Local Implementation Plan - Galiwin'ku

Local Implementation Plan Galiwin'ku cover page picture

Signatory Page

We will all work together to Close the Gap.

Through respect and collaboration we will create a better future for all of our children.

This Local Implementation Plan is our commitment to create a long lasting partnership between the people of Gapuwiyak and governments.


Introduction

Closing the Gap in Galiwin'ku
Closing the Gap Building Blocks

Galiwin'ku’s Partnership with Government

Local Implementation Plan Process
How the Plan Developed

About Galiwin'ku

History
Location
Population
Languages
Clan groups
Traditional Owners
Land Council
Local Government
Local Reference Group
Early Childhood
Schooling
Health
Healthy Homes
Economic Participation
Safe Communities
Governance and Leadership
Schedule A: Galiwin'ku Priorities, Strategies and Actions
Schedule B: Baseline Mapping Report Snapshot
Schedule C: Summary of Community Engagement

Closing the gap in Galiwin'ku

The Australian and Northern Territory Governments are working together with Local Governments, through the Shire Councils, to reduce Indigenous disadvantage. In recognition that outcomes for Indigenous Australians remain below those of non-Indigenous Australians,the Council of Australian Governments has agreed to implement the National Partnership Agreement on Remote Service Delivery.

This Agreement is a long-term, generational commitment based on delivering coordinated, targeted and accelerated development in Indigenous communities, and it changes the way governments invest in remote areas.

The Agreement takes a direct approach to improving conditions. This includes engaging directly with the communities on delivering improvements. It also involves clear accountability for who does what, where and by when, backed up by rigorous monitoring and reporting.

Galiwin'ku is one of the 29 remote Indigenous communities across Australia where this approach is being started through Local Implementation Plans. The Galiwin'ku Local Implementation Plan has been developed through close consultation between governments and the Galiwin'ku community through the Galiwin'ku Local Reference Group. It sets out the priorities for the Galiwin'ku community and includes targets, actions, success measures and timelines for achieving those priorities. Existing community and government plans and agreements in Galiwin'ku complement the Remote Service Delivery approach. All the signatories agree to work together to deliver the actions in the plan.

Transforming Galiwin'ku will require a two-way commitment to change. This means:

  • community members agree to take more personal responsibility and fully participate in the commitments of the Galiwin'ku LocalImplementation Plan, and
  • governments agree to listen to the community and provide resources and planning to improve infrastructure, services and access to services.

This agreement is a long-term generational commitment based on delivering coordinated, targeted and accelerated development in indigenous communites


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Closing the Gap Building Blocks

The Council of Australian Governments (COAG) agreed to six specific targets to close the gap in Indigenous disadvantage, outlined below. These targets are underpinned by seven building blocks—priority areas where action is required. Improvements in one area will affect results in other areas.


COAG Targets

Building Blocks

Achieving COAG Targets

Ensure all Indigenous four-year-olds in remote communities have access to early childhood education within five years.

Halve the gap for Indigenous students in reading, writing and numeracy within a decade.

Close the gap in life expectancy within a generation.

Halve the gap in mortality rates for Indigenous children under five within a decade.

Halve the gap in employment between Indigenous and non-Indigenous Australians within a decade.

Halve the gap for Indigenous students in rates of Year 12 or equivalent attainment by 2020.

Early Childhood For an equal start in life, Indigenous children need early learning, development and socialisation opportunities. Access to high-quality early childhood education and care services—including preschool, child care and family support services such as parenting programs—is critical. Facilities and infrastructure, a sustainable early childhood education and health workforce, learning frameworks and opportunities for parental engagement are also important and require attention. Action on maternal, antenatal and early childhood health will help close the gap in child mortality as well as in early childhood development.
Schooling Education is the key to future opportunity. Schooling that responds to Indigenous education priorities requires attention to infrastructure, teacher and school leader supply and quality, curriculum, student literacy and numeracy achievement, opportunities for parental engagement, and school–community partnerships. Transition pathways into schooling and into work, and post-school education and training are also important. So are lifelong learning and the development of adult literacy and numeracy skills.
Health Access to effective, comprehensive primary and preventative health care is essential to improving Indigenous Australians’ health and life expectancy and reducing excess mortality from chronic disease. All health services play an important role in providing Indigenous people with access to effective health care. These services need to be responsive to government and community health priorities and accountable for achieving them. Closing the Indigenous health gap requires intense efforts in preventing, managing and treating chronic disease. Indigenous children and their parents need to use programs and services that promote healthy lifestyles.
Health Homes A healthy home is a fundamental precondition of a healthy population. Important contributors to the current unsatisfactory living conditions include inadequate water and sewerage systems, waste collection, electricity and housing infrastructure (including design, availability and maintenance). Children need to live in houses that are free from overcrowding and provide the infrastructure they need for good hygiene and study.
Economic Participation Indigenous people and communities should be able to benefit from the mainstream economy. This includes real jobs, business opportunities, economic independence and wealth creation. Economic participation needs to extend to disadvantaged job seekers and those outside the labour market. Access to land and native title can be leveraged to secure practical benefits for Indigenous people. Economic participation also needs other financial assets, capacity building, employment and training programs, incentive structures, and infrastructure such as communications and transport. Through economic participation, adults can become good role models for their family and community. The design and delivery of welfare (transfer payments and services) needs to encourage active engagement, greater capability and positive social norms. Ensuring that communities have support to overcome barriers to engagement such as problem gambling is critical.
Safe Communities Indigenous men, women and children need to be safe from violence, abuse and neglect. Meeting this need involves improving family and community safety through law and justice responses (including accessible and effective policing and an accessible justice system), victim support (including safe houses and counselling), child protection, and preventative measures. Addressing related problems such as alcohol and substance abuse is critical to improving community safety as well as improving health.
Governance and Leadership Strong Indigenous leadership is needed to champion and demonstrate ownership of reform. Effective governance arrangements in communities and organisations, as well as strong engagement by governments at all levels, are essential for long-term sustainable results. Indigenous people need to engage in developing reforms that will affect them. They need greater opportunities to build capacity in governance and leadership in order to play a greater role in exercising their rights and responsibilities as citizens.

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Galiwin’ku’s Partnership with Government

The Galiwin’ku Local Implementation Plan enables the three tiers of government and the Galiwin’ku community to reset their relationship through a partnership aimed at improving conditions and services in Galiwin’ku. This page explains the structures for Galiwin’ku’s partnership with government.

Local Reference Group

The Galiwin’ku Local Reference Group is the main way Galiwin’ku consults and negotiates with government on the Local Implementation Plan. Its members are community people from across the different clans, genders, age groups, areas of expertise and other interests in Galiwin’ku.The Galiwin’ku Local Reference Group set the community priorities for the Galiwin’ku Local Implementation Plan. To do this it consulted with clan groups, participated in capacity-building workshops and took advice from community members with experience in service delivery. With support from the Indigenous Engagement Officer and the Government Business Manager, the Galiwin’ku Local Reference Group consulted traditional owners and sought their agreement on the various community issues in the Plan.

Indigenous Engagement Officer and Government Business Manager

The Indigenous Engagement Officer and the Government Business Manager support the Galiwin’ku Local Reference Group and the Local Implementation Plan process. They work with both the Northern Territory and Australian Governments, as well as having strong connections with the Shire Council. They both live and work in Galiwin’ku.

The Indigenous Engagement Officer is an Indigenous person from the local area whose job is to:

  • support the community in its consultations and negotiations with government
  • ensure government engages with the community in a culturally appropriate way, and
  • assist the Galiwin’ku Local Reference Group to report on Local Implementation Plan progress to the Government Business Manager.

The Government Business Manager is the contact person for liaison between the community and government and also:

  • helps with community planning and agreement making,
  • helps with service coordination and delivery on the ground,
  • involves service providers such as non-governmental organisations in the Local Implementation Plan process, and
  • reports on Local Implementation Plan progress to the Regional Operations Centre.

Together the Government Business Manager and the Indigenous Engagement Officer are a Single Government Interface for the community. They help community people understand government programs and services, and help government and the shires understand community issues and priorities.

Schedule C details which groups were consulted and engaged with to develop the Galiwin’ku Local Implementation Plan.


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Regional Operations Centre and Board of Management

The Regional Operations Centre supports the Indigenous Engagement Officer and the Government Business Manager with the Galiwin’ku Local Implementation Plan. It also helps government to coordinate effective and timely service delivery. Regional Operations Centre staff are from both the Australian and Northern Territory Governments.

Galiwin’ku’s Indigenous Engagement Officer and Government Business Manager are supported by the Regional Operations Centre staff in Darwin.

The Regional Operations Centre reports to the Northern Territory Remote Service Delivery Board of Management, which is a partnership consisting of senior officials from both governments and from the shires who are responsible for providing oversight and guidance on the implementation of Remote Service Delivery policy.

The Board of Management will:

  • monitor and report on progress against the actions in the Local Implementation Plan,
  • take a whole-of-government approach to supporting the work of the Regional Operations Centre, and
  • solve any problems and seek to address any lack of progress on implementation.

Local Government

The Australian and Northern Territory Governments note the important role of local government through elected representation and service provision to the Galiwin’ku community and are committed to working in partnership with the East Arnhem Shire Council to implement the Galwin’ku Local Implementation Plan.


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Galiwin’ku Local Implementation Plan Process

How the plan developed

The Galiwin’ku Local Reference Group was established to set priorities to improve the quality of life in its community. The Galiwin’ku Local Reference Group was introduced to Local Implementation Planning at a local Visioning Forum convened by the Regional Operations Centre. Following this workshop, the Galiwin’ku Local Reference Group established a comprehensive list of community priorities under each building block. To do this it took suggestions from community people, traditional owners and senior elders with support from the Indigenous Engagement Officer and the Government Business Manager.

Through regular meetings, the Galiwin’ku Local Reference Group prioritised their top desired outcomes requiring immediate action in this first iteration of the Local Implementation Plan.

These top priorities were negotiated by the Regional Operations Centre with governments and service providers. Details of Galiwin’ku’s top priorities with strategies and actions being committed to this year by the community, governments and the shires are in Schedule A. The source document listing all of the desired community outcomes supplied by the Local Reference Group is available from the Government Business Manager and will be used to inform future versions of and updates to the Local Implementation Plan.

The Australian and Northern Territory Governments, with assistance from Shire Councils,surveyed conditions in Galiwin’ku to get baseline mapping data. This information identifies the Galiwin’ku community’s needs and is the starting point for measuring the results from the Galiwin’ku Local Implementation Plan. A summary of the baseline mapping data for Galiwin’ku is in Schedule B.

Start and finish dates

This iteration of the Galiwin’ku Local Implementation Plan commences upon the date of signing. Progress on Schedule A will be monitored regularly, and details of the Plan will be reviewed, updated, amended and expanded annually throughout the lifetime of the Plan until 30 June 2014.

Keeping the plan on track

The Regional Operations Centre will:

  • assess progress against the actions in Schedule A through regular communication with government agencies and the shires, supported by the Board of Management, and
  • work with the Galiwin’ku Local Reference Group and ensure it has the information it needs to implement the Plan.

Government agencies and the shires will:

  • report regularly to the Regional Operations Centre on progress against committed actions in the plan, and
  • consult with the Regional Operations Centre on details of the plan’s actions that evolve after the plan is agreed upon.

Supported by the Single Government Interface and the Regional Operations Centre, the Galiwin’ku Local Reference Group will:

  • check that the community is meeting its commitments in the plan,
  • meet regularly and keep the community well informed,
  • help raise awareness on agency progress on the ground, and
  • agree on any new priorities or changes to the plan that are needed to meet targets.

Reviewing the plan

The Galiwin’ku Local Implementation Plan is a living, evolving document that can respond to the changing needs, gaps and priorities for Galiwin’ku.

There will be opportunities to update, add to and improve it annually,or more frequently if required.This first version of the Plan was created within tight time frames, and the details and actions of the Plan are certain to evolve.


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Reviewing progress

The Regional Operations Centre will receive regular reports from government agencies on the Plan’s progress. The Regional Operations Centre will also receive regular reports from the Galiwin’ku Local Reference Group through the Government Business Manager regarding progress on the ground. The Regional Operations Centre will provide a regular general report,based on the community and agency progress reports, to the Board of Management.

The Board of Management will oversee the implementation process and alert the responsible agencies to gaps, delays or needs for improvement to ensure they meet their commitments.

The Office of the Coordinator-General for Remote Indigenous Services and the Office of the Northern Territory Coordinator-General for Remote Services also oversee the implementation process, with the authority to work across agencies to cut through bureaucratic blockages and red tape, and to make sure services are delivered effectively.

The Regional Operations Centre will also provide an annual report to the community on how the commitments are being achieved. It will work closely with the Galiwin’ku Local Reference Group, service providers, all levels of government and the shires to keep track of the commitments in Schedule A.

Addressing issues with plan progress

Any member of the Galiwin’ku Local Reference Group may raise an issue on behalf of the people they represent.

The Regional Operations Centre and the Board of Management are there to make sure that issues are addressed and resolved.

Galiwin’ku’s Indigenous Engagement Officer and Government Business Manager, with support from the Regional Operations Centre, are there to help the Galiwin’ku Local Reference Group get its issues dealt with.

This is the formal process for dealing with issues with plan progress:

  • A community member or group puts the issuein writing or tells it to a member of the Galiwin’ku Local Reference Group, which discusses the issue as a priority.
  • The Galiwin’ku Local Reference Group raises the issue to the Regional Operations Centre through the Government Business Manager’s monthly progress report.
  • The Regional Operations Centre works with the relevant government agency to address the issue, and reports the issue to the Board of Management if necessary. The Regional Operations Centre will let the Galiwin’ku Local Reference Group know what is being done.

Through regular meetings, the Galiwin’ku Local Reference Group prioritised their desired outcomes requiring immediate action in this first iteration of the Local Implementation Plan


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About Galiwin'ku

History

Aboriginal people have inhabited this region for more than 40,000 years. After the Goulburn Island mission was set up in 1921, Elcho Island was chosen as the site for a second Methodist overseas mission. However, oil drilling by the Naphtha Petroleum Company closed the mission site, which was relocated to Milingimbi.

Galiwin’ku on Elcho Island was eventually established in 1942 as a refuge from possible bombing of the Milingimbi Royal Australian Air Force Base during World War II.

The Methodist church started its Methodist overseas mission in Galiwin’ku in 1947. During the 1950s a fishing industry started, a large market garden flourished and a cypress pine logging industry and sawmill began. During early settlement, the mission encouraged Aboriginal people to stay on their traditional homelands and use Galiwin’ku as a service centre. However, the mission ended when self-government came in the 1970s, and the community is now the largest Aboriginal community in north-east Arnhem Land. In 2008, Galiwin’ku became part of the East Arnhem Shire and the Shire took over local government.

Location

Galiwin’ku is the largest community on Elcho Island, which is 150 km north-west of Nhulunbuy and 550 km north-east of Darwin. Elcho Island is at the southern end of the Wessel Island group, and is bounded on the western side by the Arafura Sea and on the eastern side by Cadell Strait. Galiwin’ku is the only town on Elcho Island, and is also the Aboriginal name for the whole island.

Population

The population of Galiwin’ku and its surrounds in 2006 was approximately 2,290, of which 2,158 were Indigenous (94 per cent). In 2006, 49 per cent of Galiwin’ku’s Indigenous population was younger than 20 years of age.

The Indigenous population of Galiwin’ku and its surrounds is projected to increase from 2,158 people in 2006 to 2,930 in 2026, an increase of 36 per cent. The number of Indigenous people aged 15 to 64 (the working age population) is projected to increase from 1,397 to 1,905 over this period. The greatest proportional increase is expected to be in the older population of 50 years and above, which is projected to double from 217 to 535 people, between 2006 and 2026.The changing size and age composition of the Indigenous population of Galiwin’ku will increase the need for housing and employment opportunities, as well as aged care and health services.

These numbers are based on the 2006 census, adjusted using Australian Bureau of Statistics estimates as the census under-counted Indigenous populations. It is recognised that this may not be an accurate assessment of the current population.

Languages

Galiwin’ku is home to the Yolngu people. Yolngu means ‘Aboriginal person’ in the languages of northern Arnhem Land. Yolngu is also the name given to a group of intermarrying clans who live in Milingimbi, Yirrkala and Galiwin’ku and speak a dialect of one of a number of closely related languages. Djambarrpuyngu is the most widely used and understood language in Galwin’ku. Galpa, Golpa, Golumala, Gumatj, Liya’gawumirr, Wangurri, Warramiri and Gupauyngu are also spoken.


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Clan groups

People from many clan groups now live in the township of Galiwin’ku and are known collectively as Yolngu people. Together these Yolngu clans formed a social system of religious organisation that differs from neighbouring systems. Yolngu people identify themselves first by their family group, then by their clan and language, and finally by their family’s country. The Yolngu landowning groups are divided into two moieties, Yirritja and Dhuwa. People belong to the moiety of their father and marry someone of their mother’s moiety.


Traditional Owners

A small number of traditional owners share the residency of the Galiwin’ku community with the speakers of the nine principal Yolngu languages drawn from the many surrounding clans. The residents of Galiwinku, drawn from these clans, share multi-dimensional connections to the land and sea of the islands including rights expressed through matri-lateral relations of Ngandipulu (Mother’s groups), Maripulu-ringgitj (Mother’s Mother’s groups), and Wakupuludjungaya (Mother’s Mother’s Mother’s groups).

The patrilineal title holders of the estate,Baymarrwangga (Senior Living) share the Galiwin’ku township with residents drawn from ancestral areas surrounding the islands. Some of these clans have matrilineal links and other cultural alliances, including ringitj interests, which connect them to the Galiwin’ku traditional owners and their traditional estate. There are traditional owners who currently reside in the nearby communities of Milingimbi, Murrunga and Maningrida.

Land Council

The Northern Land Council, based in Darwin and with a regional office in Nhulunbuy, is the land council to the community. It is responsible for matters under the Aboriginal Land Rights (Northern Territory) Act 1976. This includes:

  • checking, representing and responding to the wishes and opinions of local Indigenous people about legislation, tourism, development and commercial activities that affect traditional land, and
  • helping traditional landowners claim, manage and protect the land.

All of Arnhem Land was proclaimed as an Aboriginal reserve in 1931.

Local Government

The East Arnhem Shire Council provides local government in Galiwin’ku, which is in the Shire’s Gumurr Marthakal Ward. The Gumurr Marthakal Ward is one of four wards in the Shire and elects three of the 12 council members. The Shire headquarters are in Nhulunbuy and Darwin (both outside the Shire area) and it has a service delivery centre in Galiwin’ku.

The Shire consults community members through the Galiwin’ku Local Board, which meets monthly with the Gumurr Marthakal Ward councillors.

Local Reference Group

The Galiwin’ku people have been very focused on culturally appropriate representation throughout the Local Implementation Plan process. The community held a series of meetings attended by community leaders, clan leaders and other representatives and decided that clan leaders would nominate people to represent the clan in the Galiwin’ku Local Reference Group.

Clan representatives, leaders and members were then engaged by the Galiwin’ku Indigenous Engagement Officer and Government Business Manager in remote service delivery and Local Implementation Plan governance and planning through a further six ringitj (cultural alliances of clans) group meetings representing 21 clans.

The Galiwin’ku Local Reference Group has representatives from across the community. It includes traditional owners and non-traditional landowners, and is almost 50 per cent women. Younger members have consulted with Galiwin’ku youth about the plan. The three Gumurr Marthakal Ward Shire councillors are also members of the Galiwin’ku Local Reference Group.


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Early Childhood Highlights

The protection of children is everybody’s responsibility. It is the duty of all government and non-government workers and community members to identify and report children they believe may be at risk of harm or neglect. The community is keen to see well-coordinated childcare services and skilled, confident parents.

Community Strengths

  • Galiwin’ku has a licensed long day childcare centre.
  • The Miwatj Health Ngalkanbuy Health Centre delivers the Strong Women, Strong Babies, Strong Culture program.
  • Anglicare, which delivers the Family Support Program in East Arnhem Land, has set up a Communities for Children Committee which represents local people from across the region.

Desired Community Outcomes

  • One central area in Galiwin’ku where families can access early childhood services.
  • Parents and carers in all families have well-developed parenting skills.
  • Galiwin’ku health workers can make their own early childhood health promotion material.
  • Funding to buy early childhood education materials.

Commitments

The community and all levels of government are committing to a number of actions to address the community’s priorities, including:

  • To enhance the protection of children the Northern Territory Department of Health and Families is developing minimum service standards for child protection and related services for Galiwin’ku that will include an agreed program to implement these standards.
  • Training for parents, especially young mothers and fathers, on how to look after children to be delivered through the Families as First Teachers Program.
  • Health workers have access to additional early childhood materials, working with Miwatj Health to develop and deliver appropriate resources.

Details of Galiwin’ku’s early childhood priorities and actions are in Schedule A.


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Schooling Highlights

Galiwin’ku’s schools are Shepherdson Preschool, Shepherdson College and Galiwin’ku Senior Secondary School. Together they offer education from preschool to Year 12. The community is keen to see more Yolngu teaching and improved school attendance.

Community Strengths

  • The schools have a cultural education program.
  • The schools have a nutrition program for healthy lunches. Some parents contribute to this with income-managed funds through Centrelink.

Desired Community Outcomes

  • Yolngu pedagogy in all areas and levels of education.
  • Children attend school regularly.
  • People can see a clear pathway from education to employment.
  • Galiwin’ku people who are not in school have access to education.
  • Yolngu move from being teacher’s assistants to fully qualified teachers.

Commitments

The community and all levels of government are committing to a number of actions to address the community’s priorities, including:

  • Develop and implement strategies, based on best practice and localised solutions, to encourage children to attend and remain at school on a regular basis and to pursue further education opportunities.
  • A bilingual approach to education will be delivered with English as the predominant language of instruction supported by first language and enriched with an early years bi-literacy approach up to Year 2.
  • Galiwin’ku leaders, parents and guardians willtake more responsibility encouraging children and youth to attend school regularly.

Details of Galiwin’ku’s schooling priorities and actions are in Schedule A


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Health Highlights

The Ngalkanbuy Health Centre provides medical and public health services and access to visiting doctors and specialists, through resident health workers and a visiting General Practitioner. The community is keen to get better services for mental health care, aged and disability care and dialysis treatment.

Community Strengths

  • The Yalu Health and Education Centre provides Yolngu traditional medicine and other cultural education.
  • The Ngalkanbuy Health Centre has a mental health program.

Desired Community Outcomes

  • Galiwin’ku people with mental health problems are helped to get better in a culturally safe environment.
  • Galiwin’ku people can access primary health care services in a culturally safe environment.
  • More Galiwin’ku people can get dialysis treatment in Galiwin’ku.
  • Old people and disabled people have a place where they can be looked after.
  • Disabled people have access to all community facilities.
  • Galiwin’ku has good sporting facilities where people can exercise and enjoy sports.

Commitments

The community and all levels of government are committing to a number of actions to address the community’s priorities, including:

  • Review health centre infrastructure requirements so that facilities meet the needs for contemporary primary health care service delivery.
  • Provide funding for mental health nurse and two mental health workers.

Details of Galiwin’ku’s health priorities and actions are in Schedule A.


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Healthy Homes Highlights

The community is keen to upgrade housing in Galiwin’ku and ensure that people know how to look after their houses.

Community strengths

  • Under the Strategic Indigenous Housing and Infrastructure Program the community will get new housing and refurbishment of existing housing.
  • Government will consult with the Galiwin’kuHousing Reference Group to ensure local people have a say in decisions about housing in their community.

Desired Community Outcomes

  • All Galiwin’ku people know how to look after their houses and all Galiwin’ku houses are healthy to live in.
  • Community house lots are fenced so people can look after their own areas.
  • Half of the community houses have disability access.
  • Galiwin’ku children have safe places to play close to their family’s home.
  • Galiwin’ku has culturally appropriate living areas.

Commitments

The community and all levels of government are committing to a number of actions to address the community’s priorities, including:

  • Establish a Health Homes Working Group that will identify and implement the type and timing of housing support that will be provided at Galiwin’ku.
  • Sixteen community houses will have disability access.

Details of Galiwin’ku housing priorities and actions are in Schedule A.


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Economic Participation Highlights

The community is keen to improve cross-cultural communication, increase Yolngu involvement in research and develop more businesses.

Community Strengths

 

  • Community Development Employment Projects, Job Services Australia and Centrelink services are functioning in Galiwin’ku.
  • There is a large general store and takeaway, which is part of the Arnhem Land Progress Association chain. Two other small stores and takeaway shops are operated by non-Galiwin’ku-owned businesses under land-use agreements with the traditional owners.
  • Elcho Island Art and Craft Centre artists are well known and bring money into the community through their sales. This is important for the community and has a major role in continuing traditions and maintaining pride in and connection to Yolngu culture across generations.
  • There is a community market every Friday.
  • Marthakal Yolngu Airlines is owned by the community and is available for charter flights, a service the community would like to expand.
  • When the Strategic Indigenous Housing Infrastructure Program starts, local people will be trained and employed to refurbish and build community homes.
  • Four Galiwin’ku people will receive pre-employment preparation, mentoring and an apprenticeship placement throughRemote Apprenticeships in the Bush.
  • The Arnhem Land Progress Association community store provides literacy and numeracy training for Indigenous employees through the Workplace English Language and Literacy Program.

Desired Community Outcomes

 

  • Cross-cultural two-way education and training for Balanda (non-Indigenous) and Yolngu workers.
  • Yolngu increase their research skills and capacity. Local people have more control over the research done in their community.
  • More retail businesses and local shopping opportunities in Galiwin’ku.
  • Galiwin’ku people own and run their own small business.
  • Galiwin’ku has a public transport service that people can use to move around the community.

Commitments

The community and all levels of government are committing to a number of actions to address the community’s priorities, including:

  • Establish cross-cultural training business with a Galiwin’ku service provider to enable two-way cultural education and training for Balanda and Yolngu workers.
  • Provide business support and mentoring to individuals and groups wanting to start a viable business.

Details of Galiwin’ku’s economic participation priorities and actions are in Schedule A.


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Safe Communities Highlights

Galiwin’ku has four permanent police staff, including an Aboriginal community police officer, and assistance from a night patrol service. The community is keen to improve cyclone readiness and ensure that all Galiwin’ku people can move around safely.

Community Strengths

 

  • Galiwin’ku has a new police station.
  • There is an active community church and Bible translation centre, which engages community people of all ages.
  • The community has a full-time family and community worker to help children, youth and families deal with problems and prevent harm.

Desired Community Outcomes

 

  • Galiwin’ku people have a safe place to stay in a cyclone and know what to do in a cyclone.
  • Important Galiwin’ku roads are safe and in good condition.
  • Galiwin’ku is a safe place for community members to walk and move around (especially or young and disabled people).
  • Galiwin’ku has a place where women and children can be safe if they are at risk from violence. Galiwin’ku has a place where men can get the right kind of support to work through problems.
  • Effective and culturally appropriate community policing with good communication between the Galiwin’ku police and the community.

Commitments

The community and all levels of government are committing to a number of actions to address the community’s priorities, including:

  • Build a multi-purpose community hall that can also be used as a cyclone shelter and for programs for women and youth.
  • Local Reference Group to consult with men in the community to develop an approach for men’s cooling off place and preferred service model.

Details of Galiwin’ku safety priorities and actions are in Schedule A.


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Governance and Leadership Highlights

The community is keen to enhance Yolngu governance and leadership and streamline consultancy processes.

Community Strengths

 

  • Traditional Yolngu systems of governance (such as Ngarra and Makarr Dhuni) remain very strong. Yolngu people see themselves as living under rom (Indigenous law) first and under balanda (non-Indigenous) law second.
  • The Galiwin’ku Shire Local Advisory Board meets regularly to discuss community matters and bring important issues to the attention of the East Arnhem Shire councillors.
  • The Marthakal Homelands Resource Centre runs the Elcho Island Art and Craft Centre, Marthakal Yolngu Airlines, Marthakal Employment Services, Community Development Employment Projects, the Marthakal construction division, the mechanical workshop, Galiwin’kun airstrip and Marthakal Health Services.
  • The Arnhem Land Progress Aboriginal Corporation runs retail businesses across East Arnhem Land and provides community services including nutritional programs and grants for education, traditional ceremonies, community events and health.

Desired Community Outcomes

 

  • People are not disadvantaged by going on governance and leadership training.
  • Yolngu have control of Galiwin’ku-based organisations. Yolngu govern and manage their own organisations effectively.
  • Leadership and mentoring in Galiwin’ku.
  • Government workers and consultants talk to the right people at the right time.
  • Meetings of community and governance groups are properly supported.

Commitments

The community and all levels of government are committing to a number of actions to address the community’s priorities, including:

  • Work with the community to develop an integrated and strategic program of community governance and leadership support and training that suits the needs of the men, women and youth of Galiwin’ku.
  • Community members participate in relevant training.
  • The Local Reference Group and the Regional Operations Centre will work in partnership to implement the Local Implementation Plan.

Details of Galiwin’ku’s governance and leadership priorities and actions are in Schedule A.


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Schedule A: List of Acronyms

ABA Aboriginal Benefits Account CSP Community Safety Plan
ACPO Aboriginal Community Police Officer CWG Capital Working Group
ACW Aboriginal Community Worker DBCDE Department of Broadband, Communications and the Digital Economy
AFL Australian Footbal League DBE Department of Business and Employment
AG Australian Government DCI Department of Construction and Infrastructure
AGD Attorney Generals Department DEEWR Department of Education, Employment and Workplace Relations
AIS Australian Interpreter Services DET Department of Education and Training
ALC Anindilyakwa Land Council DHF Department of Health and Families
ALPA Arnhem Land Progress Association DLP Department of Lands and Planning
ALRA Aboriginal Land Rights (NT) Act 1976 DoHA Department of Health and Aging
AMRRIC Animal Management in Rural and Remote Indigenous Communities DoJ Department of Justice
       
AMS Aboriginal Medical Services DPI Department of Planning and Infrastructure
AMSANT Aboriginal Medical Services Alliance Northern Territory DSEWPAC Department of Sustainability, Environment, Water, Population and Communities
AODP Alcohol and Other Drugs Project DVD Digital Versatile Disc
ASC Australian Sports Commission EA East Arnhem
ASM Area Services Manager EASC East Arnhem Shire Council
BoM Board of Management EBA Enterprise Bargaining Agreement
BOOT/ BOOTS Build, Own, Operate, Transfer and Support EDO Economic Development Officer
BRACS Broadcasting for Remote Aboriginal Communities Scheme FaFT Families as First Teachers
CA Central Australia FaHCSIA Department of Families, Housing, Community Services and Indigenous Affairs
CAALAS Central Australian Aboriginal Legal Aid Service FTE Full Time Equivalent
CARH Central Australian Remote Health GBM Government Business Manager
CASA Civil Aviation Safety Authority GEBIE Groote Eylandt and Bickerton Island Enterprises
CAYLUS Central Australian Youth Link Up Service GEH Government Employee Housing
CDSC Central Desert Shire Council GEMCO Groote Eylandt Mining Company
CDEP Community Development Employment Projects GPNNT General Practice Network Northern Territory
CDS Central Desert Shire HACC Home and Community Care
CDU Charles Darwin University HLGRS- (RD) Department of Housing, Local Government and Regional Services - Regional Development
CEC Community Education Centre HLGRS/ DHLGRS Department of Housing, Local Government and Regional Services
CEO Catholic Education Office HOIL Home Ownership Indigenous Land
CFC Child and Families Centre HRG Housing Reference Group
CLC Central Land Council OCPE Office of the Comissioner of Public Employment
HSDA Health Service Delivery Area OLSH TCS Our Lady of the Sacred Heart Thamarrurr Catholic School
IBA Indigenous Business Association ORIC Office of the Registrar of Indigenous Corporations
ICT Information and Communications Technology OTL Office of Township Leasing
IEO Indigenous Engagement Officer PaCE Parents and Community Engagement
ILC Independent Land Corporation PAW Media Pintubi, Anmatjerre, Warlpiri Media
IPSS Indigenous Parenting Support Service PATS Patient Assistance Transport Scheme
IPWG Infrastructure and Planning Working Group PHC Primary Health Care
IRSD Indigenous Remote Service Delivery Special Account PHCM Primary Health Care Manager
IT Information Technology PWC/ P&W Power Water Corporation
JSA Job Services Australia RGSC Roper Gulf Shire Council
KWHB Katherine West Health Board RH Remote Housing
LAB Local Advisory Board RHNT Remote Housing Northern Territory
LGANT Local Government Association of the Northern Territory RIBS Regional Indigenous Broadcasting Services
LIP Local Implementation Plan ROC Regional Operations Centre
LHA Laynhapuy Homelands Association RSD Remote Service Delivery
LHRG Local Housing Reference Group RTEED Remote Training, Employment and Economic Development
LLNP Language, Literacy and Numeracy Program SDCU Service Delivery Coordination Unit
LRG Local reference group SEAM School Enrolment and Attendance Measure
LSP Locational Supported Playgroups SIHIP Strategic Indigenous Housing and Infrastructure Program
Malabam Malabam Health Board SNP School Nutrition Program
MCS Murrupurtiyanuwu Catholic School STEP Structured Training and Employment Projects
MES Municipal Essential Services SWSBSC Strong Women, Strong Babies, Strong Culture
MH Mental Health TBA To Be Advised
MJD FOUNDATION Machado Joseph Disease Foundation TDC Thamarrurr Development Corporation
MOU Memorandum of Understanding TIE Transforming Indigenous Education
MSC McDonnell Shire Council TISC Tiwi Islands Shire Council
MSOAP Medical Specialists Outreach Assistance Program TO Traditional Owners
N/A Not Applicable TOR Terms Of Reference
NGO Non Government Organisation TRPA Tanami Regional Partnership Agreement
NLC Northern Land Council UNICEF United Nations Children’s Fund
NPA National Partnership Agreement VET/ VETiS Vocational Education and Training in Schools
NRETAS Natural Resources, Environment, The Arts and Sport WAHAC BOARD Western Aranda Health Aboriginal Corporation Board
NRT Nicotine Replacement Therapy WASC West Arnhem Shire Council
NT Northern Territory WG Working Group
NTCET Northern Territory Certificate of Education and Training WETT Warlpiri Education and Training Trust
NTFC Northern Territory Families and Children WHO World Health Organisation
NTG Northern Territory Government WoG Whole of Government
NTIEC Northern Territory Indigenous Education Council WYN BOARD Willowra, Yuendumu, Nyirripi Health Board
NTPFES Northern Territory Police Fire and Emergency Services YMAC Yugul Mangi Aboriginal Corporation
NTPOL Norther Territory Police    
OATSIH Office for Aboriginal and Torres Strait Islander Health    

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Schedule A: Local Implementation Plan Priority Actions

Early Childhood

Early Childhood

Progress Output Indicators

COAG Target

Number and proportion of low, normal, and high birth weight Indigenous babies Halve the gap in mortality rates for under 5’s within a decade
Timing of antenatal visits for regular clients delivering Indigenous babies Halve the gap in mortality rates for under 5’s within a decade

Priority 1: All children will have access to Early Childhood Education in the year immediately preceding primary school.

Strategy 1.1: Increase capacity of parents to prepare children for school.

Action

Responsible Party

Start When

Finish When

1.1.1 Establish an Early Childhood Coordinator to lead the integration of family services tailored to the Galiwin'ku community and its surrounding service delivery area. This will be achieved through a whole-of-government approach across all levels of government, non-government organisations and the community to develop and implement an integrated service model. All program content will be inclusive of Indigenous culture and have links to elders. Lead – DET
Supporting – LRG, EASC, Government Service Providers, DHF, NGOs and the community
Started

Review Oct-11

1.1.2 Establish Families as First Teachers – Indigenous Parenting Support Service (FaFT-IPSS) program. This place based integrated universal services program includes early learning and parenting support strategies. Lead – DET
Supporting – DHF, FaHCSIA, Community, EASC, Miwatj Health
Started Dec-12
1.1.3 Deliver the Certificate III Community Services in the workplace through the FaFT Program to the local Indigenous FaFT Family Liaison Officers in the Workplace. Lead – DET
Supporting – FaHCSIA, Community, EASC
Started Dec-11
1.1.4 Provide universal access to preschool for every child in the year before full time school. By 2013 the preschool program is to be delivered for 15 hours a week, 40 weeks a year by a four-year, university qualified early childhood teacher. The program will be accessible across a diversity of settings and in a form that meets the needs of parents. Lead – DET
Supporting – DEEWR
Started Dec-13
1.1.5 Health workers have access to additional early childhood materials through FaFT and IPSS working with Miwatj Health to develop and deliver appropriate resources. Lead – DET
Supporting – Miwatj Health and the Community
Started Review Oct-11

Priority 2: Develop an early childhood precinct around the child care centre.

Strategy 2.1: Plan infrastructure to meet service needs.

Action

Responsible Party

Start When

Finish When

2.1.1 Plan future early childhood infrastructure ensuring any proposal is comprehensive and meets service delivery requirements. Planning to include operational funding, staff housing requirements, employment opportunities for local people and coordination and staging of other local infrastructure projects. Lead – DEEWR
Supporting – Capital Working Group, FaHCSIA, DET, DLP, DCI, DHLGRS, EASC
Started Review Oct-11

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Schedule A: Local Implementation Plan Priority Actions

Schooling

Schooling

Progress Output Indicators

COAG Target

Schooling enrolment and attendance Halve the gap in reading, writing and numeracy achievements for Indigenous children within a decade
NAPLAN participation and attainment Halve the gap for Indigenous students in year 12 equivalent attainment by 2020

Priority 1: All community members value and promote education as the key to future opportunity.

Strategy 1.1: Promote and encourage children to attend school on a regular basis.

Action

Responsible Party

Start When

Finish When

1.1.1

Develop and implement strategies, based on best practice and localised solutions, to encourage children to attend and remain at school on a regular basis and to pursue further education opportunities.

To implement 1.1.1, a School Attendance Working Group incorporating membership from government agencies, service delivery organisations, community members and other stakeholders, will be established. The School Attendance Working Group will be tasked with developing a localised school attendance strategy that is predominately community focused that is linked to existing and new incentive mechanisms provided by service delivery organisations. The strategy will also include pathways to encourage young adults, parents and other community members returning to school for further education and to provide support and encouragement to other school attendees.

Lead – DET
Supporting – ommunity, NRETAS
Started Ongoing progress update Feb–11
1.1.2 Galiwin'ku leaders, parents and guardians will take more responsibility encouraging children and youth to attend school regularly. Lead – Community
Supporting – DET
Feb- 11 Review Feb- 12
1.1.3 EASC to link the level of access to after school, vacation and youth, sport and recreation activities to school attendance. Lead - EASC
Supporting - DET, Community
Feb- 11 Review Feb- 12

Priority 2: Yolngu succeed in education.

Strategy 2.1: Education services in Galiwin’ku respond to the Indigenous ways of learning.

Action

Responsible Party

Start When

Finish When

2.1.1 Education services in Galiwin’ku respond to the Indigenous ways of learning. Lead – DET Started Review - Oct-11
2.1.2 With the teaching of Yolngu Matha, the opportunity for language and cultural activities can be supported through a range of options of which the school facilities being available for activities from 3pm to 9pm is one of the options that can be negotiated with the school principal. Lead – Community
Supporting – School, DET
2011 Review - Oct-11
2.1.3 Education policy communicated in Yolngu Matha: Shepherdson College Literacy Production Centre will translate education policies into Yolngu Matha. Lead – DET Started Ongoing progress update Feb–11
2.1.4 A bilingual approach to education will be delivered with English as the predominant language of instruction supported by first language and enriched with an early years bi-literacy approach up to Year 2. Lead – DET Started Review Oct-11

Strategy 2.2: Galiwin’ku people who are not in school have access to education.

Action

Responsible Party

Start When

Finish When

2.2.1 Provide adult education classes for parents: Evening classes for adults; Staff to include mentors and Yolngu educators. Lead – DET
Supporting – DEEWR, Community
2011 Ongoing progress update Feb–11
2.2.2 Develop a trade training centre. DEEWR to provide assistance to the community to develop a trade training centre submission for the 2011-12 funding round. Lead – DET, DEEWR
Supporting – Community
2010 Ongoing progress update Feb–11

Strategy 2.3: Enhance infrastructure to meet long term education needs.

Action

Responsible Party

Start When

Finish When

2.3.1 Provide improved infrastructure under the Building the Education Revolution program.. Lead –DET
Supporting – DEEWR
Started Review Oct-11

Strategy 2.4: Yolngu move from being teachers’ assistants to being fully qualified teachers.

Action

Responsible Party

Start When

Finish When

2.4.1 Trial five Indigenous assistant teachers in Remote Indigenous Teachers Education Program for Galiwin'ku. Lead – DET
Supporting – DEEWR
Started 2011
2.4.2 Support Indigenous professionals, paraprofessionals and other local school employees to undertake and complete vocational or tertiary qualifications. Lead –DET
Supporting – DEEWR
Started Ongoing progress update Feb–11

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Schedule A: Local Implementation Plan Priority Actions

Health

Health

Progress Output Indicators

COAG Target

Number of health care episodes Close the gap in life expectancy within a generation
Number of episodes of health care and client contacts Close the gap in life expectancy within a generation
Child oral health disease profile for 7-to-12-year-olds Close the gap in life expectancy within a generation

Priority 1: People in Galiwin’ku have access to services and programs that promote a healthy lifestyle and prevent illness.

Strategy 1.1: Comprehensive primary health services are available at Galiwin’ku.

Action

Responsible Party

Start When

Finish When

1.1.1 Review Health Centre infrastructure requirements so that facilities meet the needs for contemporary PHC service delivery. Lead – DHF for minor new works at this HC, DoHA
Supporting – Miwatj Health
Started Complete
1.1.2 Identify training options for local people interested in receiving technical training to support people on dialysis where they are the designated carer of a person receiving dialyses. Lead – DHF
Supporting – Miwatj Health
Started Review
Oct-11
1.1.3 Review the Oral health Program to seek opportunities for service improvement and if appropriate, develop a fluoridation program. Lead – DHF for Oral Health Program Lead – DHLGRS, PWC for fluoridation
Supporting—Miwatj Health
Started Mar-11
1.1.4 Miwatj Health to work with DHF to develop a mental health program that will be incorporated in the local primary health care plan. Lead – Miwatj Health
Supporting – DoHA, DHF
Started Jun–11
1.1.5 Provide funding for mental health nurse and two mental health workers. Lead – DoHA
Supporting – Miwatj Health
Started Review
Oct-11
1.1.6 Provide 2 x duplex for staff accommodation. Lead – DoHA
Supporting – DHLGRS
Started Oct-10

Priority 2: Old people and disabled people have a place where they can be looked after.

Strategy 2.1: Ensure services and infrastructure are appropriate and adequate for the care of the aged.

Action

Responsible Party

Start When

Finish When

2.1.1 Working with the local community, review aged care services and infrastructure to ensure current and future needs are planned for and facilitated Lead – DoHA
Supporting – Community,
Miwatj Health
Started Dec–10
2.1.2 Explore funding options to purchase a bus equipped with disabled access ramp and space for four wheelchairs for transporting aged care clients Lead – DoHA
Supporting – DHF, Shire
Started Review
Oct-11

Priority 3: Galiwin’ku has good sporting facilities where people can exercise and enjoy sports.

Strategy 3.1: Build a multi-purpose community and recreational centre and upgrade football oval.

Action

Responsible Party

Start When

Finish When

3.1.1 Plan for the construction of an appropriate multi-purpose facility that can be used as a cyclone shelter ensuring the proposal is comprehensive and meets service delivery requirements including a women centre, youth drop in, play group and sport and recreation. Planning to include operational funding, staff housing requirements, employment opportunities for local people and coordination and staging of other local infrastructure projects. Lead – NRETAS
Supporting – EASC, Capital Working Group
Jan–11 Jun–11
3.1.2 Develop a simpler, streamlined and integrated approach to youth, sport, recreation and related services. The approach will enable a range of activities that addresses gender and age group requirements. Lead – NRETAS
Supporting – EASC, FaHCSIA, PM&C, DHF
Started Oct-11

Priority 4: Rubbish and waste is managed in a way that is good for the environment.

Strategy 4.1: Well funded and compliant waste management facility.

Action

Responsible Party

Start When

Finish When

4.1.1 Develop a program to improve waste management including specific community actions. Lead EASC
Supporting – DHLGRS, NRETAS, LGANT, DLP
Started Review Oct-11

 

Strategy 4.2: Encourage people to stop or reduce levels of smoking.

Action

Responsible Party

Start When

Finish When

4.2.1 The Local Reference Group supported by the wider community: Encourage local shops to make nicotine abatement products available; Encourage community members to stop smoking inside homes and around non-smokers (including children, the elderly and the sick); Provide support and encouragement to family members who are trying to quit smoking; Support the declaration of smoke-free areas including playgrounds, buildings and other public areas. Lead – LRG
Supporting – DHF, Community, EASC, NTG/ AG
Started Review Oct-11

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Healthy Homes

Healthy Homes

Progress Output Indicators

Condition of current housing stock
Overall crowding rates: average per bedroom density and number houses overcrowded

Priority 1: Galiwin’ku people know how to look after their houses and all Galiwin’ku houses are healthy to live in.

Strategy 1.1: Coordinate a range of tools and support services for Galiwin’ku people to access to assist with maintaining their home.

Action

Responsible Party

Start When

Finish When

1.1.1 In consultation with an established Healthy Homes Working Group provide training and support to Galiwin’ku people to assist with maintaining their homes, i.e. home budgeting, home care (cleaning, minor repairs), life skills (cooking, nutrition, safe food storage). Lead – DHLGRS
Supporting – Community (HRG), Centelink, DHF, DoHA, PWC
Started Jun-11

Strategy 1.2: Community houses are maintained and safe.

Action

Responsible Party

Start When

Finish When

1.2.1 Appropriate living areas to be discussed with Housing Reference Group. Lead – DHLGRS, FaHCSIA
Supporting –HRG
Started Ongoing
1.2.2 Assess fencing requirements and develop a fencing program. Lead – DHLGRS, FAHCSIA
Supporting – EASC, HRG
Jan-11 Jun-11
1.2.3 All new houses will contain lockable storage. Lead – DHLGRS, FaHCSIA
Supporting – HRG
Started Jun-10
1.2.4 Sixteen community houses will have disability access. Lead – DHLGRS, FaHCSIA
Supporting – HRG
Timeline in line with new house construction. Dec-13
1.2.5 Complete refurbishments, rebuilds and new houses under the Strategic Indigenous Housing Infrastructure Program. Lead – DHLGRS, FaHCSIA
Supporting – HRG
Started Dec-13

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Schedule A: Local Implementation Plan Priority Actions

Economic Participation

Economic Participation

Progress Output Indicators

COAG Target

Total employment (Indigenous/non-Indigenous) To halve the gap in employment outcomes between Indigenous and non-Indigenous Australians within a decade.
Total employment (private/public) To halve the gap in employment outcomes between Indigenous and non-Indigenous Australians within a decade
Number of participants on Newstart, Youth Allowance and CDEP To halve the gap in employment outcomes between Indigenous and non-Indigenous Australians within a decade

Priority 1: Develop economic opportunities.

Strategy 1.1: Identify and create opportunities for small business development.

Action

Responsible Party

Start When

Finish When

1.1.1 Government agency staff working in Galiwin’ku undertake locally delivered cross-cultural training when available. All Government Started Ongoing
1.1.2 Establish cross-cultural training business with a Galiwin'ku service provider to enable two-way cultural education and training for Balanda and Yolngu workers. Lead – LRG, Community
Supporting – DHLGRS, IBA, RTEED
Started Review Oct-11
1.1.3 Support local organisations and people to develop research capacity and create partnerships with research institutions. Lead – Community
Supporting – IBA, DEEWR, RTEED
Started Review Oct-11
1.1.4 Provide business support and mentoring to individuals and groups wanting to start a viable business. Lead – DHLGRS/Tourism NT (for tourism specific businesses)
Supporting – RTEED
Started Jul-11
1.1.5 Develop a proposal for the Shire to provide three tiers of support that could be provided on a cost neutral basis for: Administration support to current or new Indigenous businesses; Business development support, including business planning, marketing and operational advice; The establishment of joint community - Shire enterprises, under a Build, Own, Operate, Transfer and Support (BOOTS) model, where there is a gap in current Indigenous business capacity. Lead - EASC
Supporting - DHLGRS
Started Review Dec-10
1.1.6 Develop Galiwinku Economic and Opportunities Profile. Lead: DHLGRS
Supporting: EASC, RTEED
Started Jun-11
1.1.7 Develop a proposal for a Government and Service Business Centre at Galiwin’ku including confirmation of office requirements for respective Government service providers. A range of services may be provided from this building and options will be considered for local organisations to build and own the shopfront with long-term tenancy. Lead – DBE
Supporting – RTEED, EASC, Community
Started Dec-10
1.1.8

EASC to establish a joint venture enterprise with local Aboriginal Corporation under a BOOTS scheme and develop business plan for the development of a Government and Business Centre.

1.1.8.1 EASC – Aboriginal Corporation joint venture to apply for loan funding to build the facility. 1.1.8.2 EASC – Aboriginal Corporation to tender for contract to build and operate Government and Business Service Centre.

Lead – EASC
Supporting – RTEED, Tourism NT, Community
Dec–10 Feb-11
1.1.9 Government undertakes to scope possibilities for commercial visitor accommodation to support services and economic development. If viable, government will work with local entrepreneurs seeking to invest in these businesses. Lead – Community/ LRG
Supporting – DBE, DEEWR, RTEED, IBA
Started Dependent on outcomes
1.1.10 Marthakal Yolngu Airlines to pursue development of an RPT service to Gove and surrounding communities. Lead – Community, LRG
Supporting – RTEED, CASA
Started Review Oct-11
1.1.11 Develop labour market profile that demonstrates current positions, skill requirements and jobs that are available. Lead – DBE
Supporting – RTEED
Started Oct-10
1.1.12 In close coordination with the current rollout of E-health and on-line education initiatives, develop an integrated ICT strategy that covers: infrastructure requirements; deployment of equipment; use of new technologies by government agencies and; access to ICT services by businesses, NGOs and local people. Lead – DBE
Supporting – RTEED
Oct-10 Ongoing
1.1.13 Explore partnership opportunities in the private sector, with a particular emphasis on building formal links with industries operating in the region. These partnerships could include (but not be limited to) training, employment, infrastructure and community development. Lead – DBE
Supporting – RTEED
Oct-10 Apr-11
1.1.14 Shire to complete business modelling for the introduction of a personal Identification Service. EASC, AG and NTG to explore options for funding and coordination processes with Births, Deaths and Marriages, Centrelink and other relevant agencies. Lead - EASC
Supporting - DBE, Births, Deaths and Marriages, Centrelink
Started Jun-11

Priority 2: All capable Galiwin’ku adults have the opportunity to engage in meaningful work.

Strategy 2.1: People are ready to work.

Action

Responsible Party

Start When

Finish When

2.1.1 VET and apprenticeships will be offered in schools and outside of schools and will be aligned with community employment pathways. Lead – DLP
Supporting – EASC
Started Review Oct-11
2.1.2 Jobs, training or further education offers guarantee for all NTCET graduates living in Galiwin’ku, through an organised transition to work program. Lead – DBE , DET
Supporting – All Agencies, RTEED, EASC
Started Review Oct-11
2.1.3 In partnership with community champions hold Futures Forums that provide information on employment options and business development services available to community members. Provide information on opportunities arising from potential private sector involvement. Lead – DHLGRS
Supporting – All Agencies, EASC
Jul–12 Jul–13
2.1.4 Training for work meets local employer demands and assists community members in gaining employment and advancing their career. Lead – DBE
Supporting – DEEWR, DET, EASC
Started Review Oct-11
2.1.5 Economic, commercial and financial literacy training meets community needs and assists with knowledge in the areas of money management, entrepreneurship, financial wealth and home ownership. Lead – FaHCSIA, DHLGRS
Supporting – RTEED, EASC
Started Review
Oct-11
2.1.6 Participation in training and development activities paid for by Government will be maximised surpassing minimum participation rates. Lead – Community
Supporting – LRG
Started Review Oct-11
2.1.7 Newstart Allowance recipients will meet their allowance obligations, measured by an increase in the number of people taking up job-readiness programs. Lead – Community
Supporting – Centrelink
Started Review Oct-11
2.1.8 Government Contracts: All procurement processes undertaken in remote areas will optimise opportunities in Indigenous employment and enterprise development. Lead – DBE
Supporting – RTEED, All Agencies
Started Review Oct-11
2.1.9 Complete a detailed road survey and prepare funding submission to upgrade roads. Lead - DHLGRS (Submission)
Supporting - DLP (Survey)
Started Dec-10

Priority 3: Town develops in an orderly manner with appropriate process.

Strategy 3.1: Develop a town plan.

Action

Responsible Party

Start When

Finish When

3.1.1 Complete and gazette a town plan (area plan and zoning map). Lead – DLP
Supporting – EASC
Started Dec–11
3.1.2 Develop Town Centre Urban Design plan including community transport strategies. Lead – DBE
Supporting – Community, RTEED
Started Jun–11

Priority 4: Provision of appropriate morgue facilities.

Strategy 4.1: Establish a culturally appropriate local mortuary facility at Galiwin’ku.

Action

Responsible Party

Start When

Finish When

4.1.1 Negotiate with local community for options to build and operate a morgue. Lead – DBE
Supporting – RTEED, Miwatj Health
Started Dec–10

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Safe Communities

Safe Communities

Progress Output Indicators

As a proportion of all offences: (i) alcohol related offences (ii) drug and substance abuse related offences (iii) offences against the person

Priority 1: Galiwin’ku people are safe in a cyclone.

Strategy 1.1: P eople have somewhere safe to stay in a cyclone and know what to do.

Action

Responsible Party

Start When

Finish When

1.1.1 Build a multi-purpose community hall that can be used as a cyclone shelter.

Planning will be guided by the Capital Working Group which has been established as a result of the Local Implementation Planning process and comprises lead agencies of government. Refer Action 3.1 under Health Building Block.
Lead – NRETAS, NTPFES
Supporting – EASC, Capital Working Group
Jan–11 Jun–11
1.1.2 Additional funding to be sought to strengthen school buildings against debris in a cyclone. Lead – DET
Supporting – DPI
Started Review Oct–11
1.1.3 Establish and support NT Emergency Service volunteer units capable of reacting to known hazards for the community. Lead – NTPFES
Supporting - EASC
Started Review Oct–11
1.1.4 Maintain an all hazard response plan for Galiwin’ku and review or establish specific hazard response plans for the community (e.g. Cyclone Plan) as necessary. This will include ensuring adequate community education and preparedness (including public shelters where necessary) for known hazards. Lead – NTPFES
Supporting - EASC
Started Review Oct–11

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Priority 2: Galiwin’ku is a safe place for people living there and visiting.

Strategy 2.1: Make Galiwin’ku a safe place for community members to walk and move around (especially young and disabled people).

Action

Responsible Party

Start When

Finish When

2.1.1 A Community Safety Working Party will be established to work with the community to develop place based plan and strategies that will address community safety concerns.

The Galiwin’ku community have noted the following to be considered as part of the safety plan: Care and protection of children; Promotion of culturally appropriate ways to deal with issues; Footpaths and walking tracks; Road safety controls including road signs and speed humps; Street lighting; Police attend Makarr Dhuni forum and set up a ‘common ground’; Community members capacity to respond to emergency situations including cyclone, fire, core emergency services.
Lead – DoJ
Supporting – NTPFES, DHF, FaHCSIA, AGD, DLP, EASC, LGANT
Oct-10 Ongoing
2.1.2 EASC to support the community to make local rules (by-laws) to control gambling and for the shops to not sell cards. DHLGRS (with support from DoJ as required) to investigate the scope and benefit of legislative changes to enable enforcement of effective by-laws on gambling. Lead – EASC, DHLGRS
Supporting – LRG, Store Committee, DoJ
Started Review Oct-11
2.1.3 Ensure effective and culturally appropriate community policing. Have a good relationship and good communication between the Galiwin'ku Police and the community. Lead – LRG
Supporting – Community, Police, Traditional Owners
Started Review Oct-11
2.1.4 Reduce the use of marijuana and other harmful substances on Galiwin'ku. Lead – Community
Supporting – Miwatj, DHF and DoHA
Started Review Oct-11
2.1.5 Develop a regional Animal Management Welfare and Control/Environmental Health (AWCEH) Program, including the funding of employment or local Indigenous people as AWCEH Officers, operational costs, and regional coordination. Lead – FAHCSIA
Supporting – RTEED, EASC, AMMRIC
Started Review Oct-11
2.1.6 Minimum service standards for child protection and related services will be developed in Galiwin’ku, including an agreed program to implement these standards. Lead - DHF
Supporting - LRG
Started Review Oct-11
2.1.7 Shire to apply for funds to conduct Traffic Management Plan and seek necessary funding to carry out required work. LLead - EASC
Supporting - Police, Community, DLP
Oct-10 Dec-11

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Strategy 2.2: Galiwin’ku people have access to reliable transport infrastructure.

Action

Responsible Party

Start When

Finish When

2.2.1 Upgrade barge landing hardstand and associated facilities. Lead – DLP Jun-13 Jun-14
2.2.2 Facilitate workshops in partnership with the shire to investigate passenger transport needs, potential community resources and partnerships. This work will include economic viability, business opportunities and potential support through joint ventures and organisations such as Indigenous Business Australia. This work will need to link to the area plan and town centre urban design plan and promote walkability and the use of bicycles. Lead – DLP
Supporting – Shire, DCI
Oct–10 Dec-10

Strategy 2.3: Galiwin’ku has a place where men can get the right kind of support to work through problems.

Action

Responsible Party

Start When

Finish When

2.3.1 Local Reference Group to consult with men in the community to develop an approach for men’s cooling off place and preferred service model. Lead – Local Reference Group
Supporting – DHF and DoHA
Started Review Oct-11

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Governance and Leadership

Governance and Leadership

Progress Output Indicators

Number of registered organisations under ORIC and NT Associations Act

Priority 1: Governance and leadership training is accessible and people are not disadvantaged when starting training.

Strategy 1.1: Galiwin’ku leaders are supported through governance and leadership training.

Action

Responsible Party

Start When

Finish When

1.1.1 Elected members of EASC will receive professional development to enable them to better understand and undertake their roles. Lead – EASC
Supporting – LGANT, FaHCSIA
Started Jun-11
1.1.2 Work with the community to develop an integrated and strategic program of community governance and leadership support and training that suits the needs of the men, women and youth of Galiwin'ku. Lead – FaHCSIA
Supporting – EASC
Started Review Oct-11
1.1.3 Community members participate in relevant training. Lead – Community
Supporting – FaHCSIA, EASC
Started Review Oct-11

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Strategy 1.2: Enhance and improve local people’s understanding of governance and leadership practises.

Action

Responsible Party

Start When

Finish When

1.2.1 Undertake a research project that will map the community governance arrangements and community engagement for Galiwin’ku. Lead – DHLGRS
Supporting – ROC
Oct–10 Mar–11
1.2.2 Align the LRG and EASC LAB to support coherent and coordinated consultation with the community.

1.2.2.1 - All levels of Government recognise the role of the LRG/LAB for coordinated consultation.
Lead – ROC
Supporting – EASC, AG and NTG Agencies
Started Review Jun-11
1.2.3 Develop and implement a system through which meetings and consultations are coordinated, streamlined and encourage community input. Lead - ROC, LRG Started Review Jun-11

Strategy 1.3: The LRG will be supported to monitor the progress and timelines of the Galiwinku Local Implementation Plan.

Action

Responsible Party

Start When

Finish When

1.3.1 The Galiwin’ku Local Reference Group, EASC and the ROC will work in partnership to progress Local Implementation Plan actions and report back to government. Lead – LRG
Supporting – ROC, EASC
From date of agreement Review Jun-11

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Schedule B: Baseline Mapping Summary

The Galiwin’ku Baseline Mapping Report provides information about the people, services and infrastructure in Galiwin’ku and the surrounding region. Most of the information in the report was collected during 2009, but often relates to earlier points in time (in particular, the Census data is from 2006).

The full Galiwin’ku Baseline Mapping Report is a very large document and includes a lot of technical information. The Government Business Manager has a copy to show people, and can arrange specialists to help people understand particular parts of the report.

The following is some of the information from the Galiwin’ku Baseline Mapping Report that relates specifically to the ‘Progress Output Indicators’ in Schedule A of the Local Implementation Plan. The facts and figures in these assessments will be reviewed each year to monitor the progress being achieved in Galiwin’ku in these key areas.

Early Childhood

 

  • Of the all births in the East Arnhem Balance Statistical Local Area (which includes Galiwin’ku, Gapuwiyak, Yirrkala, Milingimbi and Ramingining) from 2004-08, 22.4 per cent (204 births) were to teenage mothers aged 15 to 19. Births to mothers aged 20-24 comprised 35.8 per cent of all births (326 births).
  • Between 2001 and 2007, the number of children enrolled in preschool at Shepherdson College increased steadily from 28 children to 70 children. In 2009, the number of children enrolled decreased to 54. As the 2006 census shows the zero to four year old Indigenous population to have been 242, this data indicates a very low enrolment rate.
  • The number and proportion of low, normal and high birth weight Indigenous babies in Galiwin’ku was collected by Northern Territory health services and the Australian Institute of Health and Welfare. Due to concerns about small numbers in the data, permission to use it in the Baseline Mapping Report was not provided by the Northern Territory.
  • The timing and number of antenatal visits for regular clients delivering Indigenous babies in Galiwin’ku was collected by Northern Territory health services and the Australian Institute of Health and Welfare. Due to concerns about small numbers in the data, permission to use it in the Baseline Mapping Report was not provided by the Northern Territory.

Schooling

 

  • In August 2009, 441 students were actively enrolled at Shepherdson College from preschool to Year 6, and 146 were actively enrolled from Year 7 to Year 12. The 2006 census shows the school-aged Indigenous population (ages five to 14) to have been 470.
  • The yearly average attendance at Shepherdson College increased from 51.1 per cent in 2008 to 54.5 per cent in 2009, alongside an average enrolment increase from 591.75 to 644.83. Since 2001, average attendance has decreased overall, from 57 per cent in 2001 to 53 per cent in 2009, and the mean attendance in 2009 was below average for similar schools in the Northern Territory.
  • On average, participation in the National Assessment Program—Literacy and Numeracy (NAPLAN) has mostly increased between 2008 and 2009. For example, there was a 21 per cent increase in Year 9 participants in the reading assessment, and a 29 per cent increase in Year 9 participation in the assessment for numeracy.
  • Overall results in 2009 indicate that students are achieving below the national minimum standard in most subjects. For example, 8 per cent of Year 3 participants and 14 per cent of Year 7 participants achieved at or above the national minimum standard for reading (with 28 per cent of Year 3 and 34 percent of Year 7 not participating). When assessed for numeracy, 30 per cent of Year 5 students and 18 per cent of Year 9 participants achieved at or above the national minimum standard (noting 29 per cent of Year 5 and 32 per cent of Year 9 did not participate).
  • More information on NAPLAN results is available online at www.myschool.edu.au.

Health

 

  • In 2009-10 the Galiwin’ku health centre reported 23,267 episodes of care, with 56 per cent reported as care for female clients and 94 per cent reported as care for Indigenous clients.
  • For every 10 children between the ages of seven to 12 years old seen by an oral health care professional, an average of six had a filling and one had a tooth extracted. Seventeen children have had dental care under general anaesthetic in the past two years. For every ten adults seen, each had one filling and nine had a tooth extracted.
  • In 2008-09 there were a reported 31 Home and Community Care clients in Galiwin’ku, all of whom were Indigenous.
  • In 2009-10 the Aged and Disability Program reported 43 open cases, 10 referrals and 15 closed cases. Open cases are those cases being actively managed by a disability coordinator.

Healthy Homes

 

  • In 2009, there were 158 residential dwellings in Galiwin’ku, providing 445 bedrooms. This resulted in an average of 4.23 people per bedroom. Seventy eight per cent of Galiwin’ku households are considered to be overcrowded.
  • Forty four of the assessed dwellings were deemed in need of refurbishment, and 20 were deemed in need of significant capital expenditure.
  • Between 2003-04 and 2007-08, Indigenous people in the East Arnhem Balance Statistical Local Area (which includes Galiwin’ku, Gapuwiyak, Yirrkala, Milingimbi and Ramingining) were hospitalised for diseases associated with poor environmental health at a rate of 29.2 per 1,000.

Economic Participation

 

  • An employment survey was undertaken in 2009 in Galiwin’ku. Of the 395 employed people, 295 were Indigenous—51 people were employed full-time, 61 were part-time, 25 were casual and 158 held Community Development Employment Projects positions.
  • At the time of the survey 92 Indigenous people were employed in the public sector (50 full-time, 36 part-time and six casual) and 45 were employed in the private sector (one full-time, 25 part-time and 19 casual).
  • Ninety four per cent of income support recipients were of workforce age (15–64 years of age). Fifty seven per cent of all income support recipients were female.
  • Approximately 42 per cent of main income support recipients (292 people) were on Newstart Allowance. Between June 2008 and June 2009, there was a reduction in the number of Newstart Allowance recipients by 10 per cent.
  • None of the 208.8 km of roads surveyed in and around Galiwin’ku were found to be in good condition, 40 per cent were found to be in fair condition, and 60 per cent were found to be in poor condition.

Safe Communities

 

  • From 2006–07 to 2008–09, a total of 292 offences were recorded in Galiwin’ku. The data shows that the number of offences recorded increased by more than 300% from 2006-07 to 2008-09 (in the context of a relatively small number of offences recorded), coinciding with the establishment of a permanent police presence in Galiwin’ku in March 2009.
  • Much of the increase in offending over the period resulted from public order offences, criminal damage and domestic disturbances. Most offences in the ‘other offences’ category over the period were criminal damage (40 offences or 49 per cent).
  • Overall, only a relatively small percentage of offences (14 per cent) were alcohol related. Almost all public order offences were alcohol related, as well as a majority of ‘against other person’ offences.
  • Over the three-year period, three per cent of all offences in Galiwin’ku (eight offences) were considered by police to be drug or substance abuse related. Twenty two per cent of offences in Galiwin’ku (63 offences) were considered related to the use of illicit drugs or other substances (other than alcohol). While these percentages are based on quite small overall numbers, it is notable that just over 36 per cent (12 offences) of theft offences were substance abuse related.
  • Overall, 13 per cent of offences (39 offences) were domestic or family violence related. This included 35 per cent of offences against the person and 100 per cent of domestic disturbances.

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Schedule C: Summary of Community Engagement

The Galiwin’ku Indigenous Engagement Officer and Government Business Manager worked with community groups and individuals, as well as key stakeholders, service providers, local government and non-government organisations to guide the Galiwin’ku Local Implementation Plan process. This section outlines the kinds of consultation, engagement and capacity-building that occurred.

Consultation with the Local Reference Group

The Galiwin’ku Local Reference Group is the key community group for engagement in the Local Implementation Plan process.

Galiwin’ku people have been very focused on culturally appropriate representation. Through a series of Local Implementation Plan meetings attended by community leaders, clan leaders and other community representatives, it was decided that clan leaders would nominate the appropriate people to represent the 21 clans in the Galiwin’ku Local Reference Group. Galiwin’ku Local Reference Group membership was established through a further six meetings of ringitj (cultural alliances of clans).

The Galiwin’ku Local Reference Group comprises the members sanctioned by community and clan leaders plus the three elected Gumurr Marthakal Ward East Arnhem Shire Councillors. The Group’s composition evolved further as more meetings were held and the Local Implementation Plan process continued. The inclusion of youth representatives is being considered after the strong performance of three Galiwin’ku youth at the regional Remote Service Delivery Governance and Leadership Workshop.

Formal Local Reference Group meetings have been well attended. There were 19 members in attendance at the Local Implementation Plan Visioning Forum, and 21 members were present at the 6 May meeting to prioritise the community’s desired outcomes. Meeting attendance is relatively consistent with roughly two-thirds of the members regularly attending. For members unable to attend meetings, proxies are often used. This proxy process is in the process of being finalised.

Local Reference Group members

The Galiwin’ku Local Reference Group members are: Keith Garadhawal, Valerie Bulkunu, Kenny Djekurr, Joanne Budukulawuy, Alan Maratja, Joan Mälku, Geoffrey Gurwanawuy, Jean Rurrukunbuy, Ted Marrawili Gondarra, Dianne Biritjalawuy, Rev. Djiniyini Gondarra, David Ya garriny, Bobby Nyikamula, Joanne Garn gulkpuy, David Gelma, Kathy Guthadjaka, Dorothy Yu girr a, Markurri Bukulatjpi, Gäli Yalkarriwuy, Susan Dhä gal, Glen Dhälirri, Helen Nyomba, Jane Garrutju, Joe Neparr a, Daisy Gumbula, Nigel Barrakawuy, Johnny Gurrumgurrum, Dorothy Bepuka, David Djala gi, James Bayu , Fabian ärrpitjiwuy, Chris Wanambi, Marrayurra, Galali u, Dorothy Ya gathu, Don Wininba, Mavis Da anbarr and Kaye Thurlow.

Consultations with community members

The Indigenous Engagement Officer and Government Business Manager held multiple consultations with individual community members who contributed to the Local Implementation Plan. There have been approximately six or seven ringitj meetings in total to reform the Local Advisory Board and the Local Reference Group. Additionally, a meeting of 11 clan leaders was convened to formalise the Local Implementation Plan priorities.


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Consultations with service providers and governance structures

The Galiwin’ku Local Reference Group includes representation from a range of service providers and stakeholders, and from individuals whose expertise spans the interests of each of the seven Council of Australian Governments building blocks. Additionally, there was a meeting between the former Government Business Manager, the new Government Business Manager, the Indigenous Engagement Officer and the Shire Community Liaison Officer to strategise on the Local Implementation Plan. One meeting was held with police, one with aged care, and several were held with a health joint working group involving Menzies School of Health Research, the health centre and two shire representatives. Several other meetings were held with the Shire Local Advisory Board, the health board, and with early childhood workers at the health centre. Service provider forums were held to strategise on the Plan, and ongoing informal youth consultation was held in the community. Even though there is no functioning school council to consult with, the former school principal and several Indigenous teachers participated in Local Reference Group meetings.

Engagement

The Indigenous Engagement Officer is the key engagement officer on a local level, responsible for meeting with families and individuals on a regular basis to keep the community well informed about the Local Implementation Plan and other government projects.

Additionally, a range of tools have been created to support an informed engagement process:

  • The source document listing all of the desired community outcomes supplied by the Local Reference Group is available from the Government Business Manager and will be used to inform future versions of and updates to the Local Implementation Plan.
  • Community posters and fact sheets about Closing the Gap, Remote Service Delivery and the Local Implementation Plan have been developed and presented to the Local Reference Group during the visioning forum and subsequent meetings.
  • A community notice board has been sent to the Government Business Manager to display information for the broader community about Closing the Gap.
  • A DVD was produced in Galiwin’ku profiling a good news story from the community demonstrating community initiatives that contribute to Closing the Gap.
  • A photographer visited Galiwin’ku in June 2010 and the photographs will be used by the Regional Operations Centre to create distinctive Galiwin’ku engagement materials.
  • Government sponsorship of the monthly Galiwin’ku newspaper Galiwin’kupuy Dhawu has been negotiated in exchange for column space allocated to Remote Service Delivery and Local Implementation Plan messaging.

Capacity-building

The Galiwin’ku Local Reference Group has been supported in its capacity-building by the Single Government Interface and the Regional Operations Centre. On 17 February 2010, the Regional Operations Centre convened an in-community Visioning Forum for Galiwin’ku Local Reference Group facilitated by an experienced Indigenous facilitator. The Visioning Forum explored government’s vision in Closing the Gap and Remote Service Delivery, and the Galiwin’ku community’s vision through a Local Implementation Plan. The community’s desired outcomes were presented for prioritisation. Over a series of in-community meetings between the Galiwin’ku Local Reference Group, the Single Government Interface and the Regional Operations Centre, priorities under each building block were finalised and negotiated with government.

Galiwin’ku Local Reference Group members also participated in a regional Remote Service Delivery Governance and Leadership Workshop held in Nhulunbuy11-12 May 2010. The workshop focused on building the capacity of current and emerging local leadership in the areas of: Western concepts of visions and goal setting; how to work with governments; the local implementation process; community accountability; sharing stories of local leadership; and democratic governance.


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Content Updated: 17 July 2013