Local Implementation Plan - Beagle Bay

  1. Introduction
  2. How this Plan was Developed
  3. Local Implementation Plans - An Iterative Process
  4. Keeping Track of the Plan
  5. Building Block Priorities
  6. Glossary
  7. List of Attachments

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Introduction

The Governments of Australia and Western Australia, working as one, are committed to closing the gap in the unacceptably high level of disadvantage experienced by Indigenous Australians. In particular, it acknowledges the additional challenges faced by Indigenous people living in remote areas.

Recognizing these challenges, governments through the Council of Australian Governments (COAG) agreed to the Remote Service Delivery National Partnership (RSD NP) to build the capacities of both government and communities to engage with each other and agree on services appropriate to the needs and aspirations of Indigenous people.

The Beagle Bay community has been chosen as one of 29 priority locations across Australia to participate in implementing the reforms envisaged in the RSD NP. For the Beagle Bay community this will:

  • Improve access to a full range of suitable and culturally inclusive services
  • Raise the standards and range of services to be broadly consistent with similar sized and located communities
  • Improve the level of governance and leadership
  • Provide simpler access to better coordinated government services
  • Increase economic and social participation wherever possible and promote personal responsibility

The development of Local Implementation Plans, agreed between governments and the Beagle Bay community, which reflect the priorities of the community, is an essential element of the RSD NP reforms.

To achieve the objectives set out above and to ensure that the planning and delivery of government services in the Beagle Bay community runs smoothly, reforms in the way governments work with each other and conduct its business with communities is also essential.

To this end, a Local Operations Centre (LOC) has been established in Beagle Bay as the main point of contact for all government business in the community. The Local Operations Centre is staffed a Local Area Coordinator (LAC) and Indigenous Engagement Officers (IEO) who have a key role in the design and facilitation of community engagement and in identifying priorities for inclusion in the Local Implementation Plan.

At the regional level, the Kimberley Regional Operations Centre (ROC) located in Broome supports the Local Operations Centre and provides general oversight and direction for Remote Service Delivery in the Kimberley.

At the State level, the Department of Indigenous Affairs’ (DIA) Director General, as the State Coordinator General for Remote Indigenous Services, works with the State Operations Committee, jointly convened with the Commonwealth Department of Family, Housing, Community Services and Indigenous Affairs’ (FaHCSIA) State Manager, to monitor overall progress, address barriers in and between agencies and ensure that commitments in the LIPs are delivered.

At the national level, the Office of the Coordinator General for Remote Indigenous Services assesses progress and advises governments where there are gaps or slow progress or where improvements need to be made to ensure governments meet their commitments under the RSD NP.

The RSD NP does not stand on its own. As part of a larger COAG Indigenous Reform, it relies on the application of Indigenous specific and mainstream National Agreements and National Partnerships1 in the priority locations. Its success also depends on the effective delivery of Commonwealth, State and Local government services in the priority RSD location.

  1. The National Agreements are: National Indigenous Reform Agreement, National Education Agreement, National Agreement for Skills and Workforce Development, National Healthcare Agreement, National Affordable Housing Agreement, and National Disability Agreement.
    The key Indigenous specific National Partnerships are on: Indigenous Economic Participation, Indigenous Early Childhood Development, Indigenous Health Outcomes, and Remote Indigenous Housing.
    Mainstream National Partnerships contributing to the Remote Service Delivery NP are: Early Childhood Education, Literacy and Numeracy, Improving Teacher Quality, Social Housing, Homelessness, and Low Socio-Economic Schools Communities.
    Details of each agreement are available from the COAG website

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How this plan was developed

“Time for change now, we can’t miss this”
Stephen Victor – Traditional Owner

Beagle Bay has been without a community council since 2004. This has provided the ROC with space to begin a new approach. The new approach was presented to the community, highlighting a whole-of-community input and feedback of information with the government. The COAG Remote Service Delivery National Partnership Agreement is understood by the community to include them as the starting place for solutions and actions for each of the building blocks.

Existing governance structures within the community were targeted to begin the new approach process. The School Board, the Health Committee, the Women’s Group and Traditional Owners were the first to be engaged. The LOC used many different ways to get the community involved. Community workshops, power point presentations, community surveys carried out by community volunteers, flyers, one-on-one formal and informal discussions and a workshop with the high school students were strategies used at different times. This approach allowed more and more information to be added to the LIPs. It was obvious from participation by the high school students that they wanted their views and issues to be included in LIP. The community showed their understanding and energy for the process by completing evaluation forms and continuing to attend feedback workshops. This clarifies and confirms the information in the LIPs as true and accurate.

Community members discussed their issues guided by the building blocks and LAC coordination. It became clear that the existing governance structures were already formed around major areas of concern which were consistent with the COAG building blocks. For community members, supporting their governance structures in becoming building block focus groups was a natural progression. It is clear the community understands and owns their problems and suggested solutions.

The community match of building blocks and focus groups now includes,

  • Health and the Beagle Bay Health Committee;
  • Schooling and the Beagle Bay School Board;
  • Early Childhood and a combination of the Women’s Group, local staff from child care providers Jalygurr Guwan Aboriginal Corporation, parents and early childhood school staff; and
  • Safe Communities and a combination of Nyul Nyul Traditional Owners, Women’s Group, youth, Elders and rangers.

The community did not stop there however, and were keen to add that other interested community members could be included in specific focus groups.

Encouraging and supporting the focus groups to be dynamic and motivated will continue through the LOC to make sure the LIP reflects the views and aspirations of the community. Education and awareness of the COAG and agency processes has also continued to grow with community representatives attending the Round Table meetings. The ROC committed to explaining and involving the community at each step and community response and commitment has been the result.

We can’t keep coming second all the time
Paul Cox - Community Elder

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Local Implementation Planning: An Iterative Process

This Local Implementation Plan for Beagle Bay Community is a living document, and is to be considered as the initial step in a continuing iterative planning and implementation process.

The Beagle Bay Community determined the priority targets for the LIP. It decided to focus on only 4 building blocks, representing the main issues of importance to the community.

Actions presented in this LIP are classified into three:

Actions that have been agreed and where action has commenced are designated as green. Actions that have been agreed and where action has commenced are designated as green.

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber.

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue

The following diagram reflects the approach and identifies the iterative nature of the process.

Local Implementation Planning: Iterative Process

Each identified action in the Local Implementation Plan will generate a measurable project plan, including timelines, identify lead agencies and outline an engagement process. The evaluation points will be clearly identified.

Where a specific commitment has been made, the project plan will reflect milestones, expected expenditure pattern and evaluation points.

Where the agreement is for future action (including business planning, systemic reform and strategic investigations) again milestones will be identified and a timeline clearly articulated for action.

Where the action identified is for future consideration, the project plan will identify the parties to enter negotiation, the timeline for a decision (or way forward) and the alternative measures to be taken.

The development of these project plans will be completed in partnership, using the established governance arrangements already utilized in the development of that component of the plan.

Progress will be measured monthly, both through situation reporting (presented to the State Operations Committee and communicated to the community reference groups.

Where community consideration of additional building blocks is required, (in the case of Beagle Bay these include Culture, Land and Language) the established governance arrangements will form the basis for initial discussion (with the establishment of additional reference groups where required being facilitated by intensive community consultations).

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Keeping Track of the Plan

The progress of the Plan will be monitored through the Regional Operations Centre, the Local Area Co-ordinator and the Indigenous Engagement Officers in partnership with the Beagle Bay Focus Groups. The Beagle Bay Focus Groups will decide how often meetings are needed to ensure that information is shared, new priorities and projects are included, and how to overcome any blocks in progressing towards the COAG targets.

The next stages to implement the Plan will include;

  • scoping each project and activity to define boundaries,
  • form project teams that include community members and service providers,
  • secure commitment from all parties,
  • ensure that existing programs and agency activities are included rather than duplicated,
  • agree actions and responsibilities,
  • plan to avoid and manage risk,
  • set out realistic time frames and;
  • define how the COAG Closing the Gap outcomes will be achieved and measured.

The Baseline Mapping Community Profiles will be fundamental in measuring changes in the community. Project outcomes will also be measured in the terms outlined in the National Indigenous Reform Agreement (Closing the Gap). For example under the Schooling Building Block one desired outcome is that ‘Schooling promotes social inclusion and reduces the educational disadvantage of Indigenous children’.

Baseline measures and community knowledge will need to be used together so measurements remain relevant. The community is likely to have its own ideas about how change can and should be measured. It is important that local culture is a strong element in the design, implementation and maintenance of each project and that measuring results is developed in partnership with communities.

Governments also have reacted to the priorities expressed in the Plan and have their own on-going methods to measure progress towards targets. The way that agencies measure outcomes, (e.g. literacy and numeracy in education) are also obvious measures to be included in assessing progress towards closing gaps.

Collectively these indicators of change will be used to demonstrate the effectiveness of the Closing the Gap strategies in a transparent way.

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Building Block Priorities

Early Childhood buidling Block

Early Childhood: the best start to life

For an equal start in life, Indigenous children need early learning, development and socialisation opportunities. Access to quality early childhood education and care services, including pre-school, playgroups, child care and family support services such as parenting programs and supports, is critical. Opportunities for parental engagement, a sustainable early childhood education and health workforce as well as facilities and physical infrastructure are required. Action in the areas of maternal, antenatal and early childhood health is relevant to addressing the child mortality gap and to early childhood development.

"We want the young children of Beagle Bay and its outstations to have a strong sense of identity. We want them to know they are "young, black and deadly" and to have dreams to aim for and look forward to. We want them to learn about their culture at school and at home and to be proud of it. To achieve this we want them to be:

  • educated to year 12
  • healthy and safe from an early age
  • confident from a young age
  • respectful of themselves, their parents and teachers
  • high achievers; and
  • become positive role models."

Local Priorities and Actions

Establish an early childhood leadership group to present early childhood needs to responsible agencies and investigate expansion of existing early childhood activities and provision of appropriate early childhood facilities for Beagle Bay

Actions that have been agreed and where action has commenced are designated as green Identify potential funding sources for new activities and to establish a new early childhood facility for Beagle Bay

Actions that have been agreed and where action has commenced are designated as green Establish an early childhood leadership group/interim governance

Actions that have been agreed and where action has commenced are designated as green All agencies will respond to the early childhood leadership group on request

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Community to participate in survey and planning processes

Actions that have been agreed and where action has commenced are designated as green Establish and Early Childhood Focus Group

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Drop in Centre for youth

Educate parents about importance of their children participating in early childhood programs and learning activities and about meeting early childhood development milestones.

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber LOC will work with the early childhood leadership group to identify programs and resources to enhance parenting skills and promote parent participation in early childhood activities

Actions that have been agreed and where action has commenced are designated as green FaHCSIA funding for a Locational Supported Playgroup (LSP) for the 0-3 children for 2 years

Actions that have been agreed and where action has commenced are designated as green FaHCSIA funding to upgrade the current Women’s Centre so the 0-3 playgroup can operate from the centre

Actions that have been agreed and where action has commenced are designated as green FaHCSIA funding for an Indigenous Parent Support Services for 1.5 positions over 2 years to provide support to parents and assist in the coordination of services

Actions that have been agreed and where action has commenced are designated as green DEEWR funding through the mobile playgroup to assist to pay the two playgroup leaders until the LSP funding is provided

Actions that have been agreed and where action has commenced are designated as green DEEWR providing funding and information on Parents As Learners Program

Actions that have been agreed and where action has commenced are designated as green Sacred Heart School to provide a place for the playgroup to operate until the women’s centre is completed (12 weeks)

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Early childhood leadership group to identify programs and resources to enhance parenting skills and promote parent participation in early childhood activities

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Continue the 0-3 program and consider strategies for encouraging young mothers to stay and be involved in the activities

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Identify role models on parenting from within the community

Maximise school attendance and school readiness to make sure kids have the best opportunity to acquire skills for learning and living (The following actions are also listed under the Schooling Building Block)

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop a youth/school worker liaison role/position to focus on school readiness, liaison with families and community, and provision of afterhours youth activities.

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Establish a young mother’s/early childhood group to teach young mothers about caring for children

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop a 3 year old kindergarten program and early childhood centre for day care and mother’s group or other opportunities

Provide a complete 0-3 year olds and young parents program implemented in two stages:

Short to medium term (up to 2 years):

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber As part of a school readiness program a Local Support Program will provide funding to establish 0-3 early playgroup, daycare, mother’s group to engage parents in an interim refurbished childhood centre (at the women’s centre)

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Establish a Parents as Learners Program (under PACE)

Medium to long term

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Examine a proposal to develop a purpose built facility for an integrated early childhood/early learning centren

Actions that have been agreed and where action has commenced are designated as green Pre-schooling for children who are turning four will be provided under the National Partnership for Universal Access (lifting access from 11 to 15 hours per week) at the school.

See Attachment A – Table 1 for more detailed information on these priorities.

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Schooling Building Block

Schooling: learning for life

Education is key to future opportunities. Responsive schooling requires investments in infrastructure, workforce, and curriculum. The focus is on student literacy and numeracy achievement, opportunities for parental engagement, and school/community partnerships. Transition pathways into schooling and into work, post school education and training are also important.

"We want Beagle Bay children to be proud of who they are and where they come from. We want Beagle Bay children to:

  • attend school regularly in a safe and harmonious school community;
  • acquire the highest possible level of literacy and numeracy;
  • be ready and keen to attend school from a young age;
  • to be healthy in body, mind, culture and spirit and confident to move into the wider community
  • be prepared for jobs and a bright future after school;
  • be prepared to be future leaders
  • develop an attitude of lifelong learning;
  • be respected, responsible, loving, caring and tolerant people"

Local Priorities and Actions

Maximize school attendance and school readiness to make sure kids have the best opportunity to acquire skills for learning and living

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop a youth/school worker liaison role/position to focus on school readiness, liaison with families and community, and provision of afterhours youth activities.

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Establish a young mother’s/early childhood group to teach young mothers about caring for children

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop a 3 year old kindergarten program and early childhood centre for day care and mother’s group or other opportunities

Provide a complete 0-3 year olds and young parents program implemented in two stages:

Short to medium term (up to 2 years):

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber As part of a school readiness program a Local Support Program will provide funding to establish 0-3 early playgroup, daycare, mother’s group to engage parents in an interim refurbished childhood centre (at the women’s centre)

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amberEstablish a Parents as Learners Program (under PACE)

Medium to long term:

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Examine a proposal to develop a purpose built facility for an integrated early childhood/early learning centre

Actions that have been agreed and where action has commenced are designated as green Pre-schooling for children who are turning four will be provided under the National Partnership for Universal Access (lifting access from 11 to 15 hours per week) at the school.

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber CEO and school to publish targets and report to the community and parents on school attendance at Sacred Heart School.

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Provide vocational training pathways from school, including access to vocational training in schools and Kimberley TAFE subject to ongoing funding

Actions that have been agreed and where action has commenced are designated as green Provide a school bus service, including outstations

Actions that have been agreed and where action has commenced are designated as green Deliver an awards program for families and students

Student Health and Wellbeing Actions

Actions that have been agreed and where action has commenced are designated as green School will host the breakfast program when the women’s centre is being refurbished

Actions that have been agreed and where action has commenced are designated as green School lunches program to be continued and strengthened using shop (adjacent to school)

Actions that have been agreed and where action has commenced are designated as green Ensure the delivery of regular child health checks through the local health clinic

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Effective delivery of Bluearth program (supports students to develop strategies to deal with anger and conflict)

Actions that have been agreed and where action has commenced are designated as green Pastoral support to students be provided by Parish Priest

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Family Life Education (FLE) program to be reintroduced

The Council/Roundtable will:

Actions that have been agreed and where action has commenced are designated as green Help approvals for the interim early childhood centre at the women’s centre.

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Engage with a planning/feasibility study over the long term for a purpose built facility

The community will:

Actions that have been agreed and where action has commenced are designated as green Community people will work in or train to work in the early childhood centre

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Provide community/school liaison person

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Ensure women who send their kids stay and participate in the young mothers’ group

Actions that have been agreed and where action has commenced are designated as green Actively establish playgroups and activities for the Centre

Actions that have been agreed and where action has commenced are designated as green Continue the delivery of a breakfast club

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Ensure children are at school

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Agree on targets for school attendance and help to implement school attendance targets

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Parents will ensure: children are ready for school; children will have a good night’s sleep; and provide a healthy dinner and breakfast

Actions that have been agreed and where action has commenced are designated as green Red Cross and KRCI will continue with provision of breakfast program

Increase parents’ involvement in the education of their children and in school and community learning activities

Actions that have been agreed and where action has commenced are designated as green Improve parenting and making better teachers in the home

Actions that have been agreed and where action has commenced are designated as green Parents as Learners Program to be rolled out in Beagle Bay as a partnership between Beagle Bay, the school and Napranum

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Indigenous Parenting Support Service program funding to provide 1.5 positions to focus on parenting, child health, early learning and school readiness

The school will:

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Plan and host events to build community relations, eg market nights, adult learning events such as computer nights and internet café,

Actions that have been agreed and where action has commenced are designated as green Establish family connections through home and classroom visits.

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Conduct parent awareness evenings/information evenings about otitis media, reading to kids, role modelling, early childhood development and parenting awareness

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Involve parents in school/student activities

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Organise library nights and fun games

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Parents will support school celebrations, events and weekly assemblies

Obtain more resources for the school and in the community so there can be activities to strengthen engagement and relationships between the school, kids, parents and the community.

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop a cultural program within the school with three main elements: Aboriginal studies program for school; cultural awareness training for staff; and cultural events

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Elders, parents and other members of the community to support cultural program

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Consult with Kimberley Aboriginal Law and Cultural Centre and Kimberley Languages Resource Centre for assistance with resources if required

Improve education standards and achieve quality schooling outcomes of young people

Actions that have been agreed and where action has commenced are designated as green DEEWR to appoint a level 3 literacy coordinator to implement a whole school approach to literacy, using the Kimberley literacy profiling tool

Actions that have been agreed and where action has commenced are designated as green Increased resourcing through reading recovery

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Provide access to school based trade training

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Vocational training in school provided in conjunction with Kimberley TAFE

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Kimberley Success Zone to promote teaching and schooling best practice

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Additional intensified literacy support with regional office consultants to visit on a planned cycle

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Increased access to school based trade training to be developed

Explore Homework and tutoring centre after hours for children subject to additional funding and community support:

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amberInvolve parents in their children’s homework

Actions that have been agreed and where action has commenced are designated as green Provide individual student learning plans,

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Provide Books in Homes program and home work to be utilised more effectively for at home learning

Actions that have been agreed and where action has commenced are designated as green CEO will investigate resourcing for study centre to have someone to supervise

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Identify community members who have the capacity and relevant skills to supervise a homework centre

Improve post school and adult education opportunities

Actions that have been agreed and where action has commenced are designated as green Provide training facility under the Community Action Plan

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Provide vocational training pathways from school, including access to vocational training in schools and Kimberley TAFE

Actions that have been agreed and where action has commenced are designated as green Provide regional CDEP training and pathways to employment

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Discuss and document desired community outcomes and commitments

See Attachment A – Table 2 for more detailed information on these priorities

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Health Building Block

Health: lifelong health

Access to effective, comprehensive primary and preventative health care is essential to improving health and life expectancy, and reducing early mortality caused by chronic disease. Closing the Indigenous health gap requires a concerted effort in the prevention, management and treatment of chronic disease. Indigenous children and their parents need access to programs and services that promote healthy lifestyles. All health services play an important role in providing Indigenous people with access to effective health care.

Local Priorities and Actions

Coordination of appropriate health services delivered in/into Beagle Bay to better meet the needs of the Beagle Bay and surrounding Communities.

Actions that have been agreed and where action has commenced are designated as green Complete the comprehensive mapping of current health services and programs provided in or to Beagle Bay, and provide this information to the Beagle Bay Health Committee.

Actions that have been agreed and where action has commenced are designated as green Facilitated discussions with the Beagle Bay Community and Beagle Bay Health Committee and between services and Beagle Bay Health Committee

Actions that have been agreed and where action has commenced are designated as green KAMSC has begun scoping work for clinic and staff housing and provided information to the DoHA Complete a scoping exercise to determine the current and future infrastructure needs related to the current clinic and visiting services

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Complete a scoping exercise to determine the current and future infrastructure needs related to the current clinic and visiting services

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop a detailed project plan to implement strategies and seek resourcing and funding required for infrastructure and staff accommodation needs

Actions that have been agreed and where action has commenced are designated as green Continue support to the establishment and operations of the Beagle Bay Health Committee

Actions that have been agreed and where action has commenced are designated as green Develop strategies for supporting the local decision making, direction setting, evaluation role of the Beagle Bay Health Committee

Actions that have been agreed and where action has commenced are designated as green DoHA Funding for KAMSC to review and strengthen governance $30,000.00

Actions that have been agreed and where action has commenced are designated as green DoHA COAG funding to ensure health service providers have access to relevant and appropriate information to improve decision making processes and inform clinical management decisions for Aboriginal and Torres Strait Islander People

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Establish a strategic document that describes the strategies to be undertaken to continue to support and strengthen the role of local Beagle Bay Health Governance

Actions that have been agreed and where action has commenced are designated as green DoHA funding to KAMSC to trial a central health planning and coordination role for Kimberley Regional Aboriginal Health Planning Forum- “Kimberley Aboriginal Health Planning and Coordination Pilot Project” $50,000

Actions that have been agreed and where action has commenced are designated as green DoHA funding for a State-wide COAG coordination role at AHCWA- COAG coordination and support to ACCHO’s(including KAMSC)- $83,170

Actions that have been agreed and where action has commenced are designated as green DoHA COAG measure to expand the Medical Specialist Outreach Assistance Program and creation of flexible funds pools to specialists for Indigenous Australians (National budget $70,780,000.00)

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Establish a health services coordinator in Beagle Bay to develop a Beagle Bay health services communication and coordination strategy

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Work with KAMSC to develop strategies to enable more in home based health care

Actions that have been agreed and where action has commenced are designated as green Discuss with other Dampier Peninsula Communities, Government agencies and service providers to canvass needs and solution options

Actions that have been agreed and where action has commenced are designated as green Emergency transportation, a new Beagle Bay 4WD Ambulance. ROC initiated- DoHA funding received by KAMSC June 2010

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Undertake the development of a transport strategy and its implementation plan to improve physical access to health services

Comprehensive Disease Prevention and Wellness Promotion Strategies

Actions that have been agreed and where action has commenced are designated as green DoHA COAG funding for Indigenous Health Project Officer Positions for the Kimberley Division of General Practice and AHCWA- $256,500.00

Actions that have been agreed and where action has commenced are designated as green DoHA COAG funding for a State-wide Practice Manager role to support ACCHOs (KAMSC included )

Actions that have been agreed and where action has commenced are designated as green DoHA COAG funding for 4 x FTE to West Kimberley through KAMSC for Regional Tobacco Coordination and Action and Healthy Lifestyle Workers approx $500,000.00. DoHA COAG measures will also include training for Chronic Disease Self Management

Actions that have been agreed and where action has commenced are designated as green DoHA COAG measure to undertake market research and local campaigns to promote health and wellbeing (National funding of $22,700,000.00)

Actions that have been agreed and where action has commenced are designated as green Scoping exercise to determine the current and future infrastructure needs related to the current sporting and recreational facilities

Actions that have been agreed and where action has commenced are designated as green Complete a comprehensive mapping of sporting and recreational activities and provide this information to the Beagle Bay Health Committee

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop an implementation plan to commence addressing the infrastructure and equipment needs

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop strategies to address transport and accessibility to sporting and recreational activity/facilities in Beagle Bay, Dampier Peninsula and Kimberley Hub towns

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Create an Activity Coordinator position to work with the Beagle Bay Health Committee to develop and manage a Healthy Activity Strategy for Beagle Bay aimed at improving uptake and access

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber DEEWR to support a feasibility study into sustainable food security at the Beagle Bay Store

Actions that have been agreed and where action has commenced are designated as green Complete a food security plan for Beagle Bay that addresses both the demand and supply of healthy foods in Beagle Bay

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Ensure that the Beagle Bay Health Committee has oversight of Beagle Bay food security plan

Implementation of Child and Infant Health focused services and programs permanently based in Beagle Bay

Actions that have been agreed and where action has commenced are designated as green DoHA formally invite KAMSC to apply for New Directions (healthy mothers and babies program) funding

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Establish a meeting between the Beagle Bay Community and the Liliwan FAS/D project in Fitzroy Crossing

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop a strategy that addresses FAS/D awareness and prevention as well as implementing programs for support and treatment

Actions that have been agreed and where action has commenced are designated as green Complete the mapping of existing 0-5 programs currently funded by State, Commonwealth and Private sector available in or to Beagle Bay

Actions that have been agreed and where action has commenced are designated as green DoHA formally invite KAMSC to apply for New Directions (healthy mothers and babies program) funding

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Assist the Beagle Bay clinic with further project planning for infant health services/program gaps, this plan

Actions that have been agreed and where action has commenced are designated as green Complete the mapping of existing parenting support programs currently funded by State, Commonwealth and Private sector available in or to Beagle Bay

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Assist the Beagle Bay with developing project plans aimed at procuring funding/resources or development of applications for existing healthy activity and parenting support programs

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Address the staff housing and other associated on-costs associated with implementing programs with FTE component

Actions that have been agreed and where action has commenced are designated as green Complete mapping health/education service partnerships, current and identification of potentials

Actions that have been agreed and where action has commenced are designated as green Commenced ROC facilitated discussions between schooling and health services and Beagle Bay Health Committee

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop strategies to support relationships and partnerships pertaining to health education in conjunction with the School, Beagle Bay Clinic and Beagle Bay Health/Schooling Committees

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Develop a project plan to support the sustainability of strategies and seek funding and resources required to permanently support the strategies

Development and implementation of an appropriate and accessible, well planned and coordinated Social and Emotional Wellbeing Plan

Actions that have been agreed and where action has commenced are designated as green Comprehensive mapping of social and emotional wellbeing services available in or to the Beagle Bay Community and provide this information to the Beagle Bay Health Committee

Actions that have been agreed and where action has commenced are designated as green Commenced ROC facilitated discussions between services and Government departments and Beagle Bay Health Committee

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Undertake a scoping exercise to determine the current and future infrastructure needs related to the social and emotional wellbeing services

Actions that have been agreed and where action has commenced are designated as green Discussions with current service providers and Government Departments

Actions that have been agreed and where action has commenced are designated as green DoHA funding for Milliya Rumurra Drug and Alcohol Treatment Service to undertake network meeting to develop better services (including to Beagle Bay) $40,000

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Establish a comprehensive social and emotional wellbeing plan for Beagle Bay that will include developing strategy documents and project plans to seek resources as required with the Beagle Bay Health Committee

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Revision of funding requirements and resource allocation to implement projects to be considered

Strategies that will address the Environmental Health issues and gaps as relating to the Beagle Bay Health Committee focus.

Actions that have been agreed and where action has commenced are designated as green Complete mapping of all environmental health programs existing and funded into Beagle Bay by all levels of Government and private sector

Actions that have been agreed and where action has commenced are designated as green Commenced ROC facilitated discussions between environmental health services and Beagle Bay Health Committee

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop strategies to address Beagle Bay environmental health needs, establish a project plan to implement strategies

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Establish an environmental health training program for Beagle Bay Community

Establishment of a comprehensive Aged Care plan in further improve aged care policy, program, service delivery gaps and Community issues.

Actions that have been agreed and where action has commenced are designated as green Comprehensive mapping of current aged care infrastructures, services and programs existing in or to Beagle Bay population, and provide this information to the Beagle Bay Health Committee

Actions that have been agreed and where action has commenced are designated as green Commenced ROC facilitated discussions between Aged Care services and Beagle Bay Health Committee

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop an Aged Care services and facilities strategic document that further describes the Beagle Bay Community needs for aged care in Beagle Bay

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Develop a project plan that sets out implementation of strategies, including receipt of resources and funding for aged care plan, to encompass the operational, resource, staff costs, infrastructure and staff accommodation needs

Development and implementation of an appropriate, well resourced, Oral Health Program.

Actions that have been agreed and where action has commenced are designated as green Complete mapping of all current dental and oral health programs and services existing and available to Beagle Bay Community and providing this information to the Beagle Bay Health Committee

Actions that have been agreed and where action has commenced are designated as green Facilitate oral and dental health discussions with Beagle Bay Community and Beagle Bay Health Committee

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop a Beagle Bay Oral Health Program

Strategies that will address Beagle Bay Community members Renal Dialysis needs in Beagle Bay Community and outside of Community

Actions that have been agreed and where action has commenced are designated as green Complete mapping of all renal services, programs available to or in the Beagle Bay Community

Actions that have been agreed and where action has commenced are designated as green Continue renal health discussions with the Beagle Bay Community and Beagle Bay Health Committee

Actions that have been agreed and where action has commenced are designated as green Facilitate renal health discussions between the Beagle Bay Community, Health Committee, Government and service providers

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop strategies that can be implemented to address gaps and needs relating to renal dialysis in the Beagle Bay Community

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop strategies that can be implemented to address gaps and needs relating to renal dialysis for the Beagle Bay Community members receiving care outside of Beagle Bay

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Complete a project plan to enable implementation and on-going support of strategies

Development of a Beagle Bay Family Health Plan that will focus on improving men’s health, women’s health, pre-natal, maternal/paternal health and childbirth outcomes.

Actions that have been agreed and where action has commenced are designated as green Complete mapping of existing men’s health services, programs and investments existing or available to Beagle Bay. Continue renal health discussions with the Beagle Bay Community and Beagle Bay Health Committee

Actions that have been agreed and where action has commenced are designated as green Facilitate Men’s health discussions between the Beagle Bay Community, Health Committee, Government and service providers

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop a Beagle Bay men’s health plan

Actions that have been agreed and where action has commenced are designated as green Complete mapping of existing women’s health services, programs and investments existing or available to Beagle Bay

Actions that have been agreed and where action has commenced are designated as green Facilitate Women’s health discussions between the Beagle Bay Community, Health Committee, Government and service providers

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop a Beagle Bay women’s health plan

Actions that have been agreed and where action has commenced are designated as green Complete mapping of existing pre-pregnancy, sexual health, pregnancy, maternal health and childbirth services, programs and investments existing or available to Beagle Bay

Actions that have been agreed and where action has commenced are designated as green Facilitate discussions between the Beagle Bay Community, Health Committee, Government and service providers

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop a Beagle Bay pre-pregnancy, sexual health, pregnancy, maternal health and childbirth plan

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Bring together the child health, men’s, women, pre-pregnancy, pregnancy and childbirth plans to develop a Beagle Bay whole of family health and wellness health plan

A sustainable health workforce for Beagle Bay

Actions that have been agreed and where action has commenced are designated as green Complete mapping of current and existing health training and career pathway for local Beagle Bay people

Actions that have been agreed and where action has commenced are designated as green DoHA COAG measure to undertake a national market research program, establish a public relations program and implement a campaign strategy aimed at generating interest and encouraging more health professionals to work in indigenous health (National budget of $7,150,000.00)

Actions that have been agreed and where action has commenced are designated as green DoHA COAG measure to build the Indigenous Health Workforce through training- including Nursing scholarships and supported clinical placements and training posts for GP’s and Nurses (National budget of $17,740,000.00)

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Address gaps and issues to develop a more sustainable and attractive health training and career pathway for local Beagle Bay people

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Develop a marketing and promotion strategies to assist with the recruitment and retention of appropriate health professionals to Beagle Bay

See Attachment A – Table 3 for more detailed information on these priorities

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Economic participation building block

Economic Participation: building wealthy communities

Indigenous families and communities should have the opportunity to benefit from the mainstream economy – real jobs, business opportunities, economic independence and wealth creation. Employment and training programs, incentive structures and social and physical infrastructure, including communications and transport, are needed to foster economic participation and community engagement. Access to land and native title assets, rights and interests can be leveraged to secure real and practical benefits for Indigenous people. The design and delivery of individual and community support (both transfer payments and services) needs to promote active engagement, enhanced capability and positive social norms.

It is planned that the LIP and priorities for this Building Block is developed in the second half of the 2010 calendar year.

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Healthy Homes Building Block

A healthy home is a fundamental precondition of a healthy population. Health living conditions must include adequate water and sewerage systems, waste collection, electricity, appropriate housing design and maintenance and sufficient number of houses. Children in particular need to live in accommodation that has good environmental health, provides space for study and is free of overcrowding.

It is planned that the LIP and priorities for this Building Block is developed in the second half of the 2010 calendar year.

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Safe communities building block

Safe Communities: keeping families safe

All Indigenous children, youth, women and men need to be safe from violence, abuse and neglect. Improving family and community safety is essential through child protection, law and justice responses (including accessible and effective policing and an accessible justice system), victim support (including safe houses and counselling services), and preventive approaches. Addressing related factors such as alcohol and substance abuse will be critical to improving both community safety and achieving improved health outcomes.

"In Beagle Bay what we a trying to achieve is to build a strong sense of community and belonging so that we are willing and we are supported to take responsibility for the safety and wellbeing of all of the people in Beagle Bay. We plan to do this by getting help for our problems and working together to solve issues."

Local Priorities and Agreed Actions

Routine and regular programs and activities that will keep young people from getting into trouble

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Funding for youth diversion programs to be provided by the Commonwealth Department of Attorney General.

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Information will be shared with the community through the LACs on:

  • Community night patrols and manuals
  • TV advertisements on community violence
  • Broome Shire programs for youth patrols
  • Respect Patrol Program

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Resources to strengthen Beagle Bay youth provided by the ROC

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Relocate a Be Active Officer to Beagle Bay - Garnduwa would request part time or full time sport and recreation officers - male and female. Full time sport and cultural coordinator to work in with the Be Active Officers and community based on the Peninsula – could also provide training to community members is accredited through TAFE.

Actions that have been agreed and where action has commenced are designated as green Funding for a Community Education and Training Officer provided by Kimberley TAFE

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Focus group discussions and documentation of community outcomes and commitments will be conducted

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Provide Transport to complement youth program activities

More information and programs on the justice system and improve police presence and relationships

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Dampier Peninsula Expo will be organized

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Information will be shared with the community through the LACs on:

  • Community night patrols and manuals
  • TV advertisements on community violence
  • Broome Shire programs for youth patrols
  • Respect Patrol Program

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Additional resources for TV advertisements from ROC

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Police and DFC to hold Separate Beagle Bay monthly interagency meetings planned in conjunction with the Local Operations Centre and consider MOU similar to Djarindjin

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber DFC to sit in on Beagle Bay Safe Community Group to promote family/child safety

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Focus group discussions and documentation of community outcomes and commitments will be conducted

Programs and resources to support and assist the community to strengthen their families and homes

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Develop a Dampier Peninsula Alcohol and Drugs Plan that will include provision of drug and alcohol curriculum to schools

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Assess the need for full-time drug and alcohol counselor. DAO will look for funding to provide increased alcohol and drugs services.

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber ROC will contribute resources to strengthen youth leadership

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Focus group discussions and documentation of community outcomes and commitments will be conducted

Programs and resources to make the community home safer

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber The ROC will carry out a safe community audit on the Peninsula including items such as infrastructure, vegetation and street lights and convene a meeting of responsible agencies to fix.

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber FESA will

  • Carry out an audit around the ability of communities to cope with cyclones - some information already exists
  • Continue to provide training to each community 2 times a year around cyclone awareness and tidy up
  • Work with local rangers to train people in emergency management - fire control
  • Include emergency management information in proposed Expo - train the local rangers in emergency management for them to present at the Expo
  • Arrange meeting with Rangers and other community reps to identify their emergency management needs and plans – include KRSP
  • Develop more suitable printed material & resources for communities. Good Fire Bad Fire program to be launched Broome/Peninsula end of June 2010

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Information on Mirrabooka & Balga Senior High School students will be shared with the community through the LAC

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Strong men’s and Women’s groups will be developed (LACs through Governance and Leadership building block).

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Provide road safety signs, footpath to school and school crossing.

Actions identified by the community requiring further consideration (to allow evaluation of impact, funding appropriation or policy reform) are designated as blue Explore possibility of CDO position to engage community on domestic violence

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Training for fitting child restraints in cars

Actions to be undertaken in the future to finalize commitments (for example where a specific business plan is necessary to ensure effective outcomes or systemic reform is proposed which requires multiple stakeholder agreements) are designated as amber Focus group discussions and documentation of community outcomes and commitments will be conducted

See Attachment A – Table 4 for more detailed information on these priorities

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Governance and Leadership building Block

Governance and Leadership: empowering communities

Strong leadership is needed to champion and create ownership of the Indigenous reform agenda. Effective governance arrangements in communities and organisations as well as strong engagement by governments at all levels are essential to long term sustainable outcomes. Indigenous people need to be engaged in the development of reforms that will impact on them. Improved access to capacity building in governance and leadership is needed in order for Indigenous people to play a greater role in exercising their rights and responsibilities as citizens.

It is planned that the LIP and priorities for this Building Block is developed in the second half of the 2010 calendar year. This will commence with a community “scenario planning” workshop Wednesday 7 July 2010 with significant community people and will involve exploring various governance models and options.

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Governance and Leadership building Block

Culture, Land and Language

Culture, land and culture shape the people and the community in which they live. The Beagle Bay community has included culture, land and culture as an essential building block for achieving the CLOSING THE GAP targets.

It is planned that the LIP and priorities for this Building Block is developed in the second half of the 2010 calendar year.

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Glossary

AHCWA
Aboriginal Health Council of WA
DCS
Western Australian Department of Corrective Services
DFC
Western Australian Government Department for Communities
DEEWR
Australian Government Department of Education, Employment and Workplace Relations
DIA
Western Australian Government Department of Indigenous Affairs
DoE
Western Australian Government Department of Education
DoH
Western Australian Government Department of Health
DoHA
Commonwealth Government Department of Health and Ageing
DTWD
Department of Training and Workforce Development
EON
Edge of Nowhere
FaHCSIA
Commonwealth Government Department of Families, Housing, Community Services and Indigenous Affairs
Garnduwa
Garnduwa Amboorny Wirnan Kimberley Sport and Recreation
KACS
Kimberley Aged and Community Services
KAMSC
Kimberley Aboriginal Medical Services Council
KDGP
Kimberley Division of General Practice
LAC
Local Area Coordinator
LOC
Local Operations Centre
MHC
Mental Health Commission of Western Australia
RFDS
Royal Flying Doctor Service
RIBS
Remote Indigenous Broadcasting Service
ROC
Regional Operations Centre
SDERA
School Drug Education and Road Aware
WACHS
Western Australian Country Health Service

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Attachment A – Table 1

Early Childhood builing block

EARLY CHILDHOOD: the best start to life

BACKGROUND

The National Early Childhood Development Agreement aims to “improve the early childhood outcomes of Indigenous children by addressing the high levels of disadvantage they currently experience to give them the best start in life.”

The National Partnership Agreement for Indigenous Childhood Development supports a suite of reforms designed to address the complex and interconnected challenges facing students in disadvantaged communities. The aim is to improve student engagement, educational attainment and well-being in participating schools, make inroads into the entrenched disadvantage, contribute to broader social and economic and objectives.

COAG's "CLOSING THE GAP" National Indigenous Reform Agreement targets for early childhood development are:

  • Halve the gap in mortality rates for Indigenous children under five within a decade;
  • Ensure all Indigenous four year olds have access to quality early childhood education within five years, including in remote areas.

GOVERNANCE AND PROCESS IN DEVELOPING EARLY CHILDHOOD LIP

Twelve community participants including the school Principal participated in the workshop to discuss how to give Beagle Bay kids the best possible start in life.

Having a 0-5 health program available within the community run by qualified Aboriginal Health Workers was seen as important to ensuring a good start for Beagle Bay children. This program would see the Health Workers making home visits and monitoring children's development closely with fortnightly visits from birth to three months of age and monthly visits up to age 5.

A program that could go into homes and allow Health Workers to connect with parents was seen as critical to providing support to young parents and identifying issues for early intervention. Such a program was also seen as a way of connecting with parents, educating them in parenting skills and providing referral pathways to health services.

Another strong concern was the need to support parents to develop parenting skills.

Priorities

The priorities identified by community members include:

  1. Establish an early childhood leadership group/interim governance committee. Investigate expansion of existing early childhood activities and provision of appropriate early childhood facilities,
  2. Educate parents about importance of their children meeting early childhood development milestones, and
  3. Maximise school attendance and school readiness.

FUTURE DIRECTION

Ensuring early childhood programs link in closely with schooling and early learning has been identified as an issue. The early childhood building block is intended to feed into the schooling, health and community safety building blocks in order to maximise schooling outcomes through early learning opportunities and school readiness, e.g. healthy children. School readiness through effective early childhood development is seen as a way to improve school attendance.

What we are trying to achieve

We want the young children of Beagle Bay and its outstations to have a strong sense of identity. We want them to know they are "young, black and deadly" and to have dreams to aim for and look forward to. We want them to learn about their culture at school and at home and to be proud of it.

To achieve this we want them to be:

  • educated to year 12
  • healthy and safe from an early age
  • confident from a young age
  • respectful of themselves, their parents and teachers
  • high achievers; and
  • be positive role models.

Priority 1

Establish an early childhood leadership group/interim governance committee to present early childhood needs to responsible agencies.

Investigate expansion of existing early childhood activities and provision of appropriate early childhood facilities for Beagle Bay.

Long term aim is for:

  • the group to run their own early learning centre.
  • the building to meet the requirements for licensing.
  • local Indigenous people will have the qualifications to run the centre
  • the centre will offer childcare so people can take up employment
  • the centre will be a viable enterprise and provide training and employment for local Indigenous people
 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS: Schooling
Lead and partners Actions Rationale Timeline Status

FAHCSIA

Beagle Bay Child-Care Centre

  • Identify potential funding sources for new activities and to establish a new early childhood facility for Beagle Bay
  • Establish an early childhood leadership group/interim governance Drop in centre for youth.
Proper facilities and leadership in early childhood is required for centres and agencies to achieve program outcomes. 2011 Agreed and commenced
Future consideration

FAHCSIA

DEEWR

Save the Children

Playgroup W. A.

Jalygurr

  • All agencies will respond to the early childhood leadership group on request.
Ongoing Agreed and commenced

Beagle Bay Child-Care Centre

  • Community to participate in survey and planning processes
Ongoing Agreed future action

 

Priority 2

Educate parents about importance of their children participating in early childhood programs and learning activities and about meeting early childhood development milestones.

 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS: Schooling, Health
Lead and partners Actions Rationale Timeline Status
LOC
  • Work with the early childhood leadership group to identify programs and resources to enhance parenting skills and promote parent participation in early childhood activities.
Engagement of parents through their own learning is a very important step in developing early childhood as an active part of community. 2010 Agreed future action
FaHCSIA
  • Approved funding for a Locational Supported Playgroup (LSP) for the 0-3 children for 2 years.
  • Continue the 0-3 program and consider strategies for encouraging young mothers to stay and be involved in the activities.

2010

2010

Agreed and commence
Agreed future action
  • Approve funding to upgrade the current Women’s Centre so the 0-3 playgroup can operate from the centre.
2010 Agreed and commence
  • Approved funding for an Indigenous Parent Support Services for 1.5 positions over 2 years to provide support to parents and assist in the coordination of services
  • Identify role models on parenting from within the community.
Information provided end of July 2010
Agreed future action
DEEWR
  • Provide funding through the mobile playgroup to assist to pay the two playgroup leaders until the LSP funding is provided.
  • DEEWR providing funding and information on Parents As Learners Program
20102011 Agreed and commence
WA EducationSacred Heart School
  • Provide a place for the playgroup to operate until the women’s centre is completed (12 weeks).
2010
School
  • Work with early childhood leadership group to identify programs and resources to enhance parenting skills and promote parent participation in early childhood activities.
2010 Agreed future action

 

Priority 3

Maximise school attendance and school readiness to make sure kids have the best opportunity to acquire skills for learning and living

 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS: Schooling
Lead and partners Actions Rationale Timeline Status

Commonwealth

FAHCSIA

WA Department of Sport and Recreation, other state agencies, DEEWR and Catholic Education Office

  • Explore opportunities to develop a youth/school worker liaison role/position with key functions, including:
    • Focus on school readiness, eg afterhours activity with children home at night, community safety;
    • Liaison with families and community on school readiness and attendance; and
    • Provision of afterhours youth activities.
School education and the efforts of teachers are more effective when parents and kids have been prepared for structured learning. 2011 Future consideration
FaHCSIA
  • Establish a young mother’s/early childhood group to teach young mothers about caring for children and develop a 3 year old kindergarten program and early childhood centre for day care and mother’s group or other opportunities.
Second half of 2010 Agreed and commence

DEEWR CEO

FAHCSIA

DOE

DOHA

  • A two stage process is required to provide a complete 0-3 year olds and young parents program
    • Short to medium term (up to 2 years)
      Local Support Program will provide funding to establish 0-3 early playgroup, day-care, mother’s group to engage parents in an interim refurbished childhood centre (at the women’s centre)/ as part of a school readiness program.
    • Establish a Parents as Learner’s program (under PACE)
    • Medium to long term
      Examine a proposal to develop a purpose built facility for an integrated early childhood/early learning centre
    • Children who are three turning four covered for pre-schooling under the National Partnership for Universal Access (lifting access from 11 to 15 hours per week) at the school.

Second half of 2010

2011

2010 and beyond 2011

2010

Future consideration

 

Agreed and commence

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Attachment A – Table2

schooling building block

SCHOOLING: learning for life

BACKGROUND

The National Education Agreement aims to promote social inclusion and reduce educational disadvantage especially for Indigenous students.

The Low Socio-economic Status School Communities National Partnership Agreement supports a suite of reforms designed to address the complex and interconnected challenges facing students in disadvantaged communities. The aim is to improve student engagement, educational attainment and well-being in participating schools, make inroads into the entrenched disadvantage, contribute to broader social and economic and objectives.

COAG's "CLOSING THE GAP" National Indigenous Reform Agreement targets for education are:

  • Halving the gap for Indigenous students in reading, writing and numeracy within a decade; and
  • Halving the gap for Indigenous students in 12 attainment or equivalent attainment rates by 2020.

GOVERNANCE AND PROCESS IN DEVELOPING SCHOOLING LIP

Community participants including the school principal and representatives of the Sacred Heart school board contributed to the consultations about the importance of quality education to the future of Beagle Bay children. The school board presented seven priorities it identifies as critical to achieving quality education outcomes. Already developed school plans have specified actions planned for in-school programs, which can be reinforced through the LIP development process. It was supported through the wider community for the school board to also act as the Schooling Building Block focus group for the continuation of the LIP process.

Community members agree schooling is critical to the future success of Beagle Bay children if there is to be a successful change from school to work and/or further study. School Board members have stated that in order to have better outcomes there is a need to improve attendance, educational outcomes in literacy and numeracy and actively engage parents in their children’s education. Community have also stated the importance for parents to take responsibility for their children’s education and that this can be done by making sure they go to school, have clothes for school and have money for lunch.

Anecdotal evidence suggests student attendance is noticeably lower on Mondays and Fridays. Community members believe this is linked to excessive and regular alcohol consumption and partying from Thursday through to the weekend by parents/caregivers and other family members who live in the family home. It is acknowledged this lifestyle affects the parent/caregiver’s ability to be responsible for their child/ren’s attendance and their own participation in their child/ren’s education.

Community members have suggested that low attendance and parental involvement in the school can be attributed to negative school experiences of parents who now cannot see the value of their own children participating in education or attending school. The community wants the school attendance rate to improve and will ensure that attendance is closely monitored to achieve better results.

There is concern in the community that schooling has not resulted in more students staying in school till year 12 and that there are many people in the community who may benefit from further post schooling and adult learning opportunities, Consultations and survey work has confirmed this as a discrete priority for Beagle Bay.

Promoting the value of education is seen as critically important, as is teaching or encouraging parents to model learning behaviour at home.

Priorities

The priorities identified by community members include:

  1. Maximise school attendance
  2. Increase parent, community, school and kids/student engagement
  3. Improve educational and schooling outcomes
  4. Improve post school and adult education opportunities

PROFILE

As at June 2010 105 students were enrolled at the Sacred Heart School and the daily average attendance rate was 80. The My School data indicated a school attendance rate of 62% with an estimated 25% of the enrolments made up of students from the Outstations.

National Assessment Program-Literacy and Numeracy (NAPLAN) results indicate some improvement in the younger age groups, e.g. years 3, 5 and 7. Evidence also indicates the Reading Recovery Program is having some impact in the younger age group and that Beagle Bay is getting results above the statistically similar schools average around Australia. Despite these results there is considerable work to be done to get the schools results near to the all Australian average.

FUTURE DIRECTION

Ensuring early childhood programs link in closely with schooling and early learning has been identified as an issue. The schooling building block is intended to dovetail in with the early childhood, health and community safety building blocks in order to maximise schooling outcomes through early learning opportunities and school readiness, e.g. healthy children. School readiness is seen as a way to improve school attendance.

What we are trying to achieve

We want Beagle Bay children to be proud of who they are and where they come from.

We want Beagle Bay children to:

  • attend school regularly in a safe and harmonious school community;
  • acquire the highest possible level of literacy and numeracy;
  • be ready and keen to attend school from a young age;
  • to be healthy in body, mind, culture and spirit and confident to move into the wider community
  • be prepared for jobs and a bright future after school;
  • be prepared to be future leaders
  • develop an attitude of lifelong learning; and
  • become respected, responsible, loving, caring and tolerant people.

Priority 1

Maximise school attendance and school readiness to make sure kids have the best opportunity to acquire skills for learning and living

 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS: Early Childhood, Safe Communities
Lead and partners Actions Rationale Timeline Status
FaHCSIA
WA Department of Sport and Recreation, other state agencies, DEEWR and Catholic Education Office
  • Explore opportunities to develop a youth/school worker liaison role/position with key functions, including:
    • Focus on school readiness, eg afterhours activity with children home at night, community safety;
    • Liaison with families and community on school readiness and attendance.
  • A two stage process is required to provide a complete 0-3 year olds and young parents program

Short to medium term (up to 2 years)

  • Local Support Program will provide funding to establish 0-3 early playgroup, day-care, mother’s group to engage parents in an interim refurbished childhood centre (at the women’s centre)/ as part of a school readiness program.
  • Establish a Parents as Learner’s program (under PACE)
Coordination of services & programsProviding early childhood development

2010

2nd half of 2010/11

Future consideration
Agreed future action
FaHCSIA
DEEWR and Catholic Education OfficeFaHCSIA/DEEWR
 
EWR/ Catholic Education Office / FaHCSIA / WA Office of Early Learning / DOHA Medium to long term
  • Examine a proposal to develop a purpose built facility for an integrated early childhood/early learning centre.○ Children who are three turning four covered for pre-schooling under the National Partnership for Universal Access (lifting access from 11 to 15 hours per week) at the school

2011

2010 and beyond

Future consideration
Agreed and commenced
Catholic Education Office and Sacred Heart School
  • CEO and school to publish targets and report to the community and parents on school attendance at Sacred Heart School.
  • Subject to additional funding for the position, provide community/school liaison position(s) through ATAs to facilitate improved student attendance both during and after school hours through communicating with school, parents, caregivers and external agencies.
  • Provide a school bus service, including outstations.
  • Deliver an awards program for families and students.

2nd half of 2010

Underway

Underway

Agreed future action
Future consideration
Agreed and commenced

CEO/Sacred Heart School
KRCI/Red Cross and Women’s Centre
CEO/Sacred Heart School/local school
Beagle Bay clinic/KAMSC

Sacred Heart Parish

CEO/Sacred Heart School
Lead agency to be confirmed

Student Health and Wellbeing
  • School will host the breakfast program when the women’s centre is being refurbished.
  • School lunches program to be continued and strengthened using shop (adjacent to school).
  • Support the delivery of regular child health checks in partnership with health services.
  • Effective delivery of Bluearth program (supports students to develop strategies to deal with emotions.)
  • Pastoral support to students be provided by Parish Priest.
  • Family Life Education (FLE) program to be reintroduced (based on successful past program) – to be developed together with and by Indigenous Parent Support Service when funded and as part of their work program. Program to be designed by School Board/Ref group in conjunction with IPSS project &clinic
Continue to focus on child health as a link to educational outcomes.

2nd half of 2010

Ongoing

As above

2nd half of 2010

2nd half of 2010

Agreed future action
Agreed and commenced
Agreed future action
Agreed and commenced
Agreed future action
Roundtable
  • Help approvals for the interim early childhood centre at the women’s centre.
  • Engage with a planning/feasibility study over the long term for a purpose built facility.

2nd half of 2010

2010 and beyond

Agreed future action
Future consideration
Community
  • Jobs – community people will work in and/or be trained to work in the early childhood centre
  • Job as community/school liaison person
  • Ensure women who send their kids stay and participate in the young mothers’ group
  • Ensure children are at school.
  • Agree on targets for school attendance and help to implement school attendance targets.
  • Actively establish playgroups and activities for the Centre
  • Continue the delivery of a breakfast club.
  • Parents will ensure:
    • Children are ready for school;○ Children will have a good night’s sleep;
    • Provide a healthy dinner and breakfast.
  Agreed and commenced
Agreed future action
Agreed and commenced
Agreed future action
Corporate/Non-Government Organisations Red Cross and KRCI will continue with provision of breakfast program   Ongoing Agreed and commenced

 

Priority 2

Increase parents involvement in the education of their children and in school and community learning activities

 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS: Early Childhood, Safe Communities
Lead and partners Actions Rationale Timeline Status
DEEWR
  • Improve parenting and making better teachers in the home.Parents as Learners Program to be rolled out in Beagle Bay as a partnership between Beagle Bay, the school and Napranum.
Support children’sstructured learning through parents and the home environment.

August 2010

Second half of 2010

Agreed and commenced
FaHCSIA
  • Indigenous Parenting Support Service program funding to provide 1.5 positions to focus on parenting, child health, early learning and school readiness.
Agreed future action
Catholic Education Office/ Sacred Heart School
  • School to explore opportunities to plan and host events to build community relations, e.g. market nights, adult learning events such as computer nights and internet café.
  • School to establish family connections through home and classroom visits.
  • School to explore opportunities to conduct parent awareness evenings/information evenings about otitis media, reading to kids, role modelling, early childhood development and parenting awareness.
  • Parent involvement in school/student activities e.g. BBQs, mother’s day, BINGO nights, quiz nights.
  • School to explore opportunities to host library nights and fun games.

2010

2010 and beyond

Future consideration
Community
  • Parents to support school celebrations, events and weekly assemblies (See commentary under priority one).
Agreed future action
Corporate/Non-Government Organisations
  • Red Cross and KRCI will continue with provision of breakfast program.
Ongoing Agreed and commenced

 

Priority 3

Obtain more resources for the school and in the community so there can be activities to strengthen engagement and relationships between the school, kids, parents and the community.

 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS:
Lead and partners Actions Rationale Timeline Status
CEO and School
  • Explore opportunities to develop a cultural program within the school. ATAs and school consulting with local community and Nyul Nyul people to achieve three main elements:
    • develop Aboriginal studies program for school;
    • develop cultural awareness training for staff; and○ plan cultural events like culture days and NAIDOC week
Including the wider community in culture-based education will support Aboriginal children as they define who they are as individuals and community members.

2nd half of 2010 and 2011

Ongoing

Agreed future action
Community
  • Elders, parents and other members of the community to support cultural program.
Corporate/Non-Government Organisations
  • Consult with Kimberley Aboriginal Law and Cultural Centre and Kimberley Languages Resource Centre for assistance with resources if required.

 

Priority 4

Improve education standards and achieve quality schooling outcomes for young people.

 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS:
Lead and partners Actions Rationale Timeline Status

DEEWR

WA Education, including CEO, TAFE and DEEWR

DEEWR/WA Education/CEO/What Works – National Curriculum Services

CURRENT ACTIVITY
  • Appoint a level 3 literacy coordinator to implement a whole school approach to literacy using the Kimberley Literacy profiling tool Increased resourcing through reading recovery
  • Vocational training in school provided in conjunction with Kimberley TAFE
FUTURE ACTIVITY
  • Increased access to school based trade training to be developed
  • Kimberley Success Zone to promote teaching and schooling best practice
Limits on the standard of education limits the development of children.

2010 and beyond

2010

2011End 2010 and 2011

Agreed and commenced
Agreed future action
Agreed future action
Catholic Education Office
  • School to explore a homework and tutoring centre after hours for children subject to additional funding and community support
  • Homework centre will involve parents in their children’s homework
  • CEO to investigate resourcing for study centre to have someone to supervise
  • Individual student learning plans
  • Books in Homes program and home work to be utilised more effectively for at home learning.
  • Additional intensified literacy support with regional office consultants to visit on a planned cycle
  • Reading recovery program
  • Provision of school based trade training facilities
 

2011

2010 and beyond

2010 and beyond

Proposed for 2011

2011

2011

2011

Agreed future action
Agreed and commenced
Agreed future action
Community
  • Identify community members who have the capacity and relevant skills etc necessary to supervise a homework centre
Agreed future action

 

Priority 5

Improve post school and adult education opportunities.

 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS:
Lead and partners Actions Rationale Timeline Status
FaHCSIA/DEEWR
  • Provision of training facility under the Community Action Plan – primarily for CDEP participants (provision for others where possible), provision of space for providers, including KRCI, Job Services Australia, Kimberley TAFE
Learning needs to be encouraged beyond school and throughout life.

Second half of 2010

2011

Agreed and commenced
WA Education/ Catholic Education Office and Sacred Heart School
  • Provision of vocational training pathways from school, including access to vocational training in schools and Kimberley TAFE subject to ongoing funding
Agreed future action
KRCI and Job Services Australia providers
  • Provision of regional CDEP training and pathways into employment
2010 Agreed and commenced

[ Return to Top   Return to Section ]

Attachment A – Table 3

Health building block

HEALTH: lifelong health

BACKGROUND

On 29 November 2008, COAG agreed to an historic $1.6 billion dollar National Partnership Agreement (NPA) on Closing The Gap in Indigenous Health Outcomes to specifically address the first of the COAG Closing The Gap targets- to close the gap in life expectancy within a generation.

The Commonwealth will contribute $805.5 million over four years to address three priority areas in the National Partnership Agreement on Closing The Gap in Indigenous Health Outcomes - Tackling Smoking, Primary Health Services That Can Deliver and Fixing The Gaps And Improving The Patient Journey. The Western Australian Government committed $117.43 million dollars over four years to address five priority areas- Tackling Smoking, Primary Health Services That Can Deliver, Fixing The Gaps And Improving The Patient Journey, Making Indigenous Health Everyone’s Business and Healthy Transition To Adulthood.

Both the Commonwealth and Western Australian Governments have worked with key stakeholders to develop implementation plans committing the funds and have commenced the implementation of strategies to address the priority areas in all regions of Western Australia.

Subsequently, both the Commonwealth and Western Australian Government have agreed to further progress Closing The Gap in Indigenous Health Outcomes in Beagle Bay by committing to the Remote Service Delivery NPA. The Local Implementation Plan (LIP) for the health building block will provide the Community local level direction setting required for Government commitment and investments to Close The Gap in Indigenous health outcomes in Beagle Bay.

GOVERNANCE AND PROCESS DEVELOPING HEALTH LIP

Use of existing Beagle Bay health consultation and planning work

A number of previously developed health consultation and planning documents have been reviewed, aligned and accessed in preparation of the Beagle Bay health priorities Local Implementation Plan document. These include (and are not limited to):

  • Service Provider planning documents and feedback
  • State and Commonwealth planning documents and feedback

Community forums and workshops

Local Operations Centre staff and Regional Operations Centre staff facilitated a number of health specific Community Workshops and Service Provider Round Tables to further inform priority health issues, gaps and solutions to be included in this LIP.

Community oversight

The Beagle Bay Community, agreed at a community meeting for the Beagle Bay Health Committee to be the focus group for the Health Remote Service Delivery NPA decision making. The governments in partnership with the Beagle Bay Health Committee and other contributing interest groups will form a decision making or governance group that will:

  • agree to any new priorities and areas for joint action
  • make sure that things are happening and keep track of the Local Implementation Plan timelines and progress towards targets
  • agree to any necessary changes to the Plan which would help to meet the targets, or get rid of barriers to progress.

The group will decide when and how often it needs to meet and how to manage its work.

Future challenges will include:

  • Establishing suitable housing stock for existing and new positions.
  • Ensuring that the development of plans and programs is at direction of Community and in partnership with all relevant agencies and the Community.
  • Implementing adequate support for existing local and regional health governance, planning and coordination groups as they take on more responsibility in addressing issues through the LIP.
  • Negotiating funding for identified FTE’s and programs to ensure that the positive, short-term changes in health outcomes are translated into long-term health outcomes that are comparable to the broader population.
  • Building autonomy and sustainability in local Communities

Government “doing business differently” to Close The Gap in Indigenous Health Outcomes: Remote Service Delivery NPA for Health

  • Community and Government process to agreement on priority health action
  • Government supporting local Community strategies to enhance and sustain local health decision making
  • Community developed performance indicators on health
  • Reporting to Community on health progress
  • Health service contract management to oblige Community partnered planning, coordination and direction setting

Priority 1

Coordination of appropriate health services delivered in/into Beagle Bay to better meet the needs of the Beagle Bay and surrounding Communities. To include:

  • Scoping the existing community clinic services (including infrastructure, staffing and programs).
  • Revision of visiting health services in relation to meeting changing Community needs.
  • Improved awareness of and access to permanent and visiting services by Community.
 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS: Leadership and Governance
Lead and partners Actions Rationale Timeline Status
1A: MAPPING CURRENT ACTIVITY, FACILITIES AND GAPS
ROC/LOC
Beagle Bay Health Committee Partners-
DoHA
KAMSC
WACHS
KDGPKinWay/Anglicare
Red Cross
RFDS
DAO
CURRENT ACTIVITY
  • Completion of the comprehensive mapping of current health services and programs provided in or to Beagle Bay, and provide this information to the Beagle Bay Health Committee.
  • Facilitated discussions with the Beagle Bay Community and Beagle Bay Health Committee
  • Commenced ROC facilitated discussions between services and Beagle Bay Health Committee.
  • KAMSC has begun scoping work for clinic and staff housing and provided information to the DoHA.
FUTURE ACTIVITY
  • Completion of a scoping exercise to determine the current and future infrastructure needs related to the current clinic and visiting services.
    • This will include clinical, primary health, emergency, training/education and program delivery space, as well as accommodation needs for permanent staff and visiting services.
  • Development of a detailed project plan to implement strategies and seek resourcing and funding required for infrastructure and staff accommodation needs
Service providers, Community members and funding bodies have recognised a need for clear understandings of current and future capital needs, infrastructure over capacity- all further FTE and program funding/resources is dependent on working space and accommodation

March-August 2010

March- on-going 2010

March- on-going 2010

May 2010

Aug 2010

Dec 2010

Agreed and commenced
Agreed future action
Future consideration
1B: GOVERNANCE, DECISION MAKING AND DIRECTION SETTING
Beagle Bay Health Committee
ROC/LOC
DoHA
KAMSC
WACHS
KDGP
KinWay/Anglicare
Red Cross
RFDS
DAO
CURRENT ACTIVITY
  • Continued support to the establishment and operations of the Beagle Bay Health Committee
  • Develop strategies for supporting the local decision making, direction setting, evaluation role of the Beagle Bay Health Committee: This may include the Beagle Bay Health Committee role in establishing performance indicating benchmarks and utilising contract management for service planning with the Beagle Bay Health Committee
  • DoHA Funding for KAMSC to review and strengthen governance $30,000.00
  • DoHA COAG funding to ensure health service providers have access to relevant and appropriate information to improve decision making processes and inform clinical management decisions for Aboriginal and Torres Strait Islander People
FUTURE ACTIVITY
  • Establish a strategic document that describes the strategies to be undertaken to continue to support and strengthen the role of local Beagle Bay Health Governance.
  • Beagle Bay Community will consider strategies to develop autonomous/community control of Beagle Bay Health Services

Good quality governance and guidelines can lead to improved patient care, clinical governance and health outcomes.

Community raised governance as an issue in Halls Creek- requesting better supports, training, and encouragement.

March 2010-ongoing

March 2010-ongoing

May/June 2010
2009-2013

Dec 2010

Agreed and commenced
Agreed future action
1C: COORDINATION OF HEALTH SERVICE DELIVERY IN AND INTO BEAGLE BAY
Beagle Bay Health Committee
ROC/LOC
DoHA
KAMSC
WACHS
KDGP
KinWay/Anglicare
Red Cross
RFDS
Garnduwa
DAO
CURRENT ACTIVITY
  • DoHA funding to KAMSC to trial a central health planning and coordination role for Kimberley Regional Aboriginal Health Planning Forum- “Kimberley Aboriginal Health Planning and Coordination Pilot Project” $50,000.00
  • DoHA funding for a State-wide COAG coordination role at AHCWA- COAG coordination and support to ACCHO’s(including KAMSC)- $83,170
  • DoHA COAG measure to expand the Medical Specialist Outreach Assistance Program and creation of flexible funds pools to specialists for Indigenous Australians (National budget $70,780,000.00)
  • State COAG CLOSING THE GAP funding for two State-wide Aboriginal Liaison Coordinators, one based at AHCWA and one based at WACHS Area Office
  • State COAG CLOSING THE GAP funding for an Aboriginal Liaison Officer (ALO) based at Broome Regional Aboriginal Medical Service (BRAMS) will work closely with the comprehensive Primary Health Care (PHC) team at BRAMS, Broome Hospital and other local service providers $263,835
  • State COAG CLOSING THE GAP Funding to KAMSC for Kimberley Integrated Health Information Systems $892,735
  • State COAG CLOSING THE GAP Funding to WACHS Kimberley for Kimberley Integrated Health Information System $1,351,400
FUTURE ACTIVITY
  • Establishment of a health services coordinator in Beagle Bay to develop a Beagle Bay health services communication and coordination strategy that aims to:
    • Provide the link between the Broome or Regional coordination efforts and the “on the ground” coordination point.
    • Support planning of health service delivery into Beagle Bay with the Beagle Bay Health Committee, KAMSC local clinic and health services based outside of Broome.
    • Coordinate service delivery into Beagle Bay with services based outside of Beagle Bay
    • Promote awareness of services to Beagle Bay Community and its surrounding Community populations about: health services currently available, service visiting times, services that can be accessed when needed and how.
    • Utilise the RIBS media for this purpose
    • Work with KAMSC to develop strategies for Beagle Bay Community take up of more specialists and allied health team visits providing services into Beagle Bay more frequently and for longer time periods.
    • Work with KAMSC to develop strategies to enable more in home based health care.

Community have requested better coordination of service provision

To address possible duplication wastages and assist with partnership and value add models of service delivery that improve outcome for Community members

Lack of communication and coordination between service providers and across the continuum of care

June 2010

2009/2010

2009-2013

 

August 2010

Agreed and commenced
Future consideration
1D: DEVELOPMENT OF A HEALTH TRANSPORT STRATEGY FOR BEAGLE BAY AND IT’S SURROUNDS
ROC/LOC
Beagle Bay Health Committee
Partners-
DoHA
FaHCSIA
DIA
KAMSC
WACHS
Local Government
State and Commonwealth
Government Departments
RFDS
CURRENT ACTIVITY
  • Discussions with other Dampier Peninsula Communities, Government agencies and service providers to canvass needs and solution options.
  • Emergency transportation, a new Beagle Bay 4WD Ambulance. ROC initiated- DoHA funding received by KAMSC June 2010.
FUTURE ACTIVITY
  • Undertake the development of a transport strategy and its implementation plan to improve physical access to health services, this will include:
    • Emergency ambulance/vehicles○ Emergency retrieval evacuations- Beagle Bay RFDS airstrips currently not accessible night and day○ Daily access to clinic appointments and health appointments in regional centres- no current public transport system, require a 4WD bus for Dampier Peninsula
    • Using a “mobile clinic” for providing non-emergency health care services to Beagle Bay out stations○ Address plan for unsafe and dangerous roads, in particular the main course way
  • Better/improved assistance when travelling long distances (to Perth etc)○ Improvement of PATS for Beagle Bay Community

Improving physical access to health services- physical access is a major barrier to health service in remote settings.

Community have identified a number of transport issues affecting access to health service and have requested action to address.

May 2010-ongoing

June 2010

Dec 2010

Agreed and commenced
Agreed future action
Future considerations

 

Priority 2

Comprehensive Disease Prevention and Wellness Promotion Strategies that includes:

  • A plan that improves access to and uptake of health activities (sport and recreational activity)
  • Food Security- healthy eating
  • Health Promotion
 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS: Economic Participation
Lead and partners Actions Rationale Timeline Status

2A: IMPROVING ACCESS TO AND UPTAKE OF HEALTHY ACTIVITIES

Beagle Bay Health Committee

Garnduwa

State Government Department of Sport and Recreation

FaHCSIA

DoHA

KAMSC

WACHS

KDGP

CURRENT ACTIVITY
  • DoHA COAG funding for Indigenous Health Project Officer Positions for the Kimberley Division of General Practice and AHCWA- $256,500.00
  • DoHA COAG funding to AHCWA for a State-wide Practice Manager role to support ACCHOs (KAMSC included)
  • DoHA COAG funding for 4 x FTE to West Kimberley through KAMSC for Regional Tobacco Coordination and Action and Healthy Lifestyle Workers approx $500,000.00. DoHA COAG measures will also include training for Chronic Disease Self Management
  • DoHA COAG measure to undertake market research and local campaigns to promote health and wellbeing (National funding of $22,700,000.00)
  • Scoping exercise to determine the current and future infrastructure needs related to the current sporting and recreational facilities. This will include sporting facilities of basketball courts, swimming pool and equipment as well as recreational activity areas.
  • Completion of a comprehensive mapping of sporting and recreational activities and provide this information to the Beagle Bay Health Committee, this will include programs, employment positions, permanent and visiting services.
  • Facilitated discussions between services, government and Community
FUTURE ACTIVITY
  • Development of an implementation plan to commence addressing the infrastructure and equipment needs
  • Develop strategies to address transport and accessibility to sporting and recreational activity/facilities in Beagle Bay, Dampier Peninsula and Kimberley Hub towns
  • Creation of an Activity Coordinator position to work with the Beagle Bay Health Committee to develop and manage a Healthy Activity Strategy for Beagle Bay aimed at improving uptake and access, this will include:
    • Sport and recreational programs
    • Training and education opportunities
    • Cultural activities
    • Collecting bush medicine programs
    • Youth activities
    • Elder activities
    • Whole of family activity
    • Activities outside of school hours
    • Activities that focus on mind skills and esteem building

Many chronic diseases can be prevented or delayed through intervention, effective lifestyle management and lifestyle change

Community members raised the need for non-physical activity to also assist with addressing social and emotional wellbeing needs

2009- ongoing

2009/2010 funding

2010- on-going

2009-2013

May-Sep 2010

May-Sep 2010

March- on-going

Dec 2010

Dec 2010

Dec 2010

Agreed and commenced
Agreed future action
Future considerations
2B: FOOD SECURITY, HEALTHY EATING AND HEALTH PROMOTION

DIA and FaHCSIA

Beagle Bay Health Committee

ROC

LOC

National Food Security Committee

FaHCSIA

DIA

DoHA

WACHS

EON

CURRENT ACTIVITY
  • Completion of a food security plan for Beagle Bay that addresses both the demand and supply of healthy foods in Beagle Bay. (COAG NPA on Remote Food Security commenced.)
  • DEEWR to support a feasibility study into sustainable food security at the Beagle Bay Store
FUTURE ACTIVITY
  • Ensure that the Beagle Bay Health Committee has oversight of Beagle Bay food security plan, to include:
    • Provision for a Healthy Foods/Food Security position
    • Facilitation of a food security discussion between government and Beagle Bay Health Committee
    • Store upgrade
    • Healthier foods supplied and ordered for store○ Full time staff for the store to cover all needs (including school lunches etc)
    • Growing of own food in Beagle Bay, support for EON
    • A healthy eating plan and strategy for Beagle Bay families
    • Cooking classes
    • Strong links between store and clinics nutritionist/dietician
    • Use of health promotion strategies and positions
    • Utilisation of RIBS media
    • Strong links with healthy activities coordinator

Access and supply of healthy foods is a major contributor on levels of health and wellness

The World health organisation’s Ottawa charter recommends a five pronged approach for health promotion including public awareness campaigns

Health promotion is an important factor in reducing risk factors at the population level

Commenced 2009-ongoing

July 2010- ongoing

Agreed and commenced
Agreed future action
Future considerations

 

Implementation of Child and Infant Health focused services and programs permanently based in Beagle Bay, these will include:

  • Addressing Foetal Alcohol Syndrome/Spectrum Disorder (FAS/D)
  • Health programs, resources and staff targeting 0-5 years
  • Healthy activities for mum’s, babies, parents
  • Programs that support families, first time mums and young mums
  • Clinic and schools working together on education and prevention
Priority 3
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS: Early Childhood, Schooling
Lead and partners Actions Rationale Timeline Status

3A: FAS/D

LOC/ROC

Beagle Bay Health Committee

DoHA

FaHCSIA

KAMSC

CURRENT ACTIVITY

  • DoHA formally invite KAMSC to apply for New Directions (healthy mothers and babies program) funding
  • Statewide COAG IECD 2 funding to KAMSC for region wide Maternal and Child Health Program $730,589
  • Statewide COAG IECD 2 funding to Drug and Alcohol Officer for a Statewide FASD Prevention service/program

Community relay that there are no services and/or supports in

June 2010

Agreed and commenced

WACHS

KDGP

KinWay/Anglicare

Liliwan

Nindilingarri

St George Institute

FUTURE ACTIVITY

  • Establish a meeting between the Beagle Bay Community and the Liliwan FAS/D project in Fitzroy Crossing
  • Development of a strategy that addresses FAS/D awareness and prevention as well as implementing programs for support and treatment.

place to deal with identification, treatment and support.

Aware that Fitzroy Community addressing FAS/D

Dec 2010

Mar 2011

Future considerations

Agreed future action

3B: FINALISING THE MAPPING, GAPPING and IMPLEMENTATION OF BEAGLE BAY INFANT HEALTH SERVICES

Beagle Bay Health Committee

KAMSC

DoHA

DoH

DFC

CURRENT ACTIVITY

  • Completion of the mapping of existing 0-5 programs currently funded by State, Commonwealth and private sector available in or to Beagle Bay.
  • DoHA formally invite KAMSC to apply for New Directions (healthy mothers and babies program) funding

FUTURE ACTIVITY

  • Assist the Beagle Bay clinic with further project planning for infant health services/program gaps, this plan will include:
    • Strategies to seek funding/resources and develop applications for 0-5 health programs.
    • Address the staff housing and other associated on-costs associated with implementing programs.

Aboriginal child mortality rate almost 3 times the State total.

Coordination, partnership approaches and value add models to service delivery will assist in addressing child health outcomes

March 2010-July 2010

June 2010

Mar 2011

Agreed and commenced

Agreed future action

Future considerations

3C: PARENTING SUPPORT

ROC/LOC

Beagle Bay Health Committee

KAMSC

DoHA

FaHCSIA

DIA

DFC

KinWay/Anglicare

Other State and Commonwealth Government Departments

CURRENT ACTIVITY

  • Completion of mapping of existing parenting support programs currently funded by State, Commonwealth and Private sector available in or to Beagle Bay.

FUTURE ACTIVITY

  • Assist the Beagle Bay Health Committee with developing project plans aimed at procuring funding/resources or development of applications for existing healthy activity and parenting support programs.
  • Address the staff housing and other associated on-costs associated with implementing programs with FTE component.

Evidence indicates that delays in health treatments and poorer health outcomes exist for patients whom:

Have fewer years of education, have lower income, who are too afraid or embarrassed to ask for assistance.

Aug 2010

Dec 2010

Mar 2011

Agreed and commenced

Agreed future action

Future considerations

3D: SCHOOL HEALTH and SCHOOL HEALTH EDUCATION

Beagle Bay Health Committee

Beagle Bay Schooling Committee

LOC/ROC

DoHA

WACHS

KAMSC

KDGP

Beagle Bay School

Catholic Education Department

SDERA

CURRENT ACTIVITY

  • Completion of mapping health/education service partnerships, current and identification of potentials
  • Commenced ROC facilitated discussions between schooling and health services and Beagle Bay Health Committee.

FUTURE ACTIVITY

  • Work with the School, Beagle Bay Clinic and Beagle Bay Health/Schooling Committees to develop strategies to support relationships and partnerships pertaining to health education.
  • Develop a project plan to support the sustainability of strategies and seeking funding and resources required to permanently support the strategies developed.

Enhancing school and health service partnerships will assist to develop a service that will respond to the needs of youth and children in schools.

Sep 2010

March- on-going

Dec 2010

Mar 2011

Agreed and commenced

Agreed future action

Future considerations

 

Priority 4

Development and implementation of an appropriate and accessible, well planned and coordinated, Beagle Bay Social and Emotional Wellbeing Plan, this will include strategies relating to:

  • alcohol and drug management and prevention plan
  • Suicide prevention
  • Mental health services
  • Youth focus, engagement and diversion
  • Violence related harm
Caption
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS: Safer Communities
Lead and partners Actions Rationale Timeline Status
4A: MAPPING CURRENT ACTIVITY AND FACILITIES

ROC/LOC

Beagle Bay Health Committee

Partners-

DoHA

FaHCSIA

KAMSC

WACHS

KDGP

KinWay/Anglicare

Milliya Rumurra

SDERA

DFC

Police

MHC

DAO

Other State and Commonwealth Departments

CURRENT ACTIVITY

  • Comprehensive mapping of social and emotional wellbeing services available in or to the Beagle Bay Community and provide this information to the Beagle Bay Health Committee, this will include:
    • Drug and alcohol
    • Suicide prevention
    • Healing and trauma services
    • Mental health services
    • Youth diversion and engagement strategies
    • Violence and abuse services
  • Commenced ROC facilitated discussions between services and Government departments and Beagle Bay Health Committee
  • State COAG Closing the Gap funds to KAMSC for a Peninsula Youth SEWB Worker Program$ 453,008 and KAMSC Headspace Region wide Kimberley Youth SEWB Program $1,617,762
  • State COAG Closing the Gap funding for Men’s Outreach Service for a Kimberley wide Suicide Prevention Program (Alive and Kicking Goals project $1,661,964

FUTURE ACTIVITY

  • Undertake a scoping exercise to determine the current and future infrastructure needs related to the social and emotional wellbeing services, including:
    • Space and infrastructure to deliver and run programs, activities, services
    • Staff accommodation needs

Community, service providers and funding bodies requesting clear understanding of all of the programs and services operating to address SEWB and healing outcomes for Community

March- August 2010

March- on-going

Dec 2010

Agreed and commenced

Agreed future action

Future considerations

4B: DEVELOPING FUTURE ACTION PLANS

Beagle Bay Health Committee

LOC/ROC

DoHA

FaHCSIA

KAMSC

WACHS

KDGP

KinWay/Anglicare

Milliya Rumurra

SDERA

DFC

Police

MHC

DAO

Other State and Commonwealth Government Departments

CURRENT ACTIVITY

  • Discussions with current service providers and Government Departments
  • DoHA funding for Milliya Rumurra Drug and Alcohol Treatment Service to undertake network meeting to develop better services (including to Beagle Bay) $40,000.00

FUTURE ACTIVITY

  • Establishment of a comprehensive social and emotional wellbeing plan for Beagle Bay that will include developing strategy documents and project plans as required with the Beagle Bay Health Committee that address:
    • mental health,
    • drug and alcohol,
    • suicide prevention,
    • violence related harm
    • youth

These strategy documents will include a focus on:

  • Access
  • Whole of family
  • Coordination
  • Activity, diversion, engagement and Culture
  • Use of local assets- RIBS and local people naturally working as counsellors
  • Training
  • Employment
  • Capital, resource and equipment needs
  • Permanent presence and longer visits into Community by services/programs
  • Financial management assistance
  • Revision of funding requirements and resource allocation to implement projects to be considered

Lack of culturally appropriate mental health services.

Lack of appropriate and locally designed support services

Local Aboriginal Community member recruitment and retention in SEWB programs

High rates of Indigenous mental health hospitalisation (higher than national rate)

March 2010-ongoing

June/July 2010

Dec 2010

Agreed and commenced

Agreed future action

 

Future consideration

 

Priority 5

Strategies that will address the Environmental Health issues and gaps as relating to the Beagle Bay Health Committee focus.

 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS: Safer Communities, Housing
Lead and partners Actions Rationale Timeline Status

Beagle Bay Health Committee

Nirrumbuk

ROC/LOC

DoH

DoHA

FaHCSIA

DIA

KAMSC

WACHS

CURRENT ACTIVITY

  • Complete mapping and review of all environmental health programs existing, including municipal services, and funded into Beagle Bay by all levels of Government and private sector.
  • Commenced ROC facilitated discussions between environmental health services and Beagle Bay Health Committee

FUTURE ACTIVITY

  • Develop strategies to address Beagle Bay environmental health needs, establish a project plan to implement strategies, including:
    • healthy dogs program, sterilisation and parasites issue
    • Insect pest control
    • Equipment, resources and employment positions required for sewerage safety- sewerage pump truck
    • Road maintenance
    • Community and house gardening equipment available to Community members at points throughout the year.
    • Clean up Community days
  • Establish an environmental health training program for Beagle Bay Community that will include:
    • Mapping current training programs operating or available to the Community
    • A household/skills audit to determine Community assets and needs
    • Developing a business case for resourcing training needs
    • Training for skills to address households healthy and safe- will include fixing leaky taps
  • Review the Environmental Health Needs of Aboriginal Communities in WA The 2008 Survey and It’s Findings

Unhealthy homes and/or Communities have a significant impact on personal and family health outcomes

Community members say that until homes are healthy people will be sick

Dec 2010

March-ongoing

Mar 2011

Mar 2011

Agreed and commenced

Agreed future action

Future considerations

 

Priority 6

Establishment of a comprehensive Aged Care plan in Beagle Bay, to further improve aged care policy, program, service delivery gaps and Community issues.

 
Lead and partners Action Rationale Timeline Status

Beagle Bay Health Committee

KACS

LOC/ROC

Garnduwa

State Government Department of Sport and Recreation

FaHCSIA

DoHA

KAMSC

WACHS

KDGP

CURRENT ACTIVITY

  • Comprehensive mapping of current aged care infrastructures, services and programs existing in or to Beagle Bay population, and provide this information to the Beagle Bay Health Committee.
  • Commenced ROC facilitated discussions between Aged Care services and Beagle Bay Health Committee.

FUTURE ACTIVITY

  • Develop an Aged Care services and facilities strategic document that further describes the Beagle Bay Community needs for aged care in Beagle Bay, this will include addressing:
    • Improved physical access to clinical services by increasing home visiting services and/or transport services.
    • Improved range and frequency of allied health services available to elderly in Beagle Bay- including physiotherapy and massage.
    • Increasing housekeeping and meals assistance to aged in home, permanently employed pooled staff in Beagle Bay to address needs daily or twice daily as required
    • Respite programs for elderly clients and carers
    • Aged Day Care Centre
    • Services and treatments available at Day Care Centre to include recreational activities, health services and assistance with meals, personal needs and home-keeping
    • Residential beds
    • Focus on keeping elderly safely in Community
  • Development of a project plan that sets out implementation of strategies, including receipt of resources and funding for aged care plan, to encompass the operational, resource, staff costs, infrastructure and staff accommodation needs.

No permanent facilities and services dedicated to aged care in Beagle Bay

Complex health and allied care services required for elders

March 2010- July 2010

March-on-going

Dec 2010

Feb 2011

Agreed and commenced

Agreed future action

Future considerations

 

Priority 7

Development and implementation of an appropriate, well resourced, Oral Health Program.

 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS: Early Childhood
Lead and partner Actions Rationale Timeline Status

Beagle Bay Health Committee

ROC/LOC

DoH

DoHA

FaHCSIA

DIA

KAMSC

WACHS

State Health Dental Services

Private Dental Peak Bodies

CURRENT ACTIVITY

  • Complete mapping of all current dental and oral health programs and services existing and available to Beagle Bay Community and providing this information to the Beagle Bay Health Committee
  • Facilitate oral and dental health discussions with Beagle Bay Community and Beagle Bay Health Committee

FUTURE ACTIVITY

  • Develop a Beagle Bay Oral Health Program establishing a project description and implementation plan that would include a focus on:
    • Full time oral health promotion position based in Beagle Bay
    • Dental therapy and hygiene
    • Screening and checkups for kids and adults
    • Links with schools
    • Education, awareness and promotion campaign
    • Use of RIBS media
    • Coordination with all dental/oral health visiting services.
    • Resource, operational, capital funding requirements

Currently no permanent oral health programs, staff, or services based in Beagle Bay

Dental and oral health impacts on disease and wellness

March 2010- August 2010

March- on-going

Dec 2010

Agreed and commenced

Agreed future action

Future considerations

 

Priority 8

Strategies that will address Beagle Bay Community members Renal Dialysis needs in Beagle Bay Community and outside of Community

 
Lead and partners Actions Rationale Timeline Status

WACHS/KAMSC

Beagle Bay Health Committee

LOC/ROC

DoH

DoHA

FaHCSIA

DIA

KDGP

CURRENT ACTIVITY

  • Complete mapping of all renal services, programs available to or in the Beagle Bay Community
  • WACHS in process of developing a WACHS Regional Dialysis Plan and the KRAHPF have developed a Regional Renal Development Plan
  • KAMSC renal plans to be considered
  • Continue renal health discussions with the Beagle Bay Community and Beagle Bay Health Committee
  • Facilitate renal health discussions between the Beagle Bay Community, Health Committee, Government and service providers

FUTURE ACTIVITY

  • Development of strategies that can be implemented to address gaps and needs relating to renal dialysis in the Beagle Bay Community. These strategies will include supporting on-going renal dialysis training requirements for Community members and clinic staff
  • Identify and review existing plans and service mapping documents, including:
    • KRAHPF Regional Renal Development Plan
    • KRSS Renal Service Mapping
    • WACHS Regional Dialysis Plan
    • KAMSC Renal Plan
  • Development of strategies that can be implemented to address gaps and needs relating to renal dialysis for the Beagle Bay Community members receiving care outside of Beagle Bay. These strategies will address need for:
    • A central position/point of contact for health or social and emotional wellbeing support for clients outside of Community that have complex health needs.
    • Better accommodation for renal dialysis clients and their carers and visiting families
    • Improved transport arrangements
  • Completion of a project plan to enable implementation and on-going support of strategies.

Aboriginal people have higher rates of renal dialysis.

Community request addressing the issue in relation to decreased time away from Community- this causes added and flow on effects for extended family and Community

March 2010-August 2010

2010

March 2010- on-going

March 2010- on-going

Feb 2011

Dec 2010

March 2011

2011

Agreed and commenced

Agreed future action

Future considerations

 

Priority 9

Development of a Beagle Bay Family Health Plan that will focus on improving men’s health, women’s health, pre-pregnancy, maternal/paternal health and childbirth outcomes.

 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS: Early Childhood and Schooling
Lead and partners Actions Rationale Timeline Status
9A: MEN’S HEALTH

LOC

Co lead- Beagle Bay Health Committee

ROC

DoHA

FaHCSIA

KAMSC

WACHS

KDGP

DoH

CURRENT ACTIVITY

  • Complete mapping of existing men’s health services, programs and investments existing or available to Beagle Bay. Continue renal health discussions with the Beagle Bay Community and Beagle Bay Health Committee
  • Facilitate Men’s health discussions between the Beagle Bay Community, Health Committee, Government and service providers

FUTURE ACTIVITY

  • Development of a Beagle Bay men’s health plan, with strategies including:
    • Men’s health engagement programs
    • Men’s/Male space/shed
    • Health promotion, education and awareness
    • Use of RIBS
    • Project plan to enable implementation and on-going support of strategies

Community indicate there are no dedicated facilities/space or programs for men’s health

March-August 2010

March- on-going

Dec 2010

Agreed and commenced

Agreed future action

Future considerations

9B: WOMEN’S HEALTH

Beagle Bay Health Committee and Beagle Bay women’s group

ROC/LOC

Partners-

CURRENT ACTIONS

  • Mapping of existing women’s health services, programs and investments existing or available to Beagle Bay.
  • Facilitate Women’s health discussions between the Beagle Bay Community, Health Committee, Government and service providers

FUTURE ACTIONS

  • Development of a Beagle Bay women’s health plan, with strategies including:
    • Prevention and screening programs
    • Health promotion, education and awareness
    • Health programs through women’s centre and women’s group
    • Use of RIBS
    • Project plan to enable implementation and sustainability of strategies

Community requesting clear understanding of current

Programs and services dedicated to women’s health and keen to coordinate and promote these

March-August 2010

March- ongoing

Dec 2010

Agreed and commenced

DoHA

FaHCSIA

KAMSC

WACHS

KDGP

DoH

Agreed future action

Future considerations

9C: PRE-PREGNANCY, SEXUAL HEALTH, PREGNANCY, MATERNAL/PATERNAL HEALTH and CHILDBIRTH

Beagle Bay Health Committee and

Beagle Bay women’s group

LOC/ROC

DoHA

FaHCSIA

KAMSC

WACHS

KDGP

State Government Departments

Commonwealth Government Departments

Red cross

Anglicare

CURRENT ACTIONS

  • Mapping of existing pre-pregnancy, sexual health, pregnancy, maternal health and childbirth services, programs and investments existing or available to Beagle Bay.
  • Facilitate discussions between the Beagle Bay Community, Health Committee, Government and service providers

FUTURE ACTIONS

  • Development of a Beagle Bay pre-pregnancy, sexual health, pregnancy, maternal health and childbirth plan, with strategies including:
    • Sexual health education and programs
    • Links with Beagle Bay school sexual education programs
    • Use of RIBS
    • Post and Pre natal depression
    • Extra support for first time and young mothers/families
    • Supports for pregnant women and families undergoing childbirth in Broome/Perth- accommodation, central contact point for health assistance
    • Project plan to enable implementation and sustainability of strategies

Data shows that STI’s and hepatitis C were more common among Aboriginal people than others in WA

Family planning and pre pregnancy health are pre cursors to healthy childbirth and child/paternal health outcomes

March-August 2010

March- on-going

Dec 2010

Agreed and commenced

Agreed future

action

Future considerations

9D: COMPILATION OF A BEAGLE BAY FAMILY HEALTH PLAN

LOC/ROC

Beagle Bay Health Committee

Beagle Bay women’s group-

FUTURE ACTION

  • Bringing together of the child health, men’s, women, pre-pregnancy, pregnancy and childbirth plans to develop a Beagle Bay whole of family health and wellness health plan.
Community requesting whole of family health approach

March 2011

Future considerations

 

Priority 10

A sustainable health workforce for Beagle Bay with emphasis on:

  • Local people in training
  • Career pathways and employment for local people
  • Recruitment and retention of appropriate non-Community member staff/health professionals for Beagle Bay.
 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS: Economic Participation
Lead and partners Actions Rationale Timeline Status

ROC/LOC

Beagle Bay Health Committee

DoH

State Government

DTWD

DoE

DoHA

FaHCSIA

DEEWR

DIA

KAMSC

WACHS

CURRENT ACTIVITY

  • Mapping of current and existing health training and career pathway for local Beagle Bay people.
  • DoHA COAG measure to undertake a national market research program, establish a public relations program and implement a campaign strategy aimed at generating interest and encouraging more health professionals to work in indigenous health (National budget of $7,150,000.00)
  • DoHA COAG measure to build the Indigenous Health Workforce through training- including Nursing scholarships and supported clinical placements and training posts for GP’s and Nurses (National budget of $17,740,000.00)

FUTURE ACTIVITY

  • Addressing gaps and issues to develop a more sustainable and attractive health training and career pathway for local Beagle Bay people. This may address:
    • Training in Beagle Bay Community
    • Links with primary and Secondary education/schools
    • Range of encouraged and supported health training/career options
    • Better support for local people training while away from Community
    • Guaranteed employment outcomes post training
    • Traineeship deals
  • Development of a successful marketing and promotion strategies to assist with the recruitment and retention of appropriate health professionals to Beagle Bay.

Permanent staff based in Beagle Bay is a priority to Community members and impacts on health management.

Training and employment opportunities for local people is a priority for the health committee

March- August 2010

2009-2013

2009-2013

Dec 2010

Dec 2010

Agreed and commenced

Agreed future action

Future considerations

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Attachment A – Table 4

Safe communities building block

SAFE COMMUNITIES: keeping families safe

BACKGROUND

Strong discussions led to community members agreeing on the importance of living in a safe community and that there is a need for the Beagle Bay community (men, women and children) to be safe from violence, abuse and neglect. This would mean improving family and community safety through law and justice responses (including accessible and effective policing and an accessible justice system), support for victims (including cooling off houses for men and or a safe house for women, and counselling), protection of children and also prevention programs. Community members identified the need to address related issues such as kids getting into trouble, alcohol and substance abuse (e.g. gunja), and safe homes and streets which would all be important to improving community safety, along with improved health benefits.

COAG's "CLOSING THE GAP" National Indigenous Reform Agreement targets for safe communities are:

  • Safety and protection of Indigenous children and families from violence and neglect in their home and communities;
  • Overcoming drug and alcohol abuse among young Indigenous people; and
  • Breaking cycles of criminal behaviour and violence normalisation.

FUTURE DIRECTION

What we are trying to achieve

To build a strong sense of community and belonging so that we are willing and we are supported to take responsibility for the safety and wellbeing of all of the people in Beagle Bay. We plan to do this by getting help for our problems and working together to solve issues.

  • Safer community for men, women and children
  • A healthy community
  • Cutting back on trouble & problems from alcohol and gunja
  • Stronger, safer and more responsible community
  • Responsible and respectful children
  • Supportive community
  • Parenting programs
  • Night patrol
  • Working together
  • More community activities and events
  • Rules
  • Safe neighbours
  • No sexual abuse

Priority 1

Routine and regular programs and activities that will keep young people from getting into trouble.

 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS:
Lead and partners Actions Rationale Timeline Status

Commonwealth

Attorney General’s Department

  • Provide funding for youth diversion programs

Reduce the number of youth in contact with criminal justice system

2010

2011

2010

Agreed future action

DotAG-Aboriginal Justice Agreement
  • Share TV advertisements on community violence with community through the LAC’s.
  • Share Community night patrol information and manuals with community thru the LAC’s

Reduce the level of violence in the community

Broome Shire

  • Share information on its programs for youth patrols with community thru the LACs.

Police

  • Share info on the Respect Patrol Program with community thru the LACs

ROC

  • Contribute resources to strengthen Beagle Bay youth on leadership and mediation

Succession planning for future leaders

WA State Government

Department Sport and Recreation

  • Garnduwa looking at relocating a Be Active Officer to Beagle Bay, requesting part time or full time sport and recreation officers - male and female
  • Full time sport and cultural coordinator to work in with the Be Active Officers and community based on the Peninsula – could also provide training to community members is accredited through TAFE

Community

Safe Communities Focus Group

  • Discuss and document their desired community outcomes and commitments.

2010

2011

ROC

LOC

  • Facilitate focus group discussions and document community outcomes and commitments

Kimberley TAFE

  • Provide funding for a Community Education and Training Officer

Agreed and commenced

Lotterywest

ROC

  • Transport to compliment youth programs and activities

Future consideration

COAG Outcome:

SC2. Indigenous children and parents are afforded basic protective security from violence and neglect

 

Priority 2

More information and programs on the justice system and improved police presence and relationship

 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS:
Lead and partners Actions Rationale Timeline Status
DotAG-Aboriginal Justice Agreement:
  • Organise Dampier Peninsula Expo
  • Share TV advertisements on community violence with community thru LACs
  • Share Community Lenora night patrol information and manuals with community thru LACs.

Improve relationships & coordination of services

2010

2011

2010

2010

Agreed and commenced

Broome Shire
  • Share information on its programs for youth patrols with community thru LACs.

Coordination of services

Police
  • Share info on the Respect patrol program with community thru LACs

Community awareness & participation

Agreed future action

ROC
  • May be able to add resources to TV advertisement
Police and DFC
  • Hold separate Beagle Bay monthly interagency meetings pre-meet with Local Operations Centre to plan. Consider MOU as per one with Djarindjin.

Sharing information & improved planning of services

DFC
  • Sit in on the Beagle Bay safe community group to promote family/child safety

Stakeholder engagement

Safe Communities Focus Group
  • Discuss and document their desired community outcomes and commitments.

Assist community groups

2010

ROC

LOC

  • Facilitate Focus Group discussions and document community commitments

2010

COAG Outcome:

SC2. Indigenous children and parents are afforded basic protective security from violence and neglect

 

Priority 3

Programs and resources to support and assist the community to strengthen their families and homes.

 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS:
Lead and partners Actions Rationale Timeline Status
DAO

SDERA

  • Develop a Dampier Peninsula Alcohol and Drugs Plan - (with) local plans developed by reference group.
  • Include provision of drug and alcohol curriculum to schools -in Dampier Peninsula Alcohol and Drugs Plan
  • Assess the need for full-time drug and alcohol counsellor look for funding to provide increased Alcohol and Drugs services from DAO

Increase community safety from the inside out.

2010

2011

2011

2010

Agreed future action

ROC
  • Contribute resources to strengthen Beagle Bay youth on leadership
Safe Communities Focus Group
  • Discuss and document their desired community outcomes and commitments.
ROC

LOC

  • Facilitate Focus Group discussions and document community commitments

COAG Outcome:

SC2. Indigenous children and parents are afforded basic protective security from violence and neglect

 

Priority 4

Programs and resources to make the community & home safer

 
LINKS WITH OTHER “CLOSING THE GAP” BUILDING BLOCKS:
Lead and partners Actions Rationale Timeline Status

ROC

  • Carry out a safe community audit on the Peninsula including items such as infrastructure, vegetation and street lights and convene a meeting of responsible agencies to fix.

Identify current needs & future requirements

2010

Agreed future action

FESA

  • Carry out an audit around the ability of communities to cope with cyclones - some information already exists
  • Continue to provide training to each community 2 times a year around cyclone awareness and tidy up.
  • Work with local rangers to train people in emergency management - fire control.
  • Include emergency management information in proposed Expo - train the local rangers in emergency management for them to present at the Expo.
  • Arrange meeting with Rangers and other community reps to identify their emergency management needs and plans – include KRSP.
  • Develop more suitable printed material & resources for communities. ‘Good Fire Bad Fire’ program to be launched Broome/Peninsula end of June 2010.

Enhance community awareness & safety.

Prepare the community for emergency response

2010

2010

2010

2010

2010

2011

DotAG-Aboriginal Justice Agreement:

  • Karen Ho arrange information sharing on Mirrabooka & Balga Senior High School students through LAC

2011

Agreed and commenced

ROC

Police

Road Safety WA

  • Road safety signs
  • Footpath to school
  • School crossing

Community safety

2010

Future consideration

LOC

  • Develop strong men's and women's groups – LACs through the Governance and Leadership Building Block (refer)

Stronger community identity & focus on community issues

2010

Agreed future action

KRCI/FaHCSIA

  • Explore possibility of CDEP CDO position to engage community on domestic violence issues as a priority

Enhanced capability to focus on FV within community

2010

Future consideration

LAC’s

  • Contact Greg Hayes to action training for child restraints being fitted into cars.

Child safety & adherence to Road Traffic Code

2010

Agreed future action

Community

  • Continued engagement with community to discuss and document their desired community outcomes and commitments.

Continuation of engagement process

ROC

LOC

  • Facilitate Focus Group discussions and document community commitments

COAG Outcome:

SC2. Indigenous children and parents are afforded basic protective security from violence and neglect

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Attachment B

Local Implementation Plan Sign Off

We have all had our say in what goes into this Plan. We have talked together at meetings and we have listened to each other.

In the Plan you will see your aspirations for your communities and what we will do together to achieve those aspirations to close the gap.

Community members, Aboriginal Corporations and other representative individuals and groups together with the Commonwealth Government, Western Australia State Government, Local Government and non-government agencies will work together.

The Remote Service Delivery National Partnership Agreement requires a two-way commitment:

  • From governments and their staff – to cooperate to put in place the resources and planning for better infrastructure and services and to develop the capacity of individuals, communities and local service providers
  • From the community and community members – to work with government to improve the community and to take responsibility for their own wellbeing, in particular the health, safety and education of their children.

Together we will see improved access to a better standard and range of culturally inclusive services, simpler access to coordinated government services, increased economic and social participation, and improved governance and leadership.

By signing this Plan we agree to keep talking with each other to make sure our Plan is achieving the targets we have set and that we will work together to close the gap. We agree that it is not a final Plan but is a ‘living’ document that will change as time goes on.

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Attachment C

BEAGLE BAY COMMUNITY PROFILE

The information was largely collected during 2009, but also relates to earlier points in time (in particular, the 2006 Census).

Background Community Information

Geography

  • Beagle Bay is located near the western coast of the Dampier Peninsula approximately 165 kilometres north of Broome.
  • The Dampier Peninsula is home to the people of the Jawi, Bardi, Nyul Nyul, Jabirrjabirr, Nimanburru and Ngumbarl language groups.
  • As well as the main community of Beagle Bay there are 39 smaller communities and outstations that may use services located at Beagle Bay.

People

  • The resident population of Beagle Bay in 2006 was estimated to be 260 people, of whom 238 were Indigenous (91 %).
  • In 2006, 50% of Indigenous residents in Beagle Bay were less than 20 years old compared to 27 % for the total Australian population.
  • The number of Indigenous people aged 65 and over is projected to increase from 8 in 2006 to 20 in 2026.

Community Strengths

Language, culture and tradition

  • Nyul Nyul is the traditional language of the area and spoken to varying degrees within the community.
  • Kriol is the first language for Beagle Bay school students.
  • The people of Beagle Bay maintain strong links to traditional Aboriginal languages, culture, art and practices.
  • The community of Beagle Bay has had an association with the Catholic Church through the Catholic mission and school for over 100 years.
  • The old mission church is a very popular tourist attraction that brings many visitors into the community.
  • The function of the ‘women’s group’ is very important to women at Beagle Bay and allows women to be strongly represented in the community.

Education

  • A quarter of Beagle Bay’s Indigenous population aged 20-64 have attained at least a Certificate II level of education, comparatively higher than the Indigenous population in the region (19 %), State (17 %), and total Indigenous Australia (22 %).
  • The attendance rate of students at Sacred Heart Catholic School in Beagle Bay is typically 80–85 %.
  • Attendance rates have increased over recent times. This is possibly due to a state funded school bus services which allows students living in outstations to have better access to education.

Infrastructure and facilities

  • Much of the infrastructure in Beagle Bay meets the base level standard, is reliable and is provided from outside the community. For example: power, roads, telecommunications, water and waste disposal services all meet the standard with only minor disruptions.2

Challenges facing the Community

Employment

  • In 2006 over 70 % of Beagle Bay’s working-age Indigenous population were employed (2006 Census). The overwhelming majority of these positions were Community Development Employment Project (CDEP) jobs.
  • If the figure is adjusted so that CDEP positions are not considered as employment, Beagle Bay’s Indigenous employment rate is 14%, less than one-third of the national Indigenous rate (42 %).

Income

  • Median personal weekly incomes for people in Beagle Bay are three quarters those of Indigenous people nationally.

Health

  • Indigenous persons residing in Broome SLA were hospitalised at higher rates than other Australians residing in Broome SLA for all principal diagnoses.
  • For diabetes, after adjusting for age differences, the observed number of separations for Indigenous Australians in Broome SLA was 7 times the national average.
  • For assault, after adjusting for age differences, the observed number of separations for Indigenous Australians in Broome SLA was more than 25 times the national rate and for alcohol-related conditions 7 times the national rate.
  • For Broome SLA in the 15-19 year age group, the Indigenous age-specific fertility rate was four times the non-Indigenous rate.
  • For diseases associated with poor environmental health, after adjusting for age differences, the observed number of Indigenous separations in Broome SLA was more than 3 times the national rate.

Youth

  • The average age of people in Beagle Bay in 2006 was 19 years. Almost a quarter of people were aged between 15 and 24, compared to 14 % for the total Australian population.
  • Youth who are engaged in employment or education are less likely to engage in criminal activity and are more likely to have positive outcomes throughout their life.
  • The proportion of 15 to 24 year olds in Beagle Bay engaged in full time employment or study was 24 % in 2006.

Education

  • Childcare services are soon to be established once refurbishment of the women’s centre is completed.
  • Playgroup is provided 3 mornings per week.
  • The majority of children in Years 3, 5 and 7 participated in the NAPLAN tests in 2008.
  • Students performed best in Numeracy with 50 % of Year 3 and 5 participants, and 67 % of Year 7 participants achieving at or above National Minimum Standard.
  • In the Literacy sections of the NAPLAN the majority of students did not reach National Minimum Standard.
  • Less than half of Year 9 students participated in the NAPLAN testing. Results for this year have not been published for privacy reasons.

Community Safety

  • In the Dampier Peninsula, there were 282 criminal offences between 2004-05 and 2008-09. Almost one quarter related to ‘Acts intended to cause injury’ – aggravated and non-aggravated assault.
  • Thirty two % of the offences were identified as alcohol related.
  • Between 2004-05 and 2008-09, the majority of criminal court cases in the Dampier Peninsula resulted in a fine having to be paid. Only 4 % of cases resulted in imprisonment.
  • A local emergency response team is in the process of being established in Beagle Bay.

Housing and recreation

  • There was a high overcrowding rate (58 %) of Indigenous households in Beagle Bay in 2006, with 18 dwellings classified as overcrowded.
  • This is double the regional rate and four times higher than the national and state rate for Indigenous Australians.
  • There are basketball courts but no formed oval, swimming pool or library within the community. Apart from internet available only to students, there is no public internet access available.

Potential Issues with Service Delivery

Accessibility

  • The main access road to Beagle Bay is mostly unsealed and can be closed for at least 48 hours, approximately three times per year.
  • This issue may result in the community being inaccessible during particularly wet times, which may pose problems with access to emergency and health services.

Municipal and Essential Services

  • A local governance structure is desirable so that services and infrastructure can be managed internally and, needs and issues can be identified and frameworks established to improve services within the community.
  • A critical shortage of trained local staff is a major problem for maintaining an adequate standard of environmental health and animal management.
  • The sewerage infrastructure meets the base level standard however, the wastewater ponds are constantly overflowing and leaking poor-quality effluent into the environment.
  • The community needs additional accommodation facilities for teachers and the sporting facilities do not meet the base level standard.

School infrastructure

  • The classrooms across all levels of the school are considered too small for optimal use. A number of the primary classrooms have outstanding maintenance.

English as a Second Language (ESL) teachers

  • Kriol is the first language for all students at Beagle Bay. Kriol presents quite specific challenges in a teaching situation because aspects can appear to be the same as standard Australian English.
  • Teaching in Kriol often includes tasks to teach about the differences between Kriol and English. Only one of the 16 teachers at the school has training in English as a Second Language.

Vocational education and Training

  • There are currently no dedicated VET facilities available within the Dampier Peninsula.

Health Services

  • The most common principal diagnosis for hospital separations in Broome SLA was dialysis, suggesting there could be potential to increase the availability of dialysis treatment services.
  • Lack of lighting at the airstrip restricts emergency services after dark to transfer of patients via road to Lombadina for RFDS service to Derby hospital.3
  • Disability support services are provided on an intermittent basis by visiting support workers.
  • Currently there are minimal mental health services - adult as well as a children’s mental health support is required.

Victim Support and Community Safety Services

  • The Marnja Jarndu Women’s Refuge in Broome has a mobile outreach service that extends its work of providing accommodation, advocacy, support groups and awareness raising to the Dampier Peninsula.
  • There is a Women’s Community Centre in Beagle Bay, and significant refurbishment is underway to upgrade.

Significant new investments

  • Through the Building the Education Revolution, funding of $850,000 has been allocated to Beagle Bay for a new school library and general upgrades. Specific additional funding has been provided for Reading Recovery.
  • In Beagle Bay under the National Partnership Agreement for Remote Indigenous Housing, 10 new dwellings are being constructed and five refurbished during the 2009-10 financial year.
  • Funding is now available for a Locational Supported Playgroup and an Indigenous Parenting Support Service. Selection of service providers is under way.
  • Significant refurbishment of the Women’s Centre is in the process of being completed.

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