Local Implementation Plan - Yuendumu

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 Yuendumu and governments.


Introduction

Welcome to Country
Closing the Gap in Yuendumu
Closing the Gap Building Blocks

Yuendumu's Partnership with Government

Local Implementation Plan Process
How the Plan Developed

About Yuendumu

History
Location
Population
Languages
Language Group
Traditional Owners
Land Council
Local Government
Local Reference Group


Early Childhood

Schooling

Health

Healthy Homes

Economic Participation

Safe Communities

Governance and Leadership

Schedule A: Yuendumu Priorities, Strategies and Actions
Schedule B: Baseline Mapping Report Snapshot
Schedule C: Summary of Community Engagement

Welcome to Country

Nganimpa Yuendumu Local Reference Group, Yurntumu wardingki patu manu nyampu wardinki patu Traditional Owner patu nglua kanalu jarnku mirnimirni warrki-jarrimi Government kirli manu nyanungurra nyangu warrkini patu kurlu Yurntumurla, jaru kanalu yirrarni panungku-juku jintangka pipangka yungurlipa ngurrjungku nyampu Yuntumu mardani man run-mani. Government wardingki patu manu nganimpa-rnalu jinta yungurnalu ngurrju jaru yirrarni nyampuku Yurntumuku jalanguku manu ngakaku manu kajilipa ngalipaYurntumu wardingki patu pirrjirdi karrimi nyampuku nganimpa nyangu communityki Yurntumuku panu-juku, nyampurra puru nyiyakanti-kanti kuja kalu nganpa changes-kanyirni.

Nganimpa-rnalu meeting-rla wangkaja community nyampu kurlu yangka nyinya-kantikantiki kuju karlipa wangkami nyampuku Yurntumuku, Government kalu nganpa ngungurrnyina kujakuju, kuja karlipa jarnku-mirnimirni warrki-jarrimi manu jaru jinta kurra mani.

Kuja karlipa nyampuku wangkami future-ku Yurntumuku, wangkamirlipa jung-nyayirni ngalipa Yurntumu wardingki patu. Jalanguju warrki-jarrimi kaluGovernment, nyurrurlku nyampurla plan-rla manu kalu finalize manilki.

Kapirlipa sign-mani warrki Government-kirra manu wardinyi jarrimi kapirli-nganpa nganimpa nyangu jaruku manu kapirlipa warrki jarrimi janku mirnimirni manu kapirlipa nyanu warra-warra kanyi kuja karlipa nyarrpa warrki jarrimi yungurlipa Yurntumu nyampu ngurrju mardarni.

We the Yuendumu Local Reference Group, as representatives of the Yuendumu Community members with the Traditional Owners, have been working side by side with the Governments and their representatives in Yuendumu to put together a plan that will benefit the Yuendumu Community. We have formed a partnership between Government and Community to get positive outcomes for the Yuendumu Community future, so that Yuendumu will become a stronger community through the changes that will see our community grow and prosper for our generation and our future generations.

We have had many meetings and lots of discussions on what our community needs, and have come up with our list of priorities with the Government agreeing to them, which is a positive sign of our partnership and our trust in each other.

For the Yuendumu Community to grow in the future we need everyone to commit to this plan and we as the representatives of the Yuendumu Community have made our commitment by working on this plan to get it ready and finalized.

We will sign the plan showing our commitment to Government and are proud and honoured that the Government has listened to our Community needs. We will work together to make sure that Yuendumu Community becomes a better place to live.


Closing the Gap in Closing the gap in Yuendumu

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.

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

Transforming Yuendumu 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 Yuendumu Local Implementation Plan, and
  • governments agree to listen to the community and provide resources and planning to improve infrastructure, services and access to services.

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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.
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.

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COAG Targets

Building Blocks

Achieving COAG Targets

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.
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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Yuendumu's Partnership with Government

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

Local Reference Group

The Yuendumu Local Reference Group is the main way Yuendumu consults and negotiates with government on the Local Implementation Plan. Its members are community people from across the different language groups, genders, age groups, areas of expertise and other interests in Yuendumu.

The Yuendumu Local Reference Group set the community priorities for the Yuendumu Local Implementation Plan. To do this it consulted with language 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 Yuendumu 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 Yuendumu 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 Yuendumu.

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 Yuendumu 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 Yuendumu 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 Yuendumu 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.

Yuendumu's Indigenous Engagement Officer and Government Business Manager are supported by the Regional Operations Centre staff in Darwin and Alice Springs.

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 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 its elected representation and service provision to the Yuendumu community and are committed to working in partnership with the Central Desert Shire Council to implement the Yuendumu Local Implementation Plan.

The Yuendumu Local Reference Group set the community priorities for the Yuendumu Local Implementation Plan. To do this it consulted with language groups, participated in capacity-building workshops and took advice from community members with experience in service delivery


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Yuendumu Local Implementation Plan Process

How the plan developed

The Yuendumu Local Reference Group was established to set priorities to improve the quality of life in its community. The Yuendumu Local Reference Group was introduced to Local Implementation Planning at a local Visioning Forum convened by the Regional Operations Centre. Following this workshop, the Yuendumu 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 Yuendumu Local Reference Group prioritised their 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 Yuendumu'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 Yuendumu to get baseline mapping data. This information identifies the Yuendumu community's needs and is the starting point for measuring the results from the Yuendumu Local Implementation Plan. A summary of the baseline mapping data for Yuendumu is in Schedule B.

Start and finish dates

This iteration of the Yuendumu 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 Yuendumu 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 Yuendumu 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 Yuendumu Local Implementation Plan is a living, evolving document that can respond to the changing needs, gaps and priorities for Yuendumu. 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 Yuendumu 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 Yuendumu 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 Yuendumu 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.

Yuendumu's Indigenous Engagement Officer and Government Business Manager, with support from the Regional Operations Centre, are there to help the Yuendumu 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 issue in writing or tells it to a member of the Yuendumu Local Reference Group, which discusses the issue as a priority.
  • The Yuendumu 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 Yuendumu Local Reference Group know what is being done.

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


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About Yuendumu

History

Aboriginal people have inhabited this region for more than 40,000 years. The first settlement at Yuendumu was established in 1946 by the Australian Government to deliver rations and welfare services. In 1947 a Baptist mission began there. Yuendumu Aboriginal Reserve was claimed in 1952. By 1955, many Warlpiri people had settled in the town. The reserve became Aboriginal freehold land under the Aboriginal Land Rights Act (Northern Territory) 1976 and the land the community is on became the Yuendumu Aboriginal Land Trust Area. The Yuendumu Community Council administered the area.

In 2008 the Yuendumu Community Council was absorbed into the Central Desert Shire Council, which now provides local government to the region.

Location

Yuendumu is 290 km north-west of Alice Springs along the Tanami Highway, in the Tanami Desert.

Population

The population of Yuendumu and its surrounds in 2006 was approximately 794, of which 701 were Indigenous (88 per cent).

The Indigenous population of Yuendumu and its surrounds is projected to increase from 701 in 2006 to 946 in 2026. The number of Indigenous people aged 15 to 64 (the working age population) is projected to grow from 448 people in 2006 to 612 people in 2026. The number of Indigenous people aged 65 years and over is expected to double from 26 in 2006 to 53 in 2026.

The increasing size and ageing population of Yuendumu will increase the need for housing, employment opportunities, 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

The two main languages spoken in Yuendumu are Anmatyerre and Warlpiri. There are also a number of people from the Pintupi language group living at Yuendumu.

Language Groups

Yuendumu is home to a mixture of people and language groups. The members of the local descent group are divided into two main categories and various sub-categories. The two main categories are Kirda and Kurdungurlu. The Kirda are those who belong to the same patrimoiety as ancestors who are considered to have an endless patrilineal link with the country. The Kurdungurlu belong to the opposite patrimoiety.

Traditional Owners

Yuendumu is on the border of Anmatyerre and Walpiri country. Traditional ownership currently rests with families who collectively form the Warlpiri Land Trust. Yuendumu is on the southeastern border of the extent of traditionally owned Warlpiri land. Anmatyerre land extends to the east, Pintubi/Luritja land to the south and Kukatja land to the west.

Land Council

The Central Land Council, based in Alice Springs and with a regional office in Yuendumu, 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.

Currently the Central Land Council is negotiating on behalf of the community with government on community leases.


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The Central Land Council also sponsors the Granite Mines Aboriginal Affected Areas Corporation. The corporation’s board of directors oversees the distribution of Granite Mines royalties for Yuendumu community projects.

The Central Land Council has an agreement - the Tanami Regional Partnership with Newmont Asia Pacific, the Australian and Northern Territory governments and the Victoria Daly and Central Desert Shire Councils to improve education, create jobs in the mining industry, support Aboriginal businesses and build the capacity of Yuendumu, Lajamanu and Kalkarindji.

Local Government

The Central Desert Shire Council provides local government in Yuendumu, which is in the Shire's Southern Tanami Ward. This is one of four wards in the Shire and elects four of the 12 council members. The Shire headquarters are in Alice Springs and it has a service delivery centre in Yuendumu.

The Shire consults community members through the Shire Local Board, whose members are elected by the Yuendumu community.

Local Reference Group

The Yuendumu Local Reference Group has 36 nominated members who are leaders or employees of a range of community organisations, including the Shire Local Board. Together they represent all sectors of the community.

The Indigenous Engagement Officer, the Government Business Manager and Regional Operations Centre staff consulted with the Yuendumu Local Reference Group, service providers, other key stakeholders, family groups and individual community people to set the priorities in this Local Implementation Plan.

The Yuendumu Local Reference Group has 36 nominated members who are leaders or employees of a range of community organisations, including the Shire Local Board. Together they represent all sectors of the community


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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

 

  • Yuendumu Kurdu Kurdu Kurlangu Childcare Centre runs a playgroup and crèche.
  • The childcare centre has a number of local staff members, most of them employed through Community Development Employment Projects.

Desired Community Outcomes

 

  • Coordinated childcare services and parents with skills to care for children.
  • All children up to five have access to crèche and child care.
  • Playgroup for children.
  • Capable and confident parents raising children.

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 Yuendumu that will include an agreed program to implement these standards.
  • Develop a Children and Families Centre to national quality standards, including a childcare centre that caters for 50 children.
  • Parents ensure children attend health centre for regular checkups and immunisations.

Details of Yuendumu's early childhood priorities and actions are in Schedule A.


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Schooling Highlights

The Yuendumu School provides preschool, primary school and secondary school education.

The community is keen to see barriers to learning reduced and bilingual education supported.

Community Strengths

 

  • The school is governed locally by a school council made up of community parents.
  • The school runs a nutrition program providing recess snack and lunch.

Desired Community Outcomes

 

  • Barriers to learning are reduced.
  • Support bilingual education within the school system.

Commitments

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

 

  • 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.
  • School Council members to work with the broader community and the school to address strategies to increase attendance and reduce bullying and teasing problems in and around school.
  • Parents will send their children to school.

Details of Yuendumu's schooling priorities and actions are in Schedule A.


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Health Highlights

The Yuendumu Health Centre provides medical and public health services and access to visiting doctors and specialists, through staff including trainee Aboriginal health workers and a visiting General Practitioner.

The community is keen to improve youth health.

Community Strengths

 

  • The community health board is known as WYN Health (Willowra, Yuendumu and Nyirripi).
  • Mt Theo Centre, through the Walpiri Youth Development Aboriginal Corporation, provides services such as substance abuse early intervention, alcohol and drug education and counselling, petrol sniffing strategies, and diversionary programs.
  • A Tanami renal dialysis centre is being established by Western Desert Nganampa Walytja Palyantjaku Tjutaku Aboriginal Corporation.
  • The Old People's Program, incorporated as the Mampu Maninja-Kurlangu Jarlu Patu-Ku Aboriginal Corporation, provides an outreach service for meals, washing and laundry, as well as day care and short-term residential respite care.

Desired Community Outcomes

 

  • Improve health and wellbeing of youth through participation in sport.
  • Health service that provides outreach and preventative services.
  • Reduce ear, nose and skin problems through ongoing management of the swimming pool.
  • Increase community recreational opportunities.

Commitments

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

  • Early childhood nurse to provide outreach services to mothers and children.
  • Upgrade sports oval to Australian Rules Football Northern Territory Standard in a staged approach, contingent on school attendance improving.
  • Review sources of funding for the ongoing management of the swimming pool.
  • The Yuendumu residents support each other to reduce alcohol, marijuana, petrol sniffing and other drug consumption.

Details of Yuendumu's health priorities and actions are in Schedule A.


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Healthy Homes Highlights

The community is keen to ensure that families have suitable housing with all essential utilities.

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 Yuendumu Housing Reference Group to ensure local people have a say in decisions about housing in their community. Members of this group were elected at a community meeting.

Desired Community Outcomes

 

  • Families live in appropriate housing with access to all basic utilities.
  • Enough housing for all community members.

Commitments

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

  • Undertake a review of housing requirements and develop a plan to provide enough housing in the future.
  • Provide training and support to Yuendumu people to assist with maintaining their homes.
  • Assess fencing requirements and develop a fencing program.

Details of Yuendumu's housing priorities and actions are in Schedule A.


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Economic Participation Highlights

The community is keen for local people to take up local jobs and for land to be available for development.

Community Strengths

 

  • The Warlukurlangu Artists Aboriginal Corporation is a local enterprise that employs Yuendumu community members.
  • PAW Media is a locally governed, non-profit broadcasting company that employs kardiya (non-Indigenous) and yapa (Indigenous) staff.
  • Mt Theo Centre operates a mechanical workshop, training and employment program for Yuendumu.

Desired Community Outcomes

 

  • Local people taking up local jobs.
  • Adequate land available for economic development.
  • Access to a public library with public internet access.
  • Young people have computer literacy and internet technology skills required to enter the labour market.
  • Adult education centre established.

Commitments

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

  • Provide business support, mentoring and training for people wanting to start viable businesses.
  • The community will endeavour to achieve maximum participation in all governmentfunded training and development activities.
  • Establish branch of Traditional Credit Union and provide access to banking and financial literacy training.

Details of Yuendumu's economic participation priorities and actions are in Schedule A.


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Safe Communities Highlights

The Yuendumu Police Station has five officers and is responsible for patrolling an area of about 120,000km², assisted by a night patrol service.

The community is keen for laws to be enforced so that children and families are safe.

Community Strengths

 

  • Yuendumu has a men's cooling-off house, and a women's refuge managed by the Yuendumu Women's Centre Aboriginal Corporation.
  • Mt Theo Centre provides substance abuse education, intervention and counselling, and diversionary programs.
  • The Yuendumu Mediation and Justice Group, made up of eight Indigenous elders and respected people, aims to help strengthen family relationships and develop strategies that promote community safety and address family violence.
  • The Yuendumu Youth Centre provides snooker and other diversionary activities. The community is well known for its sporting talents, and an undercover basketball court has been built.
  • A family wellbeing program provides projects to change behaviour and attitudes of individuals and the community.

Desired Community Outcomes

 

  • Laws are enforced, ensuring children and families are safe.
  • Reduce grog and drug abuse.
  • Street lighting, better roads and road signage to ensure children and families are safe at night.
  • Children and families are safe moving around the community.
  • Locals are equipped to respond to local emergencies and disasters.

Commitments

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

  • Develop Alcohol Management Plan.
  • Maintain and improve street lighting as required.
  • Development of appropriate emergency response strategies.

Details of Yuendumu's safety priorities and actions are in Schedule A.


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Governance and Leadership Highlights

The community is keen for the Racial Discrimination Act to be reinstated, and for local people's decision-making capabilities to increase.

Community Strengths

 

  • Strong community organisations including the Women’s Centre, the Old Peoples Program, PAW Media, the Yuendumu Mining Company, the Mt Theo Centre, the Willowra Yuendumu Nyirrpi Health Corporation board and the Yuendumu Mediation and Justice Group.

Desired Community Outcomes

 

  • Reinstate the Racial Discrimination Act.
  • Enhance and improve local people's decision-making practices and capabilities.
  • Improve and streamline government consultation processes and local knowledge.
  • Local people managing local organisations.

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 that suits the needs of the men, women and youth of Yuendumu.
  • Develop and implement a system through which meetings and consultations are coordinated, streamlined and encourage community input.
  • The Local Reference Group and the Regional Operations Centre will work in partnership to implement the Local Implementation Plan.

Details of Yuendumu'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: Provide adequate crèche or child care services and places for all children in year preceding primary school.

Action

Responsible Party

Start When

Finish When

1.1.1 Review future child and family centre/childcare staff requirements, prepare report on staffing requirement for new facility (50 childcare places). Lead - DET
Supporting - DEEWR
Started Review Jun-11
1.1.2 Establish an early childhood coordinator to lead the integration of family services tailored to the Yuendumu 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 the integrated service model. All program content will be inclusive of Warlpiri culture and have links to elders. Lead - DET
Supporting - CDSC, Government Service Providers, DHF, NGOs, Community, LRG
Started Review Jun-11
1.1.3 Provide childcare training for local staff engaged in delivery of childcare services. Lead - WET
Supporting - World Vision, CDSC, DEEWR, DET
Started Review Jun-11

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Strategy 1.2: Provide universal access to preschool for every child in the year before full-time school.

Action

Responsible Party

Start When

Finish When

1.2.1 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

Priority 2: Adequate infrastructure to deliver early childhood programs.

Strategy 2.1: Plan infrastructure to meet early childhood service needs.

Action

Responsible Party

Start When

Finish When

2.1.1 Develop a child and families centre to national quality standards, including childcare centre to cater for 50 children. Work progressing is dependent on gaining land tenure to appropriate site. Lead - DET
Supporting - DEEWR, DCI, CDSC, NGOs, Community, LRG
Dec-10 Dec-11
2.1.2 Prepare report on childcare staff housing requirements for operation of new children and families centre Lead - DET
Supporting - DEEWR
Started Review Jun-11

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Schedule A: Local Implementation Plan Priority Actions

Priority 3: Children are prepared for school.

Strategy 3.1: Assist and support parents in raising and preparing children for school.

Action

Responsible Party

Start When

Finish When

3.1.1 Develop a coordinated and integrated child and family approach tailored to Yuendumu and its surrounding service delivery area including the care and welfare of children. Establish an early childhood integrated service hub, including FaFT-IPSS, LSP and other programs in Yuendumu supported by establishment of an early childhood coordinator. Lead - DET
Supporting - CDSC, DHF, DEEWR, FaHCSIA, Community
Started Review Jun-11
3.1.2 FaFT-IPSS program to be established. This place-based integrated universal services program includes early learning and parenting support strategies. Lead - DET
Supporting - DHF, FaHCSIA, Community
Oct-10 Dec-12
3.1.3 FaFT-IPSS is delivering Certificate III Community Services in the workplace for the local Indigenous FaFT Family Liaison Officers. Lead - DET
Supporting - FaHCSIA
Oct-10 Dec-11
3.1.4 Investigate opportunities for local people to deliver parenting programs for young mothers and fathers. Lead - WET
Supporting - World Vision, CDSC, DEEWR, DET
Started Review Jun-11

Priority 4: Yuendumu children are born healthy and stay healthy.

Strategy 4.1: New mothers are healthy and receive quality support before, during and after childbirth.

Action

Responsible Party

Start When

Finish When

4.1.1 ducation and support programs to reduce smoking, drinking and poor nutrition during pregnancy. Lead - DHF
Supporting - DoHA
Started Jun-11
4.1.2 Pregnant women attend regular ante-natal checks. Lead - LRG
Supporting - DHF
Started Jun-11
4.1.3 Deliver antenatal, nutrition and healthy baby programs. Lead - DHF Started Jun-11
4.1.4 Parents ensure children attend health centre for regular checkups and immunisations. Lead - DHF
Supporting - LRG
Started Jun-11

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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: Increase student attendance and parents participation across all levels of the education system.

Action

Responsible Party

Start When

Finish When

1.1.1 Establish a School Attendance Working Group to develop a localised school attendance strategy that will:
  • increase school attendance and
  • increases the number of young adults and parents returning to school.
Lead - DET
Supporting - School, NRETAS, Men's Group, LRG, Mt Theo, WET
Started Review Feb-11
1.1.2 Yuendumu School Council to prioritise implementation of attendance and community engagement strategies outlined in school Annual Operational Plan. Lead - School Council
Supporting - School, DET, LRG
Started Review Feb-11
1.1.3 School Council members to work with broader community and school to address strategies to reduce bullying and teasing problems in and around school. Lead - School Council
Supporting - School, DET, LRG
Started Review Feb-11
1.1.4 Parents and community encourage and support children to go to school. Lead - LRG
Supporting - Community Organisations, Parents, School Council
Started Review Jun-11
1.1.5 Home Liaison Officer to assist linkage and communication between school and community. Lead - DET
Supporting - School, LRG
Started Review Feb-11
1.1.6 Women's Centre to deliver Parent and Community Engagement Project. Lead - DEEWR
Supporting - Women's Centre
Started Dec-12

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Schedule A: Local Implementation Plan Priority Actions

Action

Responsible Party

Start When

Finish When

1.1.7 Provide quality nutrition for school students. Lead - DEEWR
Supporting - Women's Centre
Started Jun-12
1.1.8 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
Supporting - School Council
2011 Review Feb-11
1.1.9 Warlpiri Warriors/ Men's Group encourage and support males to engage with and return to education system. Lead - Warlpiri Warriors From date of agreement Review Jun-11
1.1.10 DET to deliver Parent and Community Engagement Program "Literacy and Numeracy in the Home for Parents" which will publish and produce a set of resources for parents of Indigenous student's age five-11 years old in Yuendumu and a number of other communities. Lead - DET
Supporting - DEEWR
Started Review Jun-11

Priority 2: Young people leave the education system with skills and capacity to enter and progress in the workforce.

Strategy 2.1: Develop a clear education pathway that encourages "Strong Start, Bright Future", participation in education, training and tertiary studies.

Action

Responsible Party

Start When

Finish When

2.1.1 Develop an education and training strategy that outlines clear pathways from early childhood through to adult education, and jobs. Lead - DET
Supporting - DEEWR
Started Review Feb-11
2.1.2 Tailor and coordinate literacy and numeracy programs ensuring participation of targeted youth. Lead - DET
Supporting - DEEWR, Remote Indigenous Education Working Group
Started Review Jun-11

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Strategy 2.2: Enhance services to meet education needs.

Action

Responsible Party

Start When

Finish When

2.2.1 Support, encourage and provide training for Indigenous school staff. Lead - DET
Supporting - WET
Started Review Feb-11
2.2.2 Communities are encouraged to use school facilities from 3pm to 9pm to increase the community's contact with the school and to help improve school attendance. After hours access can be for local language courses and activities, as well as adult literacy, IT, parenting skills, music, sport and the arts. Lead - DET
Supporting - DEEWR, School, CDSC, LRG, NRETAS
Started Review Feb-11
2.2.3 Introduce cultural training for all teachers. Lead - DET
Supporting - LRG
Started Review Feb-11
2.2.4 Implement strategies to attract and retain experienced teachers. Lead - DET Started Review 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: Yuendumu children, parents and adults have access to quality health programs and services that promote healthy lifestyle and prevent illness.

1.1 Strategy: Comprehensive primary health and aged care services are available to all Yuendumu residents.

Action

Responsible Party

Start When

Finish When

1.1.1 Undertake strategic health planning to determine health service needs and staffing levels for future years. Lead - DHF
Supporting - DoHA, WYN
Nov-10 Jun-11
1.1.2 Support pathways to community control working with communities and existing health boards to develop and define a sustainable service region. Lead - DoHA
Supporting - WYN, AMSANT, DHF
Started 2012
1.1.3 Support training of local staff to deliver health service programs. Lead - DHF Started Jun-12
1.1.4 Conduct education and outreach programs, in particular targeting children, youth, parents and the aged. Lead - DHF Started Jun-11
1.1.5 The early childhood nurse to provide outreach service to mothers and children. Lead - DHF Started Jun-11
1.1.6 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 - WYN
Started Mar-11

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1.2 Strategy: Provision and planning of adequate health, aged care, sport and recreation infrastructure and facilities to meet service and community needs.

Action

Responsible Party

Start When

Finish When

1.2.1 Conduct joint infrastructure planning in the context of future health service delivery requirements. Lead - DoHA
Supporting - DHF, WYN Board
Jun-11 Jun-12
1.2.2 Review sources of funding for the ongoing management of the swimming pool. NTG will contribute to the pool's ongoing operation. Lead - NRETAS
Supporting - Mt Theo, ROC
Started Jan-11
1.2.3 Review of sports and recreation facilities and infrastructure with focus on opportunities for a Multi Functional Youth Facility. Prepare report on options to develop and improve facilities. Lead - NRETAS
Supporting - CDSC, Mt Theo
Started Jun-11
1.2.4 Implement Central Desert Shire Waste Management Strategy. Lead - CDSC
Supporting - DHLGRS, DCI
Started Review Oct-11
1.2.5 Development and construction of Mt Theo Warlpiri Regional Youth Development Complex Stages 2 and 3. Lead - Mt Theo Started Review Oct-11
1.2.6 Upgrade sports oval to AFL NT Standard in a staged approach, contingent on school attendance improving. Lead - NRETAS
Supporting - Mt Theo, DET, CDSC
Started Jun-11
1.2.7 Upgrade telecommunication services to support Health eTowns project, supporting health, education and police business systems. Lead - DBE Mar-11 Jun-11

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Schedule A: Local Implementation Plan Priority Actions

Priority 2: Yuendumu residents with support from stakeholders improve self management of personal health and wellbeing.

Strategy 2.1: Encourage and facilitate better health outcomes for youth through participation in cultural, sport and recreational activities.

Action

Responsible Party

Start When

Finish When

2.1.1 Develop a simpler, streamlined and integrated approach to sport and recreation services, including an assessment of sport and recreation programs. Lead - NRETAS
Supporting - CDSC, LRG
Started Jun-11
2.1.2 Deliver a 12-month sport demonstration project. Lead - NRETAS
Supporting - CDSC, ASC, FaHCSIA
Jan-11 Dec-12
2.1.3 Fund outside hours care project (including vacation care). Lead - DEEWR
Supporting - Funded Provider Mt Theo
Started Jun-11
2.1.4 Residents and stakeholders encourage and support children and youth to participate in cultural, sporting and recreational activities. Lead - Mt Theo, LRG
Supporting - CDSC, School, NRETAS
From date of agreement Review Oct-11

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Strategy 2.2: Residents seek and live healthy lifestyles.

Action

Responsible Party

Start When

Finish When

2.2.1 Identify strategies that will encourage people to attend specialist appointments. Lead - LRG
Supporting - DHF, WYN Board
Started Review Jun-11
2.2.2 Residents attend specialist appointments as scheduled. Lead - LRG, Community From date of agreement Review Oct-11
2.2.3 Yuendumu residents reduce smoking. The LRG supported by the wider community: Encourage local shops to make nicotine abatement products available; Encourage community members to stop smoking inside cars, 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, Community
Supporting - DHF
From date of agreement Review Oct-11
2.2.4 Yuendumu residents support each other to reduce alcohol, marijuana, petrol sniffing and other drug consumption. Lead - LRG
Supporting - Mt Theo, Men's & Women's Groups, Law & Culture Group
From date of agreement Review Oct-11

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Schedule A: Local Implementation Plan Priority Actions

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: There are adequate and appropriate homes for Yuendumu residents with access to all basic utilities.

Strategy 1.1: B uild and refurbish appropriate housing in the Yuendumu community through the SIHIP.

Action

Responsible Party

Start When

Finish When

1.1.1 Finalise housing lease. Lead - CLC
Supporting - Community, DHLGRS
Started 2010
1.1.2 Provide advice on number of new houses, refurbishments and rebuilds. Lead - DHLGRS/FaHCSIA Pending leases 2010
1.1.3 Commence refurbishments and construction of new homes. Lead - DHLGRS/FaHCSIA Pending leases Dec-13
1.1.4 Seek policy guidance on "local" staff housing and housing maintenance. Lead - FaHCSIA Started Feb-11

Strategy 1.2: Determine how many new houses will be needed when the Strategic Indigenous Housing Infrastructure Programs is completed.

Action

Responsible Party

Start When

Finish When

1.2.1 Commence planning for the provision of additional housing following the completion of the current SIHIP which includes the immediate housing need and future demand based on population estimates. Lead - DHLGRS/FaHCSIA
Supporting - Community
Started Jun-11

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Priority 2: Yuendumu people have the skills to live in public housing and maintain the premises in a clean, tidy and healthy condition.

Strategy 2.1: Deliver a range of tools and support services for Yuendumu people that assist them to maintain their home at required standard.

Action

Responsible Party

Start When

Finish When

2.1.1 Provide training and support to Yuendumu people to assist with maintaining their homes including home budgeting, home care (cleaning, minor repairs), life skills (cooking, nutrition, safe food storage). Lead - DHLGRS Pending leases Jun-11
2.1.2 Assess fencing requirements and develop a fencing program. Lead - DHLGRS, FAHCSIA
Supporting - CDSC, HRG
Jan-11 Jun-11

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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: Local businesses and projects are developed, creating local jobs.

Strategy 1.1: I dentify jobs, assist the development of small businesses.

Action

Responsible Party

Start When

Finish When

1.1.1 Government agency staff working in Yuendumu undertake locally delivered cross cultural training when available. All Government Started Ongoing
1.1.2 Provide business support and mentoring to individuals and groups wanting to start a viable business, including the Yuendumu Women's Centre. Lead - DHLGRS, Tourism NT (for tourism specific businesses only)
Supporting - RTEE D, DEEWR, IBA, Tanami RPA
Started Review Jun-11
1.1.3 Develop an economic opportunities profile. Lead - DHLGRS
Supporting - RTEE D, Tanami RPA
Started Jun-11
1.1.4 Support the development of workforce planning strategies for identified industries and major projects. Lead - DBE
Supporting - TRPA, RTEED, DCI
Started Review Jun-11

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Action

Responsible Party

Start When

Finish When

1.1.5 Australian Jobs Conversion: AG-funded and MES Jobs are offered to Indigenous Australians. Lead - FaHCSIA
Supporting - AGD, DEEWR, DSEWPAC, Office of the Arts, PM&C, DoHA, ILC, RTEED, CDSC
Started Jun-13
1.1.6 Jobs, training or further education offers guarantee for all NTCET graduates living in Yuendumu, through an organised transition to work program. Lead - DBE , DET
Supporting - All Agencies, RTEED, CDSC
Started Review Oct-11
1.1.7 Government will work together to define and support employment pathways for people employed in SIHIP after program completion. Lead - DHLGRS
Supporting - RTEED
Started Ongoing
1.1.8 Government will work with financial institutions to assist with removing barriers to accessing finance for investment on ALRA land. Support will be provided to joint ventures and other partnership vehicles which enable local people to access capital. Lead - DBE / DHLGRS
Supporting - RTEED
Started Review Oct-11
1.1.9 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
1.1.10 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

Strategy 1.2: Provision and planning of infrastructure and services that support economic development.

Action

Responsible Party

Start When

Finish When

1.2.1 Establish branch of TCU and provide access to banking and financial literacy training. Lead - FaHCSIA Started Review Oct-11
1.2.2 Develop a proposal for a Government Business Centre. 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
Started Review Dec-10
1.2.3 Facilitate workshops in partnership with the CDSC 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 IBA. 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 - CDSC
Feb-11 Jul-11
1.2.4 Scope possibilities for commercial visitor accommodation and develop an action plan to inform future work in this area. If viability established, work with local entrepreneurs seeking to invest in this businesses. Lead - DEEWR
Supporting - DBE, IBA, RTEED, Tourism NT
Started Dec-10
1.2.5 Visual and environment aspects of Yuendumu town are improved, including dust suppression, tree planting, parks. Lead - CDSC
Supporting - LRG, DLP
Started Review Oct-11
1.2.6 Land Tenure arrangements that encourage development are adopted. Lead - Community/CLC/DHLGRS
Supporting - FaHCSIA
Started Review Oct-11
1.2.7 Conduct review of adult education training facilities, determine and report on training facility needs for future years. Lead - DET
Supporting - DEEWR, Yuendumu School
Feb-11 Jun-11
1.2.8 Review and report on provision of multi purpose community centre/facilities that could include public library, ICT and training facilities, sport and recreation facilities. Lead - NRETAS
Supporting - DBE, Capital Working Group
Started Jun-11
1.2.9 Ensure access to appropriate TV, radio, and ICT Services in to digital era. Lead - ROC
Supporting - DBCDE, Office of the Arts, PM&C
Started Jan-11
1.2.10 Complete a detailed road survey and prepare funding submission to upgrade roads. Lead - DHLGRS (Submission)
Supporting - DLP (Survey)
Started Dec-10

Priority 2: The working age population has the depth and breadth of skills and capabilities required to enter the labour market.

Strategy 2.1: Yuendumu residents acquire the skills required to find and take up jobs.

Action

Responsible Party

Start When

Finish When

2.1.1 Develop Labour Market profile that demonstrates current positions, skill requirements and jobs that are available. Lead - DBE
Supporting - RTEED
Started Complete
2.1.2 Deliver Training for Work: targeted to meet employment needs, assists community members in gaining employment and advancing their careers. Lead - DBE
Supporting - DEEWR, DET
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 government agencies, CDSC
Jul-12 Jun-13
2.1.4 Work Readiness: Government will ensure that Job Services Australia and CDEP providers develop work experience activities that meet local needs, including accredited and non-accredited training and in work readiness activities, which lead to employment outcomes. Lead - DEEWR, FaHCSIA
Supporting - JSA (JobFind, ITEC Employment, Job Futures), CDEP (CDSC), RTEED
Started Jun-12
2.1.5 VETiS programs and school-based apprenticeships are aligned with community employment pathways. Lead - DET
Supporting - RTEED, DCI
Started Review Oct-11
2.1.6 Community members learn safe driving practices, access driver training and acquire driver's licences. Lead - CDSC
Supporting - LRG/DLP
Started Jun-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 Jun-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 Jun-11

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 Started Dec-10
3.1.2 Develop town centre urban design plan including community transport strategies. Lead - DLP
Supporting - DCI
Started Jun-11

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Schedule A: Local Implementation Plan Priority Actions

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: Yuendumu people are safe from violence, abuse and neglect.

Strategy 1.1: People have the skills and facilities to prevent and manage violence, abuse and neglect.

Action

Responsible Party

Start When

Finish When

1.1.1 Establish Community Safety Working Party to work with community members to develop a plan and place based strategies that will address safety concerns; such as care and protection of children; and promotion of culturally appropriate ways to deal with issues. Lead - DoJ
Supporting - NTPFES, CDSC, DHF, FaHCSIA, AGD, DLP, LGANT
Started Review Jun-11
1.1.2 The supported recommendations of the recently finalised Remote Policing Review will be communicated to the Yuendumu community, including timeframes and strategies for implementing the recommendations. Lead - NTPFES ASAP Review Jun-11
1.1.3 Develop appropriate emergency response strategies, allowing Yuendumu residents to manage and respond effectively to emergency situations. Lead - NTPFES
Supporting - DoJ
Started Review Oct-11
1.1.4 Work with Telstra to seek the provision of adequate public phones in residential areas. Lead - ROC Started Feb-11
1.1.5 Establish and support NT Emergency Service volunteer units capable of reacting to known hazards for the community. Lead - NTPFES
Supporting - CDSC
ASAP Review Oct-11
1.1.6 Maintain an all hazard response plan for Yuendumu and review or establish specific hazard response plans for the community (e.g. Flood Plan) as necessary. This will include ensuring adequate community education and preparedness (including public shelters where necessary) for known hazards. Lead - NTPFES
Supporting - CDSC
ASAP Review Oct-11

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Strategy 1.2: Minimise alcohol and other drug use.

Action

Responsible Party

Start When

Finish When

1.2.1 Develop Alcohol Management Plan. Lead - DoJ
Supporting - FaHCSIA, CDSC
ASAP Review Oct-11
1.2.2 Provide access to Alcohol and other Drug counselling service. Lead - DHF
Supporting - DoHA
Oct-10 Oct-11
1.2.3 Develop strategies to reduce petrol sniffing. Lead - Mt Theo
Supporting - DHF, LRG, DoHA
Started Review Oct-11

Priority 2: Make Yuendumu a safer place.

Strategy 2.1: E nforce laws ensuring children and families are safe.

Action

Responsible Party

Start When

Finish When

2.1.1 Install speed signs and restrictors at important community locations. Lead - CDSC
Supporting, DLP
Started Review Feb-11
2.1.2 Establish an animal management program in consultation with the community. Lead - CDSC
Supporting - FaHCSIA
Started Review Oct-11
2.1.3 Maintain and improve street lighting as required. Lead - CDSC
Supporting - PWC
Started Review Jun-11
2.1.4 Minimum service standards for child protection and related services will be developed in Yuendumu including an agreed program to implement these standards. Lead - DHF Started Review Jun-11

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Schedule A: Local Implementation Plan Priority Actions

Governance and Leadership

Governance and Leadership

Progress Output Indicators

Number of registered organisations under ORIC and NT Associations Act

Priority 1: Yuendumu leaders and elected council members have the skills, tools and information to effectively govern their community.

Strategy 1.1: Enhance and improve local people's understanding of governance and leadership practises.

Action

Responsible Party

Start When

Finish When

1.1.1 Elected members of CDSC will receive professional development to enable them to better understand and undertake their roles. Lead - CDSC
Supporting - LGANT
Started Ongoing
1.1.2 Work with the community to develop an integrated and strategic program of community governance and leadership support that suits the needs of the men, women and youth of Yuendumu. Lead - FaHCSIA Started Review Jun-11

Strategy 1.2: Develop and provide tools and information that enhances local people’s governance capacity.

Action

Responsible Party

Start When

Finish When

1.2.1 Undertake a research project which will map the community governance arrangements and community engagement for all Yuendumu organisations and enterprises. Lead - DHLGRS
Supporting - ROC
Oct-10 Mar-11
1.2.2 Develop a clear profile of community owned enterprises, detailing ownership and governance structures. Lead - DHLGRS Jan-11 Jun-11

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Strategy 1.3: Improve consultation and engagement processes.

Action

Responsible Party

Start When

Finish When

1.3.1 Ensure interpreters are used for all meetings, consultation and negotiations with community members. Lead - AG and NTG Started Review Jun-11
1.3.2 Develop and implement a system through which meetings and consultations are coordinated, streamlined and encourage community input. Lead - ROC
Supporting - CDSC
Started Review Jun-11

Strategy 1.4: The GBM and the ROC will support the LRG to monitor the progress and timelines of the Yuendumu Local Implementation Plan.

Action

Responsible Party

Start When

Finish When

1.4.1 The Yuendumu Local Reference Group and the ROC will work in partnership to progress Local Implementation Plan actions and report back to government. Lead - ROC, LRG From date of agreement Review Jun-11

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Schedule B: Baseline Mapping Report Snapshot

The Yuendumu Baseline Mapping Report provides information about the people, services and infrastructure in Yuendumu 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 Yuendumu 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 Yuendumu Baseline Mapping Report that relates specifically to the "Progress Output Indicators" in Schedule A of the Local Implementation Plan. These measures will give an indication of the progress being achieved in Yuendumu in these key areas.

Early Childhood

 

  • Of the all births in the Yuendumu Statistical Local Area in 2004-08, 46.6 per cent (41 births) were to teenage mothers aged 15 to 19. Births to mothers aged 20-24 comprised 28.4 per cent of all births (25 births).
  • Overall, preschool enrolments at Yuendumu School declined between 2001 and 2009. In 2001, 30 children were enrolled in preschool, declining to seven children in 2003. By 2009, there were 17 preschool children enrolled at Yuendumu School. As the 2006 census shows the zero to four year old Indigenous population to have been 80, this data indicates a low enrolment rate.
  • The number and proportion of low, normal and high birth weight Indigenous babies in Yuendumu 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 Yuendumu 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, 104 students were enrolled in Yuendumu School from preschool to Year 6, and 31 were enrolled from Year 7 to Year 11. The 2006 census shows the school-aged Indigenous population (ages five to 14) to have been 147.
  • The yearly average attendance at Yuendumu School increased from 49.6 per cent in 2008 to 54.7 per cent in 2009, alongside an average enrolment increase from about 131 to 145 students.
  • Since 2001, the average yearly attendance rate (averaged over the eight collection points) at Yuendumu School has fluctuated greatly between a peak of 77 per cent in 2004 and a low of 44 per cent in 2007. By 2009, the attendance rate was 53 per cent, lower overall than in 2001 (65 per cent).
  • Participation in the National Assessment Program- Literacy and Numeracy (NAPLAN) increased significantly between 2008 and 2009, with 100 per cent participation for nearly all years in the reading and numeracy assessments in 2009. For example, there was an 83 per cent increase in Year 3 participation in reading and a 43 per cent increase in Year 5 participation in numeracy.
  • Overall results in 2009 indicate that students are achieving below the national minimum 51 Local Implementation Plan YUENDUMU standard for reading, but at or above the national minimum standard for numeracy. For example, 31 per cent of Year 7 participants and less than five per cent of Years 5 and 9 participants achieved at or above the national minimum standard for reading. When assessed for numeracy, no more than 11 per cent of any year achieved at or above the national minimum standard.
  • More information on NAPLAN results is available online at www.myschool.edu.au.

Health

 

  • In 2009-10 the Yuendumu health centre reported 11,162 episodes of care, with 59 per cent reported as care for female clients and 91 per cent reported as care for Indigenous clients.
  • In 2008-09 there were 21 reported Home and Community Care clients in Yuendumu, all of whom were Indigenous.
  • In 2009-10 the Aged and Disability Program reported 86 open cases, 19 referrals and six closed cases. Open cases are those cases being actively managed by a disability coordinator.

Healthy Homes

 

  • In 2009, there were 105 residential dwellings in Yuendumu providing 235 bedrooms. This resulted in an average of 3.10 people per bedroom. Sixty seven per cent of Yuendumu households are considered to be overcrowded, one assessed dwelling was deemed in need of refurbishments and 30 were deemed in need of significant capital expenditure.
  • Between 2003-04 and 2007-08, Indigenous people in the Yuendumu Statistical Local Area were hospitalised for diseases associated with poor environmental health at a rate of 90.7 per 1,000.

Economic Participation

 

  • An employment survey was undertaken in 2009 in Yuendumu. Of the 373 employed people, 273 were Indigenous- 97 people were employed full-time, 65 were part-time, 82 were casual and 29 held Community Development Employment Projects positions.
  • At the time of the survey 79 Indigenous people were employed in the public sector (42 full-time, 17 part-time and 20 casual) and 165 were employed in the private sector (55 full-time, 48 part-time and 62 casual).
  • Ninety one per cent of income support recipients were of workforce age (15–64 years of age). Fifty nine per cent of all income support recipients were female.
  • In Yuendumu, about 43 per cent of all income support recipients received Newstart Allowance (136 recipients) and about eight per cent received Youth Allowance-Other support (27 recipients).
  • Between June 2008 and June 2009, there was an overall decrease in the number of income support recipients by 50 people, with the majority being of workforce age. The number of recipients on Newstart Allowance also decreased substantially by 44 people (24 per cent) while Disability Support Pension increased by eight people (24 per cent).
  • About 13 per cent of the 463.4 km of roads surveyed in and around Yuendumu were found to be in good condition, 72.3 per cent were found to be in fair condition, and 14.8 per cent were found to be in poor condition.

Safe Communities

 

  • From 2006-07 to 2008-09, a total of 706 offences were recorded in Yuendumu.
  • Thirty per cent of offences were alcohol related. Offences against the person (98 per cent) and public order offences (84.4 per cent) were the most likely to be alcohol related. Property offences, traffic offences and police activities were rarely alcohol related.
  • About 1.4 per cent of offences were drug and/or substance abuse related. Justice procedure offences had the highest percentage of drug and/or substance abuse involvement.
  • Other offences against the person were recorded as 11 in 2006-07, 24 in 2007-08 and 12 in 2008-09.

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Schedule C: Summary of Community Engagement

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

Consultation with the Local Reference Group

The Yuendumu Local Reference Group is the key community group for engagement in the Local Implementation Plan process. The Yuendumu Local Reference Group was established, from its early formative stages, during the in-community Visioning Forum in February 2010. Following advertising for membership by the Government Business Manager, members self-nominated or were nominated by others.

The group has 36 members in total, with about six core members in attendance of every meeting. Other members attend meetings less regularly, depending on their work schedules, the weather, and their points of interest relative to the meeting agenda.

Meetings were originally held on a regular schedule, but due to scheduling conflicts the group now holds meetings as frequently as possible depending on the availability of the Local Reference Group members, Regional Operations Centre staff and other stakeholders and service providers. In total the Local Reference Group has met six times to consult and negotiate on the Yuendumu Local Implementation Plan.

The Yuendumu Local Reference Group is evenly represented across language groups, genders, and areas of expertise.

Local Reference Group members

The Yuendumu Local Reference Group Members are: Robert Robertson, Connie Walit, Adrian Nelson, Janet Spencer, Eddie Robertson, Lottie Robertson, Ned Hargraves, Francis Kelly, Elizabeth Katakarintja, Dennis Williams, Tommy Watson, Judith McKay, Gina Wilson, Lindsay Williams, Albert Wilson, Barbara Martin, Chris Poulson, Nancy Oldfield, Anthony Egan, Simon Fisher Snr, Nola Wilson, Freda Jurrah, Wendy Baarda, Simon Fisher Jnr, Derek Williams, Lizzie Lechleitner, Donovan Rice, Sebastian Watson, Jimmy Langdon, Sherman Spencer, Kasman Spencer and Ned Wilson.

Consultations with community members

The Indigenous Engagement Officer and Government Business Manager held many consultations with individual community members who contributed to the Local Implementation Plan.

Consultations with service providers and governance structures

Several meetings were held with stakeholders, service providers and governance structures to develop the Local Implementation Plan, including: biweekly meetings with the Shire Services Manager; weekly meetings with the school principal; one meeting with the childcare centre, the health board and the health centre; and regular meetings with PAW Media, Mt Theo Centre, the Women’s Centre and the police.

Furthermore, the Yuendumu 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 COAG building blocks.


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Engagement

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

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 meetings.
  • A community notice board has been sent to the Government Business Manager to display information for the broader community on Closing the Gap.
  • A DVD was produced in Yuendumu by local production company PAW Media profiling the success of the Here at Home elderly care facility.

Capacity-building

The Yuendumu Local Reference Group has been supported in its capacity-building by the Single Government Interface and the Regional Operations Centre. On 25 February 2010, the Regional Operations Centre convened an in-community Visioning Forum for the Yuendumu 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 achieving the Yuendumu 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 Yuendumu Local Reference Group, the Single Government Interface and the Regional Operations Centre, priorities under each building block were finalised and negotiated with government.

Yuendumu Local Reference Group members also participated in a local Remote Service Delivery Governance and Leadership Workshop held in Yuendumu on 19-20 April 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