Section 6.5). The Minister retains regulatory oversight on fees and can be advised by the Board.
In short, the plan assigns substantive roles to Aṉangu bodies, the Board, the Director and external stakeholders and requires proponents to navigate a multi‑step approval process with cultural clearances and potential cost recovery. The plan’s execution therefore affects Indigenous rights and interests, public administration, the tourism industry, researchers, visitors and regional land managers.
Key duties and rights
The plan creates a matrix of duties, obligations and rights distributed among the Director, Board, Aṉangu, CLC, MCAC, proponents and other stakeholders. Key duties and rights established or reinforced by the plan include:
Board duties and rights:
Duty to make decisions for managing the park that are consistent with the management plan (Section 2.1 prescriptions).
Duty, in conjunction with the Director, to prepare management plans, monitor park management and advise the Minister on future development (Section 2.1 prescriptions).
Right to set rules for Board operation, to approve management plan actions, and to require support for Board meetings to enable effective Aṉangu participation (Section 2.1 actions).
The Board has an informed‑decision making role; many moderate and major works or authorisations must be approved by the Board before the Director acts (Table 2; Table 4 and associated notes).
Director duties and rights:
Duty to administer, control, protect, conserve and manage biodiversity and heritage in Commonwealth reserves under the EPBC Act (Section 2.1).
Duty to ensure statutory and policy compliance in park management and to allocate funds from the Australian National Parks Fund; many powers are delegated to Parks Australia staff (Section 2.1).
Right to issue permits, commercial activity licences, occupation licences and subleases subject to Board approval and the park lease’s terms; right to require proponents to meet assessment costs and recover costs (Section 3.3, Section 6.5).
Right to restrict or prohibit access to areas of the park for environmental protection, cultural or safety reasons and to close roads/tracks (Section 3.2 prescriptions; Section 5.1 prescriptions).
Right to set fees and charges for park entry or services subject to Ministerial approval (Chapter 2 and 6 actions).
Aṉangu / Nguraṟitja duties and rights:
Right to nominate the majority of Board members through Nguraṟitja and to be consulted on decisions affecting country (Section 2.1; Table 2).
Right to reside within the park at Muṯitjulu subject to Board directions on health, safety or privacy and reasonable constraints in the management plan (Section 4.2: EPBC Act and park lease agreement).
Rights over cultural knowledge and ICIP: the plan commits to supporting Aṉangu control over the use of their traditional cultural knowledge and to support its retention and transmission (Sections 3.1 and 3.2).
Right to derive benefits from tourism and commercial activities: the plan authorises small‑scale use of native flora and fauna by Aṉangu or Aṉangu‑majority organisations for tourism and allows broader commercial uses with Board approval and Director authorisation, assessed under the impact assessment procedures (Section 4.1 prescriptions and actions).
CLC duties and rights:
Duty and role to represent Nguraṟitja, assist in lease matters, and to be consulted on park management and the preparation of management plans,a consultation precondition under the Lease (Section 2.1).
Role in issuing Sacred Site Clearance Certificates and in supporting the Park’s adherence to the Lease (notes to Table 2 and Section 4.2).
MCAC and Muṯitjulu community:
MCAC is the relevant Aboriginal association under the Muṯitjulu sublease and manages community services and some aspects of the site (Section 4.2).
The Director funds and supports the Muṯitjulu Liaison Officer position and is to work with MCAC on sustainable community development (Section 4.2 actions and prescriptions).
Proponent obligations and rights:
Duty to have proposals assessed in accordance with Table 4 and Table 5, to consult Nguraṟitja and relevant stakeholders as required, and to obtain necessary CLC clearances where needed (Section 3.3; Table 2; notes to Table 4).
Duty to bear or contribute to assessment and administrative costs since the Director will recover costs from proponents (Section 3.3 prescriptions).
Right to apply for permits, licences or subleases but subject to Board approval, CLC consent, Park lease terms and the assessment regime (Section 5.4; Section 6.5; Section 4.2 for Muṯitjulu).
Visitor obligations and restrictions:
Visitors must comply with park rules; certain activities are prohibited by the EPBC Regulations and by the plan (eg climbing/abseiling, bungee jumping, specified aerial activities) (Section 5.1.1).
Visitors are restricted from removing rocks, sand or other material (the plan notes EPBC Regulations prohibit such conduct) and are subject to access restrictions, track closures and limitations for cultural or environmental reasons (Section 3.2 and Section 5.1).
Environmental protection obligations:
The Director must ensure that construction and earthworks minimise impacts and that native flora and fauna are moved or used only under permits consistent with the management plan; mining is prohibited other than minor extraction for park management (Section 3.2 prescriptions).
The plan requires that activities align with national recovery plans where they exist (eg the mala recovery plan) and that national threat abatement programs be taken into account (Section 3.2).
Rights and duties are thus interlaced: Board oversight, Director powers, CLC clearances, Aṉangu consultation and benefit obligations, and an assessment regime that places procedural burdens on proponents. The plan frequently conditions a right to act on obtaining the relevant approvals, demonstrating a procedural gatekeeping approach rather than unrestricted rights to development within the park.
Penalties and enforcement
The management plan itself is principally a governance and operational document and contains limited direct references to specific statutory penalties. Enforcement mechanics described in the plan rely on the EPBC Act, EPBC Regulations and other existing statutory instruments, and on administrative authorisations and conditions. Key enforcement and penalty‑related features from the plan are:
Reliance on EPBC Act and EPBC Regulations for statutory prohibitions: The plan refers to the EPBC Act and EPBC Regulations as the legal instruments that prohibit certain conduct such as removing rocks or sand as souvenirs, and proscribe a set of activities that will not be permitted (for example climbing/abseiling, bungee jumping, and certain aerial activities are noted as prohibited under the EPBC Regulations) (Sections 3.2; 5.1.1; various references in Chapters 3 and 5).
Administrative controls and conditions: The Director authorises activities through permits, commercial licences, occupation licences and subleases that carry conditions. Compliance with those conditions is an instrument of enforcement: breach can lead to licence conditions being enforced or to licence termination, although the plan does not itself set out the mechanics for revocation or penalty amounts (see Sections 5.4 and 6.5).
Cost recovery and civil financial measures: The plan authorises the Director to recover from proponents the costs associated with administering, assessing and managing activities (Section 3.3 prescriptions). This is an administrative cost recovery mechanism which operates as a financial obligation on proponents.
Compliance and enforcement programmes: The plan directs the Director to develop and implement education, compliance and enforcement strategies, plans, procedures and training to manage compliance issues in accordance with the EPBC Act and EPBC Regulations (Chapter 6 actions). This flags an intention to operationalise enforcement using a combination of education, monitoring and enforcement, but it does not replace statutory enforcement powers.
Emergency response cost recovery: Subject to legal requirements, the Director may seek reimbursement or contributions for the cost of responding to emergencies, particularly search and rescue (Chapter 6 prescriptions and actions).
Director’s authority to restrict or prohibit access: The Director may restrict or prohibit access to all or parts of the park for environmental protection, cultural or management reasons (Section 3.2 prescriptions). Access restrictions are an immediate compliance tool; enforcement of closures falls within park management and statutory enforcement powers.
Interaction with other statutory regimes that carry penalties: The plan identifies the Weeds Management Act 2001 (NT), the Territory Parks and Wildlife Conservation Act 2006 (TPWC Act) and national recovery plans and threat abatement plans as instruments to be complied with (Section 3.2). Enforcement penalties attached to those statutes (if contravened) would apply, although the plan itself does not restate their penalties.
Use of permits and sacred site clearance: The requirement for CLC sacred site clearances and for Board/Director approvals creates pre‑conditions; proceeding without necessary clearances or approvals can engage statutory breaches under the EPBC Act and other applicable laws (Table 2 notes; Section 4.2).
What the plan does not do: it does not itself set criminal fines or specify administrative penalty amounts; instead it relies on the EPBC Act, EPBC Regulations and other legislation for statutory penalties and on the Director’s administrative authorities for regulatory control (Chapter 6). The enforcement approach the plan contemplates is a mix of permitting/licensing with conditions, consultation and culturally‑sensitive compliance measures, and the possibility of financial recovery of administrative costs from proponents.
Implementation risk in enforcement arises from the plan’s dependency on multi‑party processes. For example, access restrictions and management actions that protect cultural sites may require CLC sacred site clearances, Board approvals, and co‑operation from sublessees or community organisations. The plan anticipates liaison and education to improve compliance, but the effectiveness of enforcement will depend on inter‑agency cooperation, monitoring resourcing by Parks Australia, and the Director’s capacity to recover costs and enforce licence conditions.
How it interacts with other laws
The plan is expressly designed to work inside an existing statutory architecture. The document repeatedly cross‑references other Commonwealth and Territory laws, lease obligations and organisational instruments. The key interactions to note, as set out in the plan itself, are:
Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act) and EPBC Regulations:
The park was proclaimed under the predecessor National Parks and Wildlife Conservation Act 1975 and continues as a Commonwealth reserve under the EPBC Act; the Director’s duties, powers and the requirement that the plan be consistent with the Lease stem from the EPBC Act (see Chapter 1 background and Section 2.1).
Prohibitions and offences referred to in the plan (for example, removal of rocks, bungee jumping and other specified activities) are matters regulated by EPBC Regulations; research, monitoring and actions involving native species must comply with EPBC Act/Regulations (Chapters 3 and 5).
The plan states that the Director may authorise actions not covered by specific prescriptions including actions under ss.354 and 354A of the EPBC Act (Section 6 prescriptions), which indicates direct operational interaction with EPBC Act powers.
Public Governance, Performance and Accountability Act 2013 (PGPA Act):
The Director is the accountable authority for the purposes of the PGPA Act, and therefore the Director’s use and management of public resources must comply with PGPA obligations (Section 2.1).
Territory Parks and Wildlife Conservation Act 2006 (TPWC Act) and Northern Territory laws:
The plan notes species listed under the TPWC Act and discusses the need for park management to align with Territory recovery measures where relevant (Section 3.2). The plan also notes the Weeds Management Act 2001 (NT) applies to the park (Section 3.2).
Land lease and sublease agreements:
The Director’s Lease with the Uluṟu‑Kata Tjuṯa Aboriginal Land Trust is a recurring instrument that imposes obligations on the Director, including consultation and ensuring Aṉangu interests. The Muṯitjulu Township Sublease (granted on 16 March 2017 to the EDTL) changes the governance and assessment approach inside the Muṯitjulu Township Zone by creating a subleasee responsibility and different administrative arrangements (Section 4.2).
The plan requires that subleases and licences be consistent with the park lease agreement and that the Director obtains the written consent of the Land Trust and Board approval before granting a sublease; subleases may also require CLC consent for assignment or grant of dependent interests (Section 6.5; notes to Table 2).
CATSI Act (Corporations (Aboriginal and Torres Strait Islander) Act 2006):
MCAC operates under the CATSI Act and is the Relevant Aboriginal Association under the Muṯitjulu sublease; the plan places MCAC in a central consultative and delivery role for community services (Section 4.2).
National recovery and threat abatement plans:
The plan requires park management to align with national recovery plans for listed species where they exist (for example, the mala recovery plan) and to take steps consistent with national threat abatement plans for invasive species such as rabbits, foxes and cats (Section 3.2).
Sacred site and cultural heritage instruments:
The plan indicates that some actions may require a Sacred Site Clearance Certificate from the CLC; this is a procedural interaction that can impose pre‑conditions on approvals and works (notes to Table 2; Section 4.2).
Operationally this means that proponents, the Director and the Board must navigate a layered consent landscape: planning and approvals in the park are carried out under the EPBC Act framework as applied by the Director, but the Lease, CLC requirements, sublease conditions and Territory laws add additional constraints. The plan itself does not override statutory requirements; rather it requires consistency with them and acts as the Director’s internal framework for meeting those obligations. The plan therefore functions as a bridging document that aligns joint management objectives with statutory compliance obligations across Commonwealth and Territory instruments.
Amendment history
The plan contains several temporal markers and references to prior instruments and events; however, it does not present a formal legislative amendment timeline. From the material in the plan itself, the following documented milestones and instrument references appear:
Park proclamation and continuity under federal law: Uluṟu‑Kata Tjuṯa National Park was proclaimed in 1977 under the National Parks and Wildlife Conservation Act 1975 (Cth) and is continued as a Commonwealth reserve under the EPBC Act (Part A Background and Table 1).
Board establishment: The Board of Management was established in 1985 and operates under rules approved by the Board; the plan records its composition and role as of the time of plan preparation (Section 2.1).
Muṯitjulu Township Sublease: The Director granted a Muṯitjulu Township Sublease on 16 March 2017 to the Executive Director of Township Leasing (EDTL) with the consent of the Board, the CLC and the Uluṟu‑Kata Tjuṯa Aboriginal Land Trust; the plan assigns the subleased area an IUCN category VI and establishes tailored prescriptions for that zone (Section 4.2).
Aquifer Sustainability Assessment: The Director commissioned an Aquifer Sustainability Assessment in 2018 to assess groundwater levels in the Southern Aquifer; the plan records conclusions that groundwater levels were declining and that usage may be approaching sustainable yield, indicating the assessment’s influence on plan prescriptions for monitoring and future decisions (Section 3.1).
Ongoing review mechanisms: The plan prescribes that the Lease agreement with the CLC be reviewed in consultation with Nguraṟitja every five years (Section 2.1 actions). It also calls for regular business reviews of charges, monitoring of groundwater and periodic implementation reporting to the Board (various sections).
The plan contains no explicit amendment clauses setting out how the plan itself is to be formally amended or the statutory mechanics for amendment. It does, however, establish a practice of review and monitoring (for example, scheduled reviews of the lease every five years; reporting obligations to the Board; regular business review of charges) and it contemplates that future actions and authorisations would be assessed under the plan’s assessment framework. Any formal amendment to the plan as a management plan under the EPBC Act would be subject to the EPBC Act procedures for revising management plans; the plan itself does not recite those statutory amendment steps in full.
The plan’s historical references therefore provide context (1977 proclamation; 1985 Board creation; 2017 Muṯitjulu Sublease; 2018 aquifer assessment) but do not constitute a statutory amendment history for the plan itself. Practitioners should consult the Director and EPBC Act records for any formal notices of amendment or superseding management plans.
Litigation history
The management plan does not identify or list any litigation, judicial decisions or administrative appeal outcomes. The document does not refer to specific cases or dispute resolutions decided by courts or tribunals. Where the plan talks about legal obligations it cites statutes and administrative instruments (EPBC Act, EPBC Regulations, TPWC Act, Weeds Management Act 2001 (NT), CATSI Act, and lease agreements), but it does not recount judicial interpretations or litigation history related to the park or the plan.
Therefore, based on the text of this management plan alone, there is no litigation history recorded in the document. Practitioners seeking precedents, case law or disputes involving the management plan, the Lease, Board decisions, subleases, or the Director’s exercise of powers will need to search external legal and administrative records, tribunals and court databases because the plan does not supply that material.
Gotchas
The plan contains many procedural and substantive points that can catch practitioners, proponents and decision‑makers if not followed carefully. The salient “gotchas” grounded in the plan text are:
Dual decision gates: Many activities that might routinely be approved by the Director in other reserves require Board approval here if they involve moderate or major capital works, new types of commercial activity, subleases or changes to access arrangements (Table 2; Section 3.3; Section 5.4). Proponents who assume Director autonomy may be delayed by the need for Board approval.
Multiple pre‑conditions: A proposal may require a) impact assessment under Table 4/5; b) Board approval; c) CLC Sacred Site Clearance; d) consent of the Uluṟu‑Kata Tjuṯa Aboriginal Land Trust for subleases or assignment of dependent interests; and e) compliance with Lease terms (Table 2 notes; Section 4.2 notes). Missing any of these can stop progress.
Muṯitjulu Township Zone different rules: The plan treats the Muṯitjulu Township Zone differently,minor to moderate works may proceed without Director approval if a CLC sacred site clearance is issued and the action is Category 1 or 2 under Table 4 (Section 4.2 prescriptions). Conversely, major works in that zone must be permitted as Category 3. Proponents must apply the correct zone rules.
Aṉangu benefit requirement for major infrastructure: New major tourism infrastructure may only be authorised if it increases commercial opportunities or provides other benefits for Aṉangu (Section 6.1 prescriptions; Section 5.4). This is a substantive gate that affects the feasibility and commercial justification of large projects.
Cost recovery and financial exposure: The Director will recover costs from proponents for assessment and administration (Section 3.3 prescriptions). Applicants should budget for assessment fees and potential cost recovery for ongoing management or rehabilitation.
Groundwater sustainability constraint: The Southern Aquifer feeding Muṯitjulu and the Cultural Centre is identified as being under possible unsustainable use (Section 3.1). Proposals requiring groundwater or connection to essential services should anticipate scrutiny and possible limits informed by monitoring.
Interlocking statutory regimes: Compliance is not limited to the plan; the EPBC Act, EPBC Regulations, TPWC Act, Weeds Management Act (NT) and the Lease all overlay the plan’s prescriptions (multiple sections). Failing to meet one statutory requirement (for example, sacred site clearance) can invalidate administrative approvals.
Prohibitions under EPBC Regulations: Certain activities are outright prohibited and permits will not be issued (listed in Section 5.1.1). Applicants cannot rely on an administrative workaround for activities expressly prohibited by regulation.
Employment and benefits connected to approvals: The plan links approvals and commercial opportunity allocation to Aṉangu employment, enterprise development and benefit sharing (Sections 4.1 and 5.4). A proposal weak on Aṉangu benefits may struggle to obtain Board or Director approval.
Unclear penalty mechanics in the plan: The plan delegates enforcement to statutory instruments but does not set out the stepwise sanctions or appeal processes for administrative decisions taken under the plan. Practitioners should assume statutory appeal and enforcement routes under the EPBC Act and other laws apply, but must seek external sources for procedural detail.
Sublease consent required from Land Trust: Granting or assignment of subleases or dependent interests requires Land Trust consent and Board approval in accordance with the Lease (Table 2 notes; Section 6.5). Parties negotiating subleases must factor in the Land Trust’s role.
Operationally, these gotchas translate into concrete risks: project delays from layered approvals, additional cost from assessment and monitoring, conditionality of consents on cultural and community outcomes, and possible refusal where activities conflict with World Heritage or Tjukurpa values. The plan places Aṉangu participation and cultural protection at the procedural centre; projects that do not allocate time and budget for meaningful consultation, CLC processes and Aṉangu benefit design will encounter obstacles.
How to comply
Compliance under this management plan requires aligning proposals, operational practices and organisational procedures with the plan’s prescriptions, the EPBC Act and related instruments. The following practical checklist and steps, grounded in the plan’s text, provide an operational pathway for different actors:
For proponents (commercial operators, developers, researchers):
Early scoping against zoning and assessment tables: Determine the zone (National Park Zone, Muṯitjulu Township Zone etc.) and consult Table 4/5 to identify whether the action is Category 1, 2 or 3 and the assessment pathway required (Section 3.3, Table 4 and Table 5).
Consult Nguraṟitja and the CLC early: The plan requires consultation in accordance with Table 2; where sacred or culturally sensitive sites may be involved, obtain a CLC Sacred Site Clearance Certificate before physical works (Table 2 notes; Section 4.2).
Prepare impact assessments to address prescribed matters: Use Table 5’s list of environmental context, potential impacts, severity and uncertainty to structure assessments. Address species, cultural features, water resources (groundwater impact), visitor impacts and cumulative effects (Section 3.3; Table 5).
Budget for assessment costs and potential cost recovery: The Director will recover administrative and assessment costs from proponents; include assessment fees and monitoring/rehabilitation bonds where applicable (Section 3.3 prescriptions).
Design Aṉangu benefits into the proposal: For major works or tourism infrastructure, demonstrate tangible Aṉangu employment, enterprise or cultural heritage benefits as required by the plan (Sections 4.1 and 5.4).
Check sublease and consent requirements: If the proposal requires a sublease or long‑term occupation, secure the Land Trust’s written consent and Board approval, and ensure the sublease terms and any Muṯitjulu sublessee obligations are understood (Section 6.5 and notes to Table 2).
Anticipate groundwater and resource constraints: If the proposal requires groundwater or connection to essential services, expect scrutiny, monitoring requirements and possibly limits given the Aquifer Sustainability Assessment findings (Section 3.1; Section 4.2).
Comply with prohibitions and specialised restrictions: Ensure no proposed activities are among those prohibited by EPBC Regulations (eg climbing or certain aerial activities) and that visitor safety and cultural restrictions are observed (Section 5.1).
For tourism operators:
Obtain the correct authorisation type: Routine standard activities in general public areas are typically authorised by permit; activities limited by type, location or number require a commercial activity licence; long‑term occupancy requires a licence to occupy or sublease (Section 5.4 prescriptions).
Provide required materials and cooperate with accreditation: Commercial tour operators must provide copies of advertising material as part of permit or licence conditions; tour guide accreditation and training may be subject to change and Board oversight (Section 5.4 actions).
Design operations to meet tourism principles: Respect for Tjukurpa, Aṉangu guidance on pace and type of tourism, Aṉangu benefits, visitor safety and conservation are central themes in presentation and permit conditions (Section 5.1.1 and 5.2).
For Parks Australia, the Director and Board:
Follow the plan’s procedural prescriptions for Board decision making: Ensure Board meetings are supported so Aṉangu can participate effectively, and prepare reports and work plans as required (Section 2.1 actions).
Implement work plans and monitoring: Prepare, implement and monitor work plans that address the plan’s prescriptions and actions, and maintain records of progress and performance indicators (Section 2.2 actions; Chapter 3 performance indicators).
Develop staff guidance and consultation tools: Create guidelines and procedures to help Parks Australia staff comply with the Director’s obligations and the plan’s consultation requirements (Section 2.1 actions).
Maintain community liaison positions: Continue funding the Muṯitjulu Liaison Officer and support MCAC engagement as required by the Lease and plan (Section 4.2).
Operationalise compliance: Develop education, compliance and enforcement strategies and ensure staff are trained for incident response, enforcement, and emergency management; coordinate with policing and emergency services (Chapter 6 actions and prescriptions).
Manage subleases and licences: Ensure written Land Trust consent and Board approval are obtained when required, define sublease terms to include environmental protection and Aṉangu benefits, and monitor compliance (Section 6.5 prescriptions and actions).
Budget and recover costs appropriately: Implement cost recovery from proponents in line with the plan’s prescriptions and ensure Ministerial approvals are sought for park fees when required (Section 2.1 and Section 3.3).
For Muṯitjulu community organisations (MCAC) and residents:
Understand the Muṯitjulu zone rules: Minor to moderate works may proceed in the Muṯitjulu Township Zone without Director approval if a CLC sacred site clearance is obtained and impacts are Category 1 or 2; major works will require permits and Category 3 assessment (Section 4.2 prescriptions).
Engage with Directors and agencies on essential services: The Director currently provides essential services but the plan contemplates transfer discussions; ensure coordination with the Director and other agencies for any works affecting essential services (Section 4.2).
Use the MLO and consultative forums: Engage through the Muṯitjulu Liaison Officer and Consultative Forum under the sublease arrangements to present community views and negotiate benefits (Section 4.2).
Record keeping, monitoring and adaptive management:
Prepare to meet monitoring and reporting obligations: The plan requires monitoring of environmental indicators, species, groundwater and cultural site condition; proponents and managers should document monitoring plans and results to satisfy Board and Director reporting (Chapter 3 performance indicators).
Use the assessment tables and matters of consideration as compliance checklists: Table 4 and Table 5 provide the specific environmental and cultural dimensions that must be addressed; use these as checklists in assessment reports and permit applications (Section 3.3).
In all cases, it is essential to integrate cultural consultation early, secure CLC clearance where sacred sites are implicated, budget for assessment and monitoring costs, and draft proposals that explicitly document Aṉangu benefits and alignment with the management plan’s prescriptions. Where statutory penalties or appeal rights are in issue, consult the EPBC Act and Regulations and seek legal advice on procedural steps outside the plan itself.
3.2 Protecting and enriching culture and country 50
3.3 Assessment of proposals 60
4.1 Employment, education, training and other benefits 69
4.2 Muṯitjulu community 72
1.3 Planning process 12
Uluṟu-Kata Tjuṯa Board of Management’s vision and goals ii
Foreword iii
1.1 Short title 12
1.2 Commencement and termination 12
1.3 Planning process 12
1.4 Values of the Park 13
1.5 IUCN category and zoning 16
1.6 Structure of this management plan 19
2.1 Board of Management 25
2.2 Work planning and implementation 34
3.1 Knowledge for managing country 39
3.2 Protecting and enriching culture and country 50
3.3 Assessment of proposals 60
4.1 Employment, education, training and other benefits 69
4.2 Muṯitjulu community 72
1.4 Values of the Park 13
Uluṟu-Kata Tjuṯa Board of Management’s vision and goals ii
Foreword iii
1.1 Short title 12
1.2 Commencement and termination 12
1.3 Planning process 12
1.4 Values of the Park 13
1.5 IUCN category and zoning 16
1.6 Structure of this management plan 19
2.1 Board of Management 25
2.2 Work planning and implementation 34
3.1 Knowledge for managing country 39
3.2 Protecting and enriching culture and country 50
3.3 Assessment of proposals 60
4.1 Employment, education, training and other benefits 69
4.2 Muṯitjulu community 72
1.5 IUCN category and zoning 16
Uluṟu-Kata Tjuṯa Board of Management’s vision and goals ii
Foreword iii
1.1 Short title 12
1.2 Commencement and termination 12
1.3 Planning process 12
1.4 Values of the Park 13
1.5 IUCN category and zoning 16
1.6 Structure of this management plan 19
2.1 Board of Management 25
2.2 Work planning and implementation 34
3.1 Knowledge for managing country 39
3.2 Protecting and enriching culture and country 50
3.3 Assessment of proposals 60
4.1 Employment, education, training and other benefits 69
4.2 Muṯitjulu community 72
1.6 Structure of this management plan 19
1.6 Structure of this management plan 19
2.1 Board of Management 25
Uluṟu-Kata Tjuṯa Board of Management’s vision and goals ii
Foreword iii
1.1 Short title 12
1.2 Commencement and termination 12
1.3 Planning process 12
1.4 Values of the Park 13
1.5 IUCN category and zoning 16
1.6 Structure of this management plan 19
2.1 Board of Management 25
2.2 Work planning and implementation 34
3.1 Knowledge for managing country 39
3.2 Protecting and enriching culture and country 50
3.3 Assessment of proposals 60
4.1 Employment, education, training and other benefits 69
4.2 Muṯitjulu community 72
2.2 Work planning and implementation 34
2.2 Work planning and implementation 34
3.1 Knowledge for managing country 39
Uluṟu-Kata Tjuṯa Board of Management’s vision and goals ii
Foreword iii
1.1 Short title 12
1.2 Commencement and termination 12
1.3 Planning process 12
1.4 Values of the Park 13
1.5 IUCN category and zoning 16
1.6 Structure of this management plan 19
2.1 Board of Management 25
2.2 Work planning and implementation 34
3.1 Knowledge for managing country 39
3.2 Protecting and enriching culture and country 50
3.3 Assessment of proposals 60
4.1 Employment, education, training and other benefits 69
4.2 Muṯitjulu community 72
3.2 Protecting and enriching culture and country 50
Uluṟu-Kata Tjuṯa Board of Management’s vision and goals ii
Foreword iii
1.1 Short title 12
1.2 Commencement and termination 12
1.3 Planning process 12
1.4 Values of the Park 13
1.5 IUCN category and zoning 16
1.6 Structure of this management plan 19
2.1 Board of Management 25
2.2 Work planning and implementation 34
3.1 Knowledge for managing country 39
3.2 Protecting and enriching culture and country 50
3.3 Assessment of proposals 60
4.1 Employment, education, training and other benefits 69
4.2 Muṯitjulu community 72
3.3 Assessment of proposals 60
3.3 Assessment of proposals 60
4.1 Employment, education, training and other benefits 69
Uluṟu-Kata Tjuṯa Board of Management’s vision and goals ii
Foreword iii
1.1 Short title 12
1.2 Commencement and termination 12
1.3 Planning process 12
1.4 Values of the Park 13
1.5 IUCN category and zoning 16
1.6 Structure of this management plan 19
2.1 Board of Management 25
2.2 Work planning and implementation 34
3.1 Knowledge for managing country 39
3.2 Protecting and enriching culture and country 50
3.3 Assessment of proposals 60
4.1 Employment, education, training and other benefits 69
4.2 Muṯitjulu community 72
4.2 Muṯitjulu community 72
Uluṟu-Kata Tjuṯa Board of Management’s vision and goals ii
Foreword iii
1.1 Short title 12
1.2 Commencement and termination 12
1.3 Planning process 12
1.4 Values of the Park 13
1.5 IUCN category and zoning 16
1.6 Structure of this management plan 19
2.1 Board of Management 25
2.2 Work planning and implementation 34
3.1 Knowledge for managing country 39
3.2 Protecting and enriching culture and country 50
3.3 Assessment of proposals 60
4.1 Employment, education, training and other benefits 69
4.2 Muṯitjulu community 72
Figure 10: Indigenous communities and ho Figure 10: Indigenous communities and homelands in the lands surrounding the Park 43
Figure 10: Indigenous communities and homelands in the lands surrounding the Park 43
TablesTable 1:
Uluṟu-Kata Tjuṯa National Park Values Statement
14
Table 2:
Consultation requirements and decision-making process for action in the Park
32
Table 3:
Introduced animal species at Uluṟu-Kata Tjuṯa National Park and their effects on cultural and natural values
54
Table 4:
Impact assessment procedures
61
Table 5:
Impact assessment matters and considerations
64
Figure 1: Approximate present-day extent Figure 1: Approximate present-day extent of Western Desert language speakers
Figure 1: Approximate present-day extent of Western Desert language speakers
Brisbane
The park is owned by the Uluṟu-Kata Tjuṯa Aboriginal Land Trust (which is composed of the traditional owners of the park) and covers approximately 1,325 square kilometres of the central desert. The Ayers Rock Resort at Yulara, which adjoins the park’s northern boundary, is owned by the Indigenous Land and Sea Corporation. Both the park and the resort are surrounded by the Kaṯiṯi-Petermann Indigenous Protected Area (IPA). Declared in 2015, this IPA incorporates 50,432 square kilometres of Aboriginal freehold land. It is comprised of the Petermann Aboriginal Land Trust (44,993 square kilometres, declared in 1978) and the Kaṯiṯi Aboriginal Land Trust (5,431 square kilometres, declared in 1980).
Uluṟu-Kata Tjuṯa National Park and the Kaṯiṯi-Petermann IPA form part of a series of connected protected areas that cross the Northern Territory, Western Australia and South Australia borders, protecting almost 200,000 square kilometres of central desert (see Figure 2). This network of protected areas contains a vast number of sites of cultural importance to Aṉangu, with Uluṟu-Kata Tjuṯa National Park being part of an extensive Aboriginal cultural landscape that stretches across the Australian continent.
Part A – About Uluṟu-Kata Tjuṯa National Park 3
Alice Springs Alice Springs
0 50
100 km
C
Alice Springs
Uluru-Kata Tjuta National Park Uluru-Kata Tjuta National Park
Uluru-Kata Tjuta National Park
Angas Downs Indigenous Protected Area
Table 1: Uluṟu-Kata Tjuṯa National Park Table 1: Uluṟu-Kata Tjuṯa National Park Values Statement1
Table 1: Uluṟu-Kata Tjuṯa National Park Values Statement1
Background
Uluṟu-Kata Tjuṯa National Park is jointly managed park by the park’s traditional Aboriginal owners and the Director of National Parks. Tjukurpa (law) is the foundation of Aṉangu life, and the park is managed using traditional methods governed by Tjukurpa combined with western science and management practices. The park’s first priority is conserving the significant natural and cultural values of the area that comprise Tjukurpa.
It is one Tjukurpa inside the park and outside the park, not different. There are many sacred places in the park that are part of the whole cultural landscape–one line. Everything is one Tjukurpa.
The park’s landscape is dominated by the iconic massifs of Uluṟu and Kata Tjuṯa. These two geological features are striking examples of geological processes and erosion occurring over time and provide associated refuge and habitat for a broad range of plant and animal species.
The park was pro
This is an opening excerpt, not the complete document.