EXECUTIVE SUMMARY
1800MAREVA offers a diverse range of business solutions across professional and industrial sectors. Operating out of Nhulunbuy in East Arnhem Land, 1800MAREVA’s main customer base are the residents of the township seeking direct services through our businesses, such as the Golbuy Transport, Buff Club, and Arnhem Landscaper.
The 1800MAREVA Business Strategy 2023-27 outlines the business goals, strategies, and their accompanying actions to be achieved by 2027 for each of the business enterprises that make up 1800MAREVA. This is to be accomplished while ensuring the 1800MAREVA remains in a position ready for investment in opportunities that align with organisational values and offer opportunities for continual growth.
BUSINESS BACKGROUND
1800MAREVA is a privately-owned business operating in remote Northern Territory. We offer a diverse range of business solutions across professional and industrial sectors, including local transport, landscaping, gym/fitness, advertising, tourism, and security services.
The business was established in 2014, quickly forming strong, loyal, and meaningful community ties and solid business associations throughout the region. As operations have expanded, we have refocused and redefined the way we work with our staff and our community to offer smarter, more innovative services.
Today, we operate with three service standards in mind –take care of people, provide professional service, and produce results. These standards, accompanied with our innovative approach and resourceful networking, have allowed our business to successfully service our community and grow the range of services we offer in the East Arnhem region.
We heavily invest into our business functions, processes, and employees to ensure we can deliver remote services with a professional and flexible ‘make-anything-happen’ approach.
MISSION AND VALUES
At 1800MAREVA, our mission is to provide services that will generate prosperity for the region while we strive to create positive generational change and empowerment for people in the community.
In recent years, we have achieved a great deal and many of our successes are because of our committed clients, stakeholders, and community. We also aspire to achieve a lot more in the future, but this would not be possible without the continued support of our community. Therefore, we have developed some operating principles that guide the way we do business. These values help us make the right decisions while we service our region.
In our daily business, we aim to:
- Innovate the way we do business.
- Provide opportunities to bring people together.
- Employ, train, and develop local talent.
- Be accountable for our actions.
- Identify opportunities to empower the community.
MANAGEMENT AND ORGANISATIONAL STRUCTURE
1800MAREVA is a small to medium business operating in both challenging and competitive markets. As a result, we have developed an organisational structure to ensure we remain compliant with our contractual obligations, while remaining flexible to share resources across sections of the business as required. We have developed the following organisational structure to oversee operations:
- Sole Managing Director / Business Development | Mareva Pearse
- Executive Assistant | Giselle Galbraith
- Operations Manager / Landscaper / Quality Control | Shaun Colbeck
- Business Support | Maria, Carl, Vernz
- Governance & Compliance | Cassie Budja
- Human Resources | Maria Elferdo
- Info & Technology | V e r n z
- Graphic Designer | Carl Toribio
- The Verve Group | Accountant, Bookkeeper
- Legal | Withnalls
REGIONAL AND MARKET ANALYSIS
1800MAREVA’s centre of operations is located in the East Arnhem town of Nhulunbuy. East Arnhem Land is in the north-eastern corner of the Northern Territory, and is home to one of the world’s longest continuing cultures and the region is entirely Aboriginal freehold land. Set against a spectacular natural environment, the area has a history of trade and entrepreneurship, and is connected with national and international markets. There is an estimated population of 13,000 people dispersed across East Arnhem, of which more than 75% are Yolŋu or Anindilyakwa.
There are eleven main communities in the region: Nhulunbuy, Yirrkala and Gunyaŋara (collectively referred to as the Gove Peninsula), as well as Galiwin'ku, Gapuwiyak, Ramingining, Milingimbi and the Groote communities of Alyangula, Angurugu, Umbakumba and Milyakburra The main township of Nhulunbuy is located on the Gove Peninsula with a population of approximately 3,300 people.
Nhulunbuy is the region’s services hub with major industries traditionally in mining, government services, tourism and aboriginal owned/operated businesses. Nhulunbuy and its surrounding areas are Indigenous-owned private lands, with the township, mine and other areas covered by special leases.
Nhulunbuy has all the facilities expected in a modern town, including three schools, a district hospital, two shopping centres, two childcare centres, restaurants, and sporting facilities. It also hosts a surf club, boat club and golf club with a nine-hole golf course.
Rio Tinto Gove Operations was established in 1968 and they lease the footprint of the township from the Traditional Landowners Rio Tinto expect that bauxite mining operations in the Gove Peninsula will cease in 2030 and they are doing significant work to support closure of the operation.
As Rio Tinto’s mining operations on the Gove Peninsula continue its path towards closure over the next ten years, it is likely to cause a shift in industry focus. As a result, this presents considerable opportunities for entrepreneurial enterprises looking to stay on after the mine’s closure 1800MAREVA is closely watching the transition of Nhulunbuy from a mining town for opportunities that align with our values and business objectives.
Currently, many of the region’s residents are either directly or indirectly employed as a result of local industries noted above and, in turn, make them the greatest proportion of 1800MAREVA’s stakeholders. As a result, a large portion of our customer base has traditionally been the residents of Nhulunbuy seeking direct services through the businesses offered by 1800MAREVA, such as the Buff Club and the People’s Advocate However, a growing portion of 1800MAREVA’s revenue in recent years has been through partnerships with local business and the Northern Territory Government utilising Golbuy Transport and Arnhem Landscaper.
PRODUCTS AND SERVICES
1800MAREVA provides a range of products and services across several industries in the East Arnhem region, trading as the following businesses:
Golbuy Transport | Operating since 2021, we were awarded the Northern Territory Government School Bus Contract for East Arnhem, 2021 - 2027. We own a fleet consisting of three coach buses and three coaster buses. Since November 2022, we have also contracted to Qantas as their Ground Handling Crew at the Gove Airport.
Buff Club Gym | Operating since 2018, as a local fitness and wellness space. Currently holding 200+ members.
Arnhem Landscaper, Traffic Control, Labour & Equipment Hire | Established in 2023, with 21 years of experience in landscaping design, construction and maintenance. We also provide specialised labour and equipment hire services.
Baru Security | Operating since 2017 under Firm Holder License 1144, our local security venture provides support to local community events, helping to keep people and assets safe.
The Dog House & Sour As Salty Plums | Operating since 2019, our mobile food van is available for catering, sponsorship or hire for local events
The People’s Advocate | Operating since 2020, our magazine and local print media business offers local news and advertising opportunities for the region.
Top End Tahitian | Operating since 2014, Top End Tahitian is undergoing a rebrand and restructure to provide cultural events management and tourism services.
REVIEW OF BUSINESS OPERATIONS
A review of existing business operations was undertaken as part of the development of this Strategy to better understand our existing strengths, weaknesses, opportunities and threats, as well as to determine the amount of time/effort each area of operations has demanded to date and will demand moving forward. The review involved the undertaking of a SWOT analysis and a Cost Benefit analysis of operations.
SWOT ANALYSIS OF CURRENT OPERATIONS
A SWOT Analysis was conducted to evaluate how overall business operations were performing and the potential to change/improve/expand. This information was used to determine which areas of the business required greater focus/attention in developing operational actions and objectives. The following characteristics were identified as part of the SWOT analysis.
Strengths
• Agile and flexible in approach to operations
• Innovative and solution focused
• Good local knowledge and relationships
• Secure long-term contracts ensuring steady flow of income
• Multipurpose site leased in industrial estate.
Weaknesses
• Senior staff are overstretched
• Staff capacity and capability needs to be developed.
• Flat, bottom-heavy organisational structure
• No business continuity plan and not all processes/procedures are documented.
• The potential to expand business too quickly and for over capitalisation of these growth areas.
Opportunities
• Several emerging industries in the region.
• Increase market share where consumers are frustrated with other businesses –landscaping, gym, tourism.
• Ability to use existing assets, plant, and equipment in other area growth areas of the business. Buses for tourism ventures etc.
COST BENEFIT ANALYSIS OF CURRENT OPERATIONS
Threats
• High population turnover creates staffing issues and challenges with creating lasting business relationships.
• Housing shortages creates issues with staff and limit ability to expand market.
• Potential for operating costs to limit affordability of some of the services offered.
A cost benefit analysis of existing operations was undertaken to determine which areas of the business currently and are likely to require the most amount of effort into the future. Criteria for the analysis were determined based on several factors including current and potential future revenue, investment, commitment of time. The table below is an abbreviated version of the analysis conducted.
The review of current business operations, including SWOT Analysis and Cost Benefit Analysis, was able to determine the following:
• The transport and gym segments of the business are the ‘bread and butter’ in terms of revenue but also effort.
• While there is potential/desire for future growth the transport and gym segments of the business would also benefit from improving operational profitability (streamlining processes) rather than solely focusing on achieving business growth.
• The Top End Tahitian and Arnhem Landscaper segments of the business are the growth areas. These will require a greater investment in time and capital over the coming years to ensure they enjoy the required growth to become profitable.
• Noting the desire for growth in Top End Tahitian and Arnhem Landscaper, capacity will need to be created to ensure adequate oversight and control of all areas of the business.
• There is need to create capacity through efficiencies (streamlining and structural change) where it currently demands a great deal of time/effort (transport and gym) and possible recruitment for growth areas (landscaping and Top End Tahitian).
• The remaining business areas (Dog House, Baru Security and People’s Advocate) seem to be consistent in their current revenue, required effort, and expectations for growth. The approach for these areas is to be ‘set and forget’ in the short-term while operations focus on achieving some of the larger actions over the next couple of years. However, some administrative/structural changes are to be undertaken to create capacity and efficiencies to ensure ongoing profitability
BUSINESS GOALS 2023-2027
We have worked hard for 1800MAREVA to get it where it is today, and we want to see all of our businesses continue to do well and grow. To do this, we have set clear goals for each of our businesses to achieve by 2027 Specific actions to achieve each business goal are outlined in the Operational Actions and Objectives section below.
1800MAREVA |Ensure business remains in a position ready for investment in opportunities that align with organisational values and offer opportunities for continual growth while ensuring overall profit increase of 4% above inflation per annum.
Golbuy Transport | Expand the business by increasing the size of the fleet, range of services and geographical footprint.
Buff Club Gym | Streamline/improve services and implement efficiencies to increase overall profit by 5% per annum.
Arnhem Landscaper, Traffic Control, Labour & Equipment Hire | Expand scope of services and secure sufficient contracts to ensure profitability by 2024/25 FY, and increase revenue by 10% per annum thereafter.
Baru Security | Maintain accreditation and increase expertise to capitalise on current and future opportunities that arise in the local market.
The Dog House & Sour As Salty Plums | Maintain accreditation and increase expertise to capitalise on current
and future opportunities that arise in the local market.
The People’s Advocate | Streamline/improve services and implement efficiencies to maintain existing subscriber base and ensure profitability by 2026/27 FY.
Top End Tahitian | Rollout range of new products and services by ensure profitability by 2024/25 FY and increase in revenue by 10% per annum thereafter.
OPERATIONAL ACTIONS AND OBJECTIVES 2023-2027
While we punch above our weight, we are still a small operation. This means we are very busy and need to prioritise what we do and sometimes limit what we do in some areas of our business to achieve our goals in other areas of the business. The table below sets-out our operational actions and objectives that will help us to achieve our strategic goals over the next few years.
1800MAREVA | Ensure business remains in a position ready for investment in opportunities that align with organisational values and offer opportunities for continual growth while ensuring overall profit increase of 4% per annum.
2023/24 Actions 2024/25 Actions 2025/26 Actions 2026/27 Actions
1. Recruit General Manager to oversee elements of planning and general business.
2. Develop desired business structure to allow for planned growth of business and conduct skills audit.
3. Consider purchase of asset management software to maintain assets across all businesses.
4. Apply for housing and consider other housing options to ensure recruitment and retention of staff to ensure capacity for larger business.
5. Complete work to identify and purchase of new industrial site.
6. Undertake full assessment of new site to identify urgent and future maintenance
1. Complete work to identify and purchase of new commercial site.
2. Undertake full assessment of new site to identify urgent and future maintenance works to include in future budgets.
3. Develop asset register for new site.
4. Develop precinct plan for new site to determine best use of space available.
5. Finalise and implement new corporate structure that ensures appropriate capacity and relevant expertise across all businesses. This includes the identification and delivery of training.
6. Annual review of business and work plans against performance indicators.
7. Annual workforce planning, including identifying and delivering staff training.
1. Trial/implement changes to commercial site in line with precinct plan for space.
2. Investigate what municipal services could be available to deliver after NCL closure.
3. Conduct feasibility study regarding the need for small-scale maritime services across region.
4. Work towards building capacity and qualifications to deliver any municipal services into existing business structure.
5. Work towards building capacity and qualifications to deliver any municipal services into existing business structure.
6. Scoping exercise and feasibility study for CDP or NDIS programs. This includes identifying possible partner
1. Review trial changes at commercial site and proceed with full scale implementation of plans if successful.
2. Tender for municipal services works or services in line with these services as available.
3. Undertake certification process for maritime services if feasibility study is successful.
4. Undertake research to purchase vessel in line with findings of feasibility study and budget.
5. Develop business case and identify/apply for any funding available to implement expanded CDP and NDIS life education and work-ready programs (if feasible)
works to include in future budgets.
7. Develop asset register for new site.
8. Undertake project to develop precinct plan for new site.
9. Assign responsibility for the development of a social media policy and monthly schedule for all businesses.
10. Finalise website development.
11. Develop work plans with general manager that include monthly KPI aligned with business goals.
12. Separate businesses and accounts
13. Develop business continuity plan and supporting documents to ensure ongoing business operation in the event of illness or other incident.
14. Annual review of business and work plans against KPIs.
15. Annual workforce planning, including identifying staff training
8. Investigate possibility and requirements to become CDP provider. Investigate and tender for CDP provider if feasible.
organisations.
7. Identify and obtain training, skills and certification required for CDP or NDIS programs.
8. Create new business and develop/implement pilot CDP or NDIS programs. This includes the ability to monitor and evaluate progress.
9. Annual review of business and work plans against performance indicators.
10. Annual workforce planning, including identifying and delivering staff training.
6. Expand the life education and workready programs in line with demand and funding.
7. Annual review of business and work plans against performance indicators
8. Annual workforce planning, including identifying and delivering staff training.
2023/24 Actions 2024/25 Actions 2025/26 Actions 2026/27 Actions
1. Determine desired/required profit margin to maintain Qantas contract into future.
2. Maintain and improve profitability of Qantas airport services contract by undertaking a review of all systems and processes.
3. Implement changes to streamline Qantas operations in line with review findings.
4. Review of current systems to identify areas to streamline and/or create efficiencies.
5. Determine best approach to implement changes.
6. Review asset and maintenance register and develop a maintenance and replacement schedule to plan/anticipate large expenses and reduce reactive maintenance/breakdowns.
7. Conduct monthly budget reviews – are we meeting our goals?
1. Review Qantas Airport services performance to determine resources required and how they could be used in other areas of business.
2. Develop transition plan if moving away from Qantas contract.
3. Work with NTG to identify areas of improvement and any possible changes to criteria of future contracts. Implement changes based on this information.
4. Review asset and maintenance register.
5. Conduct monthly budget reviews – are we meeting our goals?
1. Conduct cost/benefit analysis for expanding services with existing fleetuse of vehicles for private events or airport shuttles.
2. Undertake a needs analysis of future services and potential tenders/contracts to determine what type of fleet needed to expand operations.
3. Conduct research to determine potential cost of expanding operations into new regions.
4. Asses the current fleet against what is required.
5. Review asset and maintenance register.
6. Review and refresh business documents in preparation for tenders being released next FY.
7. Conduct monthly budget reviews – are we meeting our goals?
1. Develop strategy to anticipate expanding human resource requirement if operations expand.
2. Tender for contracts in line with capacity and profitability.
3. Work to secure finance for expanding fleet as required in line with new contracts or operational needs.
4. Implement mobilisation plan in line with contracts awarded.
5. Review asset and maintenance register.
6. Conduct monthly budget reviews – are we meeting our goals?
2023/24 Actions
1. Review of current systems to identify areas to streamline and/or create efficiencies.
2. Determine best approach to implement changes.
3. Develop an asset and maintenance register.
4. Developing revenue/profit goals and initiatives to achieve them
5. Regular budget reviews – are we meeting our goals? Is profitability improving with changes?
6. Develop a job description based on business plan, and secure a parttime PT/fitness trainer
7. Develop a training schedule/class for PT to manage.
Actions
1. Undertake surveys of existing and potential clients to identify needs. What would attract new clients? What would keep existing? What would they pay more to have?
2. Asses the current location and equipment against what is required.
3. Determine whether industrial estate would be viable new location for gym. Would members travel that far? What approval are required?
4. Identify partnership opportunities with localorganisations (The Walkabout, Fire and Rescue, Police, Sodexo,other sports clubs, Rio etc)
5. Develop an equipmentreplacement schedule.
6. Regular budget reviews – are we meeting our goals?
Actions 2026/27 Actions
1. Conduct feasibility study to develop business case to consider transfer of gym location to industrial estate. This could include a trial of some new classes at this location.
2. Start scoping for possible facilityto expand programs/operations.
3. Leverage partnerships topromote business.
4. Could services be easily expandedNew/more classes
5. Regular budget reviews – are we meeting our goals? Is profitability improving with changes?
1. If feasible, relocation gym to industrial estate.
2. If not feasible, undertake assessment of business to determine whether it may be option for future sale.
3. Partner with tour companies for clients to use gym whilein town.
4. Identify community events or create promotional events(like tuff mudder orcreate weight loss challenge etc)
5. Regular budget reviews – are we meeting our goals? Is profitability improving with changes?
Arnhem Landscaper | Expand scope of services and secure sufficient contracts to ensure profitability by 2024/25 and increase revenue by 10% per annum thereafter.
2023/24 Actions 2024/25 Actions
1. Conduct needs assessment to determine the scope of services for year 1, year 2, year 3, and develop plan/schedule for purchase of plant/equipment in line with roll-out of services.
2. Determine rates to ensure attract business while ensuring profitability.
3. Employ groundsmen to meet existing demand.
4. Purchase plant and equipment in line with scope of services
5. Tender for local contracts, and approach local businesses to raise awareness.
6. Create relevant policies and safety documents to align with Australian standards and become eligible for large tenders/contracts.
7. Conduct a skills audit to determine required skills and equipment needed to provide services.
8. Determine monthly and annual revenue goals.
9. Determine how to fill positions – housing, FIFO, local hire.
10. Determine threshold points for jobs, profitability that allows for expansion.
11. Review asset and maintenance register, and develop a maintenance and replacement schedule to plan/anticipate large expenses and reduce reactive maintenance/breakdowns.
12. Conduct monthly budget reviews – are we meeting our goals?
13. Develop social media page to promote services and seek testimonials.
14. Investigate task management and asset management software to track jobs and invoice clients.
2025/26 Actions
1. Develop schedules to minimise plant and equipment downtime.
2. Commence trial of traineeship and apprenticeship opportunities
3. Purchase of plant and equipment in line with expansion of services.
4. Tender for local contracts as they arise.
5. Review relevant policies and safety documents to align with Australian standards.
6. Ensure ongoing skills refreshers for staff and training in line with best practice.
7. Conduct a skills audit to determine required skills and equipment needed to provide/expand services.
8. Review asset and maintenance register.
9. Conduct monthly budget reviews – are we meeting our goals?
2026/27 Actions
1. Continued roll-out of traineeship and apprenticeship opportunities for local employees if feasible.
2. Trial use of CDP participants.
3. Purchase of plant and equipment in line with expansion of services.
4. Tender for local contracts as they arise.
5. Review relevant policies and safety documents to align with Australian standards.
6. Conduct a skills audit to determine required skills and equipment needed to provide services.
7. Review asset and maintenance register.
8. Conduct monthly budget reviews – are we meeting our goals?
Baru Security |Maintain accreditation and increase expertise to capitalise on current and future opportunities that arise in the local market
2023/24 Actions
1. Review of current systems to identify areas to streamline and/or create efficiencies.
2. Determine best approach to implement changes.
3. Ensure capacity and operational readiness by maintaining all accreditations and insurances.
4. Create relevant policies and safety documents to align with Australian standards and become eligible for large tenders/contracts.
5. Conduct monthly budget reviews – are we meeting our goals?
2024/25 Actions
1. Set goal for number of jobs annually or a profit goal.
2. Engage with community and stakeholders to identify needs and opportunities in communities.
3. Engage with local and Territory government and key businesses in area (bank, Rio, aboriginal enterprises etc) to identify possible tender opportunities and determine training and resourcing requirements to secure contracts.
4. Conduct a skills audit of existing staff to determine interest/ capacity to receive training and perform security roles.
5. Identify and apply for grants to receive training and/or security clearances for staff
6. Conduct monthly budget reviews – are we meeting our goals?
2025/26 Actions
1. Undertake training of staff.
2. Develop social media campaign to attract business for event security using trained staff.
3. Tender for contracts as they arise.
4. Investigate potential for security training to be available for CDP participants.
5. Conduct monthly budget reviews –are we meeting our goals?
2026/27 Actions
1. Ongoing engagement with local and Territory government and key businesses
2. If feasible, consider recruiting additional staff to create capacity in other areas of 1800MAREVA.
3. If feasible, expansion of operations to other parts of the region
4. Conduct monthly budget reviews – are we meeting our goals?
The Dog House & Sour As Salty Plums | Maintain accreditation and increase expertise to capitalise on current and future opportunities that arise in the local market.
2023/24 Actions
1. Determine annual revenue goals for Sour As Salty Plums
2. Ensure website development has been finalised and online sales process is foolproof.
3. Ensure ongoing compliance with all regulations.
4. Trial Dog House van for hire at events.
2024/25 Actions
1. Develop marketing strategy to increase demand locally (e.g. small packets for guests at Walkabout or at markets)
2. Increase online presence by paying google or undertake Facebook targeting.
3. Investigate and trial setting up Dog House at the airport during peak periods with limited menu.
4. Determine rates and desired profit margin to assess feasibility of Dog House at airport.
5. Determine required skills and equipment needed to provided services.
6. Determine number of staff required. How can existing staff be used?
2025/26 Actions
1. If feasible, enter into contract with NCL for long-term agreement for Dog House at airport.
2. Set monthly/annual sales goals.
3. Ensure capacity for ongoing staffing of Dog House.
4. Identify opportunities and special events to cater (volleyball, school fete, GARMA, football etc)
5. Determine threshold points for jobs, profitability that would allow for expansion.
2026/27 Actions
1. Undertake scoping and research to identify locally sourced produce and/or native fruits tobe packaged andsold through business (Kakadu plum etc)
2. Develop marketing strategy to sell products to tourists (tour companies or Walkabout)
3. Identify and develop relationships with businesses to sell cross region (ALPA, Banu Banu etc)
4. Investigate opportunity to incorporate elements of Dog House into CPD program – hospitality training.
5. Undertake assessment of business to determine whether it may be option for future sale
1. Review of current systems to identify areas to streamline and/or create efficiencies
2. Determine best approach to implement changes.
3. Develop online version of Advocate to move away from paper edition.
4. Determine strict monthly budget to limit losses while rebranding.
5. Regular budget reviews – are we meeting our goals? Is profitability improving with changes?
1. Investigate potential for school students to participate in contributing to each edition.
2. Undertake surveys of existing and potential readers to identify needs.
3. Numerically, determine the value for readers and advertisers.
4. Develop mechanism to determine readership satisfaction and advertising impact.
5. Identify and recruit writers or contributors from across region for each addition
6. Increase partnerships with local businesses.
7. Identify tourism businesses and peak bodies to provide copies and increase exposure
1. Investigate funding opportunities to create a traineeship position to undertake administrative, journalism, editorial etc duties.
2. Developing revenue/profit goals and initiatives to achieve them.
3. Identify journalism and other related awards to enter.
4. Investigate other material for inclusion or other uses for the Advocate.
5. Could services be easily expanded to include social media support etc
Top End Tahitian | Rollout range of new products and services to ensure profitability by 2024/25 and increase in revenue by 10% per annum thereafter.
2023/24 Actions
2024/25 Actions
1. Work with Garma organisers to identify opportunities for additional services at the event and develop agreement to trial new products/services.
2. Undertake trial of new products/services at Garma.
3. If feasible, secure annual/long-term contract to provide services at Garma.
4. Develop mobilisation and staging plans to deliver services at Garma.
5. Undertake feasibility study for cultural tours including:
a. potential scope of services
b. rates and desired profit margin p/h.
c. required skills and training needed to provided services.
d. number of staff required. How can existing staff be used?
e. required equipment to deliver service.
f. projected annual revenue.
g. how to fill positions – housing, FIFO, local hire.
h. triggers to justify growth/expansion.
i. level of investment required.
2025/26 Actions
1. If feasible, determine the scope of services to trial tourism operations.
2. Approach Tourism NT, DEAL for assistance to develop product.
3. Work to obtain required licencing, accreditation, and insurances.
4. Seek finance to purchase equipment.
5. Approach Aboriginal Corps for relevant permissions, and assistance to develop product and/or potential partnership.
2026/27 Actions
1. Investigate opportunities for traineeship program toassist with local employment of staff
2. Engage with local and Territory government and key businesses in area to identify opportunities to improve and/or expand services in region.
3. Identify and apply for grants to expand operations and/or receive training.
HOW CAN WE ADD FURTHER VALUE TO THE COMMUNITY?
Part of 1800MAREVA’s success has been its ability to identify opportunities and utilise innovative solutions to develop ideas into a reality. Our goal is to continue to do this into the future. For this to happen, we plan to ensure we have the capacity to take on new projects.
Into the future, 1800MAREVA will continue to focus on providing direct services, such as Golbuy Transport, Buff Club, and the Arnhem Landscaper to the East Arnhem community. However, Nhulunbuy’s transition from a mining town offers plenty of opportunity for entrepreneurial enterprises, such as 1800MAREVA, seeking to expand operations that support emerging markets in the region.
While 1800MAREVA will continue to closely watch Nhulunbuy’s transition for opportunities that align with our values and business objectives, we realise it’s not always possible to go for it alone. As a result, 1800MAREVA is interested in developing partnerships with enterprises with similar interests and values to deliver the following outcomes:
● Ensure the ongoing development, support, and retention of 1800MAREVA staff in the delivery of quality services to the community.
● Provide greater services, as well as greater employment and training opportunities for Yolngu across the region.
● Support the East Arnhem region to prosper beyond mining operations on the Gove Peninsula.
● Develop training, life education, work-ready and business development programs across the region.
● The establishment of a multi-purpose space for the benefit of local enterprises and the community.
● Strengthen partnerships with local businesses to provide mutually beneficial outcomes.
● Identify and deliver outcomes that benefit social and economic benefit to the region.
If you would like to learn more about how 1800MAREVA could partner with your enterprise, we would be interested to hear from you.
Contact mareva@1800mareva.com.au for more information.