Local Implementation Plans Gunbalanya

Table of Contents

  1. Introduction
  2. Gunbalanya's Partnership with Government
  3. About Gunbalanya
  4. Early Childhood Highlights
  5. Schooling Highlights
  6. Health Highlights
  7. Healthy Homes Highlights
  8. Economic Participation Highlights
  9. Safe Communities Highlights
  10. Governance and Leadership Highlights
  11. Schedule A: List of Acronyms
  12. Schedule B: Local Implementation Plan Priority Actions
  13. Schedule C: Summary of Community Engagement

Artist Acknowledgement

Artists: Joey Nganjmirra

‘Arrguluk Hill – Manimunak - Magpie Goose Dreaming’ is a sandstone rock monolith located on the edge of the township of Gunbalanya. The hill is used traditionally for men’s business and ceremonies.

Manimunak or Magpie geese nest on the ground during kudjewk, the monsoon season. A distinctive looking bird, the male manimunak has a large bump on the top of its head. In Arnhem Land, flocks of magpie geese can be seen flying in v-configurations and honking as they search for sites to nest. The eggs are sought after as food, as are the geese. Traditionally the geese were hunted with sticks. Hunters would approach the flock from different sides and then scare the birds. The stick would be thrown as the disturbed birds flew into the air.

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Introduction

Closing the Gap in Gunbalanya

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.

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

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

  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.
  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.
  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.

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.

 

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.

 

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.

 

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.

 

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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Gunbalanya’s Partnership with Government

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

Local Reference Group

The Arrguluk Reference Group is the main way Gunbalanya 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 Gunbalanya.

The Arrguluk Reference Group set the community priorities for the Gunbalanya 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 Arrguluk 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 Arrguluk 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 Gunbalanya.

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 Arrguluk Reference Group to report on Local Implementation Plan progress and other hot issues 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 Gunbalanya Local Implementation Plan.

Regional Operations Centre and Board of Management

The Regional Operations Centre supports the Indigenous Engagement Officer and the Government Business Manager with the Gunbalanya 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.

Gunbalanya’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 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 Governments

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

How the plan developed

The Arrguluk Reference Group was established to set priorities to improve the quality of life in its community. The Arrguluk Reference Group was introduced to Local Implementation Planning at a local Visioning Forum convened by the Regional Operations Centre. Following this workshop, the Arrguluk 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 Arrguluk 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 Gunbalanya’s top priorities with strategies and actions being committed to this year by the community, governments and the shires are in Schedule A. The full list of desired community outcomes provided by the community through the Arrguluk Reference Group is in Schedule D.

The Australian and Northern Territory Governments, with assistance from Shire Councils,  surveyed conditions in Gunbalanya to get baseline mapping data.

This information identifies the Gunbalanya community’s needs and is the starting point for measuring the results from the Gunbalanya Local Implementation Plan. A summary of the baseline mapping data for Gunbalanya is in Schedule B.

Start and finish dates

This iteration of the Gunbalanya 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. Schedule D will be used to inform future versions of and updates to the Local Implementation Plan.

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 Arrguluk 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 Arrguluk 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 Gunbalanya Local Implementation plan is a living, evolving document that can respond to the changing needs, gaps and priorities for Gunbalanya. 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.

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 Arrguluk 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 Arrguluk 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 Arrguluk Reference Group may raise an issue on behalf of the people they represent.

The Regional Operations Centre and the Northern Territory Remote Service Delivery Board of Management are there to make sure that issues are addressed and resolved.

Gunbalanya’s Indigenous Engagement Officer and Government Business Manager, with support from the Regional Operations Centre, are there to help the Arrguluk 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 Arrguluk Reference Group, which discusses the issue as a priority. The Arrguluk 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 Arrguluk Reference Group know what is being done.

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About Gunbalanya

History

Aboriginal people have inhabited this region for more than 40,000 years. Paddy Cahill established a cattle station in the Gunbalanya region in the early 1880s. In 1916 the Australian Government bought the station, but it stopped operating in 1919 because of industrial unrest and the closure of the Vestey Brothers meatworks in Darwin.

Anglican missionaries arrived in 1916 and remained until the early 1970s. The Oenpelli Reserve was proclaimed in 1920, and the Arnhem Land Reserve in 1931. These and other reserves in the area were combined as the Arnhem Land Reserve in 1963.

In 1995 the Kunbarllanjnja Community Government Council was formed. In 2008 it became a part of the West Arnhem Shire Council, which now provides local government to the region.

Location

Gunbalanya is in West Arnhem Land, approximately 330 km east of Darwin and 60 km north-east of Jabiru. It is near the East Alligator River and the Arnhem Land Escarpment.

Population

The population of Gunbalanya and its surrounds in 2006 was approximately 1,226, of which 1,141 were Indigenous (93 per cent). In 2006, 42 per cent of Gunbalanya’s Indigenous population was younger than 20 years of age. 

The Indigenous population of Gunbalanya and its surrounds is projected to grow by 39 per cent from 1,141 in 2006 to 1,584 in 2026.  The number of Indigenous people aged 15 to 64 (workforce age) is projected to increase from 698 people in 2006 to 1,027 people in 2026.  The number of Indigenous people aged over 50 is expected to more than double from 105 to 261 over this period.

The changing size and age composition of the Indigenous population of Gunbalanya will increase the need for housing, employment opportunities, as well as particularly 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 area’s traditional owners, who refer to themselves as Birriwinjku, mostly share the Kunwinjku language. Other clan languages spoken include Maung, Gundjeihmi and Gagadju.

Clan groups

There are 25 clan groups in the area, including the Maung, Ngumbur, Dangbon, Gundjehmi and Karik. Some of these clans migrated to the community around the 1920s to work on buffalo settlements or to gain access to Western goods and education.

Traditional owners

The Manjoringunjg clan are the traditional owners of the land on which Gunbalanya sits. The longstanding senior traditional owner passed away recently and his family and other community members are considering who will succeed him. Within the five-year lease zone, traditional owners identify many recognised djang (dreaming), ceremonial and sacred sites.

Land Council

The Northern Land Council, based in Darwin and with a regional office in Jabiru, 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 helping traditional landowners claim, manage and protect the land, and  serving as a point of contact between West Arnhem Land traditional landowners and the Narbalek and Ranger mines on all land-related issues and royalties.  In Gunbalanya the Northern Land Council  has special interests in two local businesses: Gunbalanya Meat Supply and the ranger program under the council’s Caring for Country program.

The Northern Land Council and the Indigenous Land Corporation have an agreement with Gunbalanya Meat Supply to invest in upgrading and managing the growth of the company, and to provide job training and governance training for local people.

The ranger program, which employs local community people, is funded by royalties from the Narbalek and Ranger mines.

Gunbalanya traditional owners have negotiated 40-year housing precinct leases with the Australian and Northern Territory governments under the Strategic Indigenous Housing Improvement Program.

Local Government

The West Arnhem Shire Council provides local government in Gunbalanya, which is in the Shire’s Gunbalanya Ward. The Shire headquarters are in Jabiru and it has a service delivery centre in Gunbalanya.

Arrguluk Reference Group

The Arrguluk Reference Group formed in February 2010 to represent the community in the Local Implementation Plan process. Its members are seven men and seven women who represent the three camps (suburbs) in Gunbalanya. It includes several youth representatives.

The Gunbalanya Local Implementation Plan was formed through a collaborative effort between the Arrguluk Reference Group, the Indigenous Engagement Officer, the Government Business Manager and the Gunbalanya 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 improve early childhood health, education and parenting.

Community strengths

The community has a crèche, managed by the recently formed Gunbalanya Aboriginal Corporation.

Baby health centres are run by the Oenpelli Health Centre.

Desired community outcomes

Babies are strong and healthy and have a good start in life.

Parents are capable and confident to look after their children and provide guidance to children in traditional and balanda (non Indigenous) ways.

Childcare facilities are available to match demand of the community.

Gunbalanya children are ready to attend school for the first time.

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 Gunbalanya that will include an agreed program to implement these standards.
  • Review service delivery programs at Gunbalanya and develop a coordinated and integrated child and family approach tailored to the community and its surrounding service delivery area including the care and welfare of children.
  • Community members actively participate in self management programs for the betterment of themselves and their young families.

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

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Schooling Highlights

The West Arnhem College, which consists of the Jabiru and Gunbalanya schools, offers preschool, primary school and secondary education. Secondary school students must travel to Jabiru, study by correspondence or attend boarding school.

The community is keen to improve school attendance and a get a better balance of traditional and balanda education.

Community strengths

West Arnhem College runs a school nutrition program providing breakfast and lunch.

Desired community outcomes

All children should attend school.

Education is provided with a balance between traditional and balanda language, methods and content.

Children attending school have access to tutors for traditional and balanda learning.

Lifelong participation in education, training and tertiary studies.

Children and adults have access to improved Vocation and Employment Training facilities.

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.
  • The community provides advice and input on appropriate traditional content to ensure education is provided with a balance between traditional and balanda language and delivery methods.
  • Gunbalanya leaders, parents and guardians will encourage children and youth to attend school regularly.

Details of Gunbalanya’s schooling priorities and actions are in Schedule A.

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Health Highlights

The Oenpelli Health Centre provides medical and public health services and access to visiting doctors and specialists.

The community is keen to see better self-management of personal health and to have the health centre upgraded.

Community strengths

The Oenpelli Aged Care Service is delivered through the health centre.

The Oenpelli Health Advisory Committee provides local governance of all community health services and facilities. Its members are community people and health providers.

Desired community outcomes

Improve self-management of personal health.

Improve and expand the health centre to meet expanding demand and better cater for separate men’s and women’s areas of health.

Improve the health and wellbeing of young people in Gunbalanya.

Introduce a volatile substance abuse plan and mandate Opel fuel only to combat petrol-sniffing problems.

Reduce smoking by all people in Gunbalanya.

Commitments

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

  • Local people commit to attending specialist health centres as required to improve health and to ensure medical issues are addressed.
  • Adequately resource the health centre to ensure all services and programs can be properly delivered.

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

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Healthy Homes Highlights

The community is keen to get upgraded housing and reduce overcrowding.

Community strengths

The Strategic Indigenous Housing and Infrastructure Program has started building works to provide new housing and refurbishment of existing housing.

Government is consulting with the Gunbalanya Housing Reference Group to ensure local people have a say in decisions about housing in their community.

Desired community outcomes

Reduce overcrowding in houses and provide enough housing for immediate overcrowding and plan for future demand.

Houses are maintained to a good standard within a reasonable time frame.

Improve the look of Gunbalanya houses and streets.

Houses are more liveable and healthy.

Dogs are better controlled and do not wander into houses, causing attacks and spreading rubbish.

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.
  • Gunbalanya leaders and Traditional Owners provide input to tenancy support and housing maintenance programs being developed for Gunbalanya.

Details of Gunbalanya’s housing priorities and actions are in Schedule A.

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Economic Participation Highlights

The community is keen to establish Gunbalanya as a service hub for the region.

Community strengths

Community Development Employment Projects, Job Services Australia and Centrelink services are functioning in the community.

Two Gunbalanya people are part of the Traditional Credit Union Financial Services Training Project, which offers three months work and opportunities for employment as financial services apprentices after that.

Employees at the Traditional Credit Union have access to literacy and numeracy training through the Workplace English Language Literacy Program.

Desired community outcomes

Adequate staff accommodation is available to ensure important programs and services can be delivered in Gunbalanya.

Improve the quality, quantity, affordability and variety of healthy food and goods available for sale in Gunbalanya.

Progress development of the proposed arts and culture centre.

Sitting fees paid to committees who provide advice to all Australian, Northern Territory and Local Government entities.

Ensure adequate land is available to support and promote economic development opportunities in Gunbalanya.

Commitments

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

  • Review requirement for staff accommodation to support service delivery at Gunbalanya and develop a plan to ensure adequate accommodation is available.
  • Gunbalanya Leaders and Traditional Owners work together with the relevant agencies to ensure land availability for future developments.

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

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Safe Communities Highlights

The Gunbalanya police station has four police officers and an Aboriginal community police officer, and serves a patrol area of roughly 15,000 km2. This includes Warruwi, Murgenella, Narbarlek, Goulburn Island and Croker Island. The police are assisted by a night patrol service.

The community is keen to ensure the safety of children and families.

Community strengths

A women’s safe house has recently been built.

A youth officer and a volatile substance abuse officer provide outreach and counselling services and support a community initiative to distract young people from alcohol and drug abuse through sport, music and art.

Men’s and women’s groups have been formed.

Gunbalanya has a full-time remote Aboriginal family and community worker who provides child protection and family support services.

Desired community outcomes

Children and families can move safely around the community by roads and paths.

Children and families are generally safe and provided with options to manage inappropriate behaviour.

Children and families are safe at night.

Improve safety and protection at the church.

Commitments

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

  • Establish a Community Safety Working Party to work with Gunbalanya community members to develop place based strategies that will address safety concerns.
  • Empower elders to assist with and provide guidance when developing and coordinating safety and justice services and programs.

Details of Gunbalanya’s safety priorities and actions are in Schedule A.

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Governance and Leadership Highlights

The community is keen to empower both men and women as leaders, and to strengthen local decision-making capacity.

Community strengths

Traditional governance is conducted on an informal and as-needs basis.

Gunbalanya people are getting more involved in decisions about their community, through the Arrguluk Reference Group and representation on the Shire Council – until recently the people of Gunbalanya felt they were outside the decision-making process.

The Arrguluk Reference Group and Shire Council representation have given more of a voice to the many residents of Gunbalanya who are descended from the Kunwinjku language people (the ‘sunrise’ people) who came from the Liverpool and Mann River regions to the east and were not part of traditional decision-making processes in Gunbalanya.

Desired community outcomes

Men and women are empowered to take leadership roles in the community.

Local decision-making capacity strengthened through the provision of quality information.

People have balance in their lives to manage issues such as grog, drugs, gambling and abuse.

Improve strategic and working relationship with the Shire that incorporates community consultation when plans for Gunbalanya are being developed.

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 Gunbalanya 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 Gunbalanya.
  • The Arrguluk Refererence Group and the Regional Operations Centre will work in partnership to progress Local Implementation Plan actions and report back to government.

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

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Schedule A: List of Acronyms

ABA
Aboriginal Benefits Account
ACPO
Aborginal Community Police Officer
ACW
Aboriginal Community Worker
AFL
Australian Footbal League
AG
Australian Government
AGD
Attorney Generals Department
AIS
Australian Interpreter Services
ALC
Anindilyakwa Land Council
ALPA
Arnhem Land Progress Association
ALRA
Aboriginal Land Rights (NT) Act 1976
AMRRIC
Animal management in Rural and Remote Indigenous Communities
AMS
Aboriginal Medical Services
AMSANT
Aboriginal Medical Services Alliance Northern Territory
AODP
Alcohol and Other Drugs Project
ASC
Australian Sports Commission
ASM
Area Services Manager
BoM
Board of Management
BOOT/ BOOTS
Build, Own, Operate, Transfer and Support
BRACS
Broadcasting for Remote Aboriginal Communities Scheme
CA
Central Australia
CAALAS
Central Australian Aboriginal Legal Aid Service
CARH
Central Australian Remote Health
CASA
Civil Aviation Safety Authority
CAYLUS
Central Australian Youth Link Up Service
CDSC
Central Desert Shire Council
CDEP
Community Development Employment Projects
CDS
Central Desert Shire
CDU
Charles Darwin University
CEC
Community Education Centre
CEO
Catholic Education Office
CFC
Child and Families Centre
CLC
Central Land Council
CSP
Community Safety Plan
CWG
Capital Working Group
DBCDE
Department of Broadband, Communications and the Digital Economy
DBE
Department of Business and Employment
DCI
Department of Construction and Infrastructure
DEEWR
Department of Education, Employment and Workplace Relations
DET
Department of Education and Training
DHF
Department of Health and Families
DLP
Department of Lands and Planning
DoHA
Department of Health and Aging
DoJ
Department of Justice
DPI
Department of Planning and Infrastructure
DSEWPAC
Department of Sustainability, Environment, Water, Population and Communites
DVD
Digital Versatile Disc
EA
East Arnhem
EASC
East Arnhem Shire Council
EBA
Enterprise Bargaining Agreement
EDO
Economic Development Officer
FaFT
Families as First Teachers
FaHCSIA
Department of Families, Housing, Community Services and Indigenous Affairs
FTE
Full Time Equivalent
GBM
Government Business Manager
GEBIE
Groote Eylandt and Bickerton Island Enterprises
GEH
Government Employee Housing
GEMCO
Groote Eylandt Mining Company
GPNNT
General Practice Network Northern Territory
HACC
Home and Community Care
HLGRS- (RD)
Department of Housing, Local Government and Regional Services - Regional Development
HLGRS/ DHLGRS
Department of Housing, Local Government and Regional Services
HOIL
Home Ownership Indigenous Land
HRG
Housing Reference Group
HSDA
Health Service Delivery Area
IBA
Indigenous Business Association
ICT
Information and Communications Technology
IEO
Indigenous Engagement Officer
ILC
Independent Land Corporation
IPSS
Indigenous Parenting Support Service
IPWG
Infrastructure and Planning Working Group
IRSD
Indigenous Remote Service Delivery Special Account
IT
Information Technology
JSA
Job Services Australia
KWHB
Katherine West Health Board
LAB
Local Advisory Board
LGANT
Local Government Association of the Northern Territory
LIP
Local Implementation Plan
LHA
Laynhapuy Homelands Association
LHRG
Local Housing Reference Group
LLNP
Language, Literacy and Numeracy Program
LRG
Local reference group
LSP
Locational Supported Playgroups
Malabam
Malabam Health Board
MCS
Murrupurtiyanuwu Catholic School
MES
Municipal Essential Services
MH
Mental Health
MJD FOUNDATION
Machado Joseph Disease Foundation


MOU
Memorandum of Understanding
MSC
McDonnell Shire Council
MSOAP
Medical Specialists Outreach Assistance Program
N/A
Not Applicable
NGO
Non Government Organisation
NLC
Northern Land Council
NPA
National Partnership Agreement
NRETAS
Natural Resources, Environment, The Arts and Sport
NRT
Nicotine Replacement Therapy
NT
Northern Territory
NTCET
Northern Territory Certificate of Education and Training
NTFC
Northern Territory Families and Children
NTG
Northern Territory Government
NTIEC
Northern Territory Indigenous Education Council
NTPFES
Northern Territory Police Fire and Emergency Services
NTPOL
Norther Territory Police
OATSIH
Office for Aboriginal and Torres Strait Islander Health
OCPE
Office of the Comissioner of Public Employment
OLSH
TCS Our Lady of the Sacred Heart Thamarrurr Catholic School
ORIC
Office of the Registrar of Indigenous Corporations
OTL
Office of Township Leasing
PaCE
Parents and Community Engagement
PAW
Media Pintubi, Anmatjerre, Warlpiri Media
PATS
Patient Assistance Transport Scheme
PHC
Primary Health Care
PHCM
Primary Health Care Manager
PWC/ P&W
Power Water Corporation
RAFCW
Remote Area Family and Community Workers
RGSC
Roper Gulf Shire Council
RH
Remote Housing
RHNT
Remote Housing Northern Territory
RIBS
Regional Indigenous Broadcasting Services
ROC
Regional Operations Centre
RSD
Remote Service Delivery
RTEED
Remote Training, Employment and Economic Development
SDCU
Service Delivery Coordination Unit
SEAM
School Enrolment and Attendance Measure
SIHIP
Strategic Indigenous Housing and Infrastructure Program
SNP
School Nutrition Program
STEP
Structured Training and Employment Projects
SWSBSC
Strong Women, Strong Babies, Strong Culture
TBA
To Be Advised
TDC
Thamarrurr Development Corporation
TIE
Transforming Indigenous Education
TISC
Tiwi Islands Shire Council
TO
Traditional Owners
TOR
Terms Of Reference
TRPA
Tanami Regional Partnership Agreement
UNICEF
United Nations Children’s Fund
VET/ VETiS
Vocational Education and Training in Schools
WAHAC BOARD
Western Aranda Health Aboriginal Corporation Board
WASC
West Arnhem Shire Council
WG
Working Group
WETT
Warlpiri Education and Training Trust
WHO
World Health Organisation
WoG
Whole of Government
WYN BOARD
Willowra, Yuendumu, Nyirripi Health Board
YMAC
Yugul Mangi Aboriginal Corporation

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Schedule B: Local Implementation Plan Priority Actions

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Early Childhood

Progress Output Indicators, COAG Target, Priorities, Strategies and Actions for 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 (ECE) in the year immediately preceding primary school.

Strategy 1.1:Ensure early childhood services at Gunbalanya are comprehensive, coordinated and include support programs for parents and families.
Action Responsible Party Start When Finish When
1.1.1 Review service delivery programs and develop a coordinated and integrated child and family approach tailored to Gunbalanya and its surrounding service delivery area including the care and welfare of children, supported by establishment of an early childhood coordinator. Lead - DET
Supporting - WASC, DHF, DEEWR, NRETAS, FaHCSIA Community
Started Review Oct-11
The Gunbalanya LRG have identified the following items for inclusion to the new coordinated and integrated service delivery: parents are provided with assistance and support in raising their children through structured programs and community support; introduce a program to provide parents with an opportunity to learn more about the school system and how to make the most of what is on offer; review opening hours of crèche and consider longer opening times to cater for parents who work outside standard times; crèche workers to be experienced and qualified for looking after children and management of crèche to include importance of cultural appropriateness of staff and programs.    
1.1.2 Establish FaFT-IPSS program. This place-based integrated universal services program includes early learning and parenting support strategies. Lead - DET
Supporting - FaHCSIA, DHF
Started Dec-12
1.1.3 Implement Locational Supported Playgroup as part of FaFT-IPSS program. Lead - DET
Supporting - FaHCSIA
Started Jun-12
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 Deliver the Certificate III Community Services in the Workplace for the local Indigenous FaFT Family Liaison Officers and LSP staff. Lead - DET
Supporting - FaHCSIA
Started Dec-11
1.1.6 Building the Remote Early Childhood Workforce Pilot project. This pilot is to provide children services training for child care staff and VET in schools and School-Based Apprentices for secondary students. Lead - DET
Supporting - DEEWR, RTEED
Jan-11 Dec-12
Strategy 1.2: Babies are strong and healthy, have a good start in life and are prepared for school.
Action Responsible Party Start When Finish When
1.2.1 Early childhood health checks/vaccinations are made available at the child and family centre and a community education program be established around the importance of physical and mental health linkages to early childhood learning. Lead - DHF
Supporting - DET
Started Jun-11
1.2.2 Pregnant women will not smoke or drink alcohol. Lead - Community
Supporting - DHF
From date of agreement Jun-14
1.2.3 Develop and implement an education programme on keeping healthy while pregnant (eating good food, exercise). Lead - DHF
Community
Started Jun-11
1.2.4 Parents start teaching their children at an early age and prepare children for school attendance. Lead - Community
Supporting - DET
From date of agreement Jun-14
1.2.5 Parents continue to be involved with their children’s development, education and wellbeing throughout early schooling. Lead – Community
Supporting – DHF, DET
From date of agreement Jun-14
1.2.6 Community members actively participate in self management programs for the betterment of themselves and their young families. Lead – Community
Supporting – DHF, DET
From date of agreement Jun-14

Priority 2: Adequate infrastructure to deliver early childhood programs.

Strategy 2.1: Plan infrastructure to meet future service delivery requirements.
Action Responsible Party Start When Finish When
2.1.1 Construct a child and family centre with capacity for 50 children and develop an integrated and universal services model for families and their children. Lead - DET
Supporting - DEEWR, DCI, Capital Working Group
Jan-11 Dec-11
2.1.2 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 - DET
Supporting - DCI, FaHCSIA, DEEWR, Capital Working Group
Started Jun-11

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Schooling

Progress Output Indicators, COAG Target, Priorities, Strategies and Actions for 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, and remain at, 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 community focused and 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 to return to school for further education and to provide support and encouragement to other school attendees.
Some of the issues raised by the community for consideration by the working group include: work with the school and parents to introduce a program that addresses bullying; work with the community to address the issues that create situations where uniformed security people are needed in the school; discussion with the shire services manager to increase night patrols; supporting the school to ensure the school uniforms policy is being met; supporting children with disabilities through appropriate facilities and respect; and consideration of mandatory wearing of school uniform.
Lead - DET
Supporting - Community, Shire, Service Agencies, NRETAS
Started Review Jun-11
1.1.2 Gunbalanya leaders, parents and guardians will encourage children and youth to attend school regularly. Lead - Community
Supporting - School Attendance Working Group, NRETAS
ASAP Review Jun-11

Priority 2: Education services in Gunbalanya respond to the Indigenous way of learning and provide an opportunity and pathway to meet or exceed national education outcomes, over time

Strategy 2.1: Enhance services delivery and infrastructure to meet education needs now and for the future
Action Responsible Party Start When Finish When
2.1.1 Scope a Parents and Community Engagement (PaCE) project to build parents' knowledge of, and confidence to participate in, the school system. Lead - DEEWR
Supporting – DET, School, Community, NRETAS
Started Dec-10
2.1.2 Provide advice and input on appropriate traditional content to ensure education is provided with a balance between traditional and balanda language and delivery methods. Lead - Community
Supporting - DET, NRETAS
Started Review Oct-11
2.1.3 Develop a recruitment and retainment strategy for engaging and keeping high standard educational staff to ensure the highest quality service can be achieved for students at Gunbalanya. Lead – DET
Supporting - NRETAS
Started Review Oct-11
2.1.4 A direct pathway is established for youth in the school to access employment and training in the Gunbalanya region incorporating vocational employment and training or transition to work education for all secondary students. Lead - DET
Supporting - RTEED, NRETAS
Jan-11 Apr-11
2.1.5 Review infrastructure and services to ensure adequate and appropriate support is provided to children with special needs. Lead – DET
Supporting - NRETAS
Jan-11 Apr-11
2.1.6 Implement a range of initiatives through the Extended Delivery Service model ‘Strong Start, Bright Future’ including: quarantine jobs for NTCET graduates; identify local recruitment and professional learning needs; student engagement programs (eg: Clontarf); universal access to preschool for three-four year olds; and VETiS in school from year 7. Lead - DET
Supporting - DEEWR, West Arnhem College, NRETAS
Started Review Oct-11
2.1.7 Identify and train local tutors to provide students with additional learning opportunities. Lead - DET
Supporting - School Principal, Community, NRETAS
Started Review Oct-11
2.1.8 Review student support programs (eg. Counselling, anger management, conflict resolution). Lead - DET
Supporting - DHF, NRETAS
Jan-11 Apr-11

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Health

Progress Output Indicators, COAG Target, Priorities, Strategies and Actions for 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 7-12-year-olds Close the gap in life expectancy within a generation

Priority 1: People in the Gunbalanya region have access to services and programs that promote a healthy lifestyle and prevent illness.

Strategy 1.1: Comprehensive primary health services are available at Gunbalanya.
Action Responsible Party Start When Finish When
1.1.1 Adequately resource the health centre to ensure all services and programs can be properly delivered. Lead – DHF Oct-09 Jun-11
1.1.2 Develop a service plan and regularly review the quality of core primary health service provision at the health centre. Lead - DHF Oct-09 Jun-11
1.1.3 Provide additional optometrist visits to Gunbalanya. Lead - DoHA
Supporting - DHF
Started Review Oct-11
1.1.4 Construct an extension to the Gunbalanya health centre. Lead – DHF
Supporting – DCI
2010 2011
1.1.5 Local people commit to attending specialist health centres as required to improve health and to ensure medical issues are addressed. Lead - Community From date of agreement Review Jun-11
1.1.6 Provide improved education programs on how to maintain good health and wellbeing including cooking and nutrition. Lead - DHF Started Jun-11
1.1.7 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
Started Mar–11

Priority 2: Old people in the region are properly cared for.

Strategy 2.1: Ensure services and infrastructure are appropriate and adequate for the care of aged people.
Action Responsible Party Start When Finish When
2.1.1 Undertake a comprehensive review of aged care and disability services to inform service and facility development. Lead - DoHA
Supporting - DHF, WASC
Started Dec-10
2.1.2 Community leaders provide advice in the delivery of culturally appropriate aged care services. Lead - Community
Supporting – DoHA, WASC
Started Dec-10

Priority 3: Youth have access to sport and recreational facilities and programs that promote a healthy lifestyle.

Strategy 3.1: Improve youth, sport and recreational services in the Gunbalanya region.
Action Responsible Party Start When Finish When
3.1.1 Develop a simpler, streamlined and integrated approach to sport and recreation services, including undertaking an assessment of available infrastructure now and for the future. The refined approach should enable a range of activities that address specific gender and age group requirements. Items identified by the community for consideration include: improve the condition of the sporting oval to a standard that is recognised by sporting bodies to host representative competition games (Irrigation and softer surface); and install lighting at sports oval. Lead - NRETAS
Supporting - ASC, WASC, Capital Working Group, PM&C
Started Jun-12
3.1.2 Local Gunbalanya leaders and emerging Gunbalanya youth leaders are consulted in the delivery of youth, sport and recreation services. Lead - Community
Supporting - WASC, NRETAS
From date of agreement Jun-11

Priority 4: The people of Gunbalanya will actively encourage and support family members to stop smoking.

Strategy 4.1: Develop local Strategies that will reduce the levels of smoking.
Action Responsible Party Start When Finish When
4.1.1 The Local Reference Group, supported by the wider community undertake to: 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; and support the declaration of smoke-free areas including playgrounds, buildings and other public areas. Lead - Community
Supporting - DHF, WASC, DoHA
Started Review Jun-12
4.1.2 Increase the level of anti-smoking education in schools including access to support services for people wanting to quit smoking. Lead - DHF
Supporting - DET, Schools
Jan-11 Dec-11

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Healthy Homes

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

Priority 1: Gunbalanya people have enough suitable homes to reduce overcrowding.

Strategy 1.1: Plan and construct new houses through Strategic Indigenous Housing Infrastructure Program.
Action Responsible Party Start When Finish When
1.1.1 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 Housing Reference Group
Started Jun-11
1.1.2 Encourage and promote home ownership through the HOIL program to reduce dependence on public housing. Lead - IBA
Supporting - HLGRS, Community
Started Ongoing
1.1.3 Gunbalanya leaders and Traditional Owners provide input to housing requirements through the Housing Reference Group. Lead - DHLGRS/FaHCSIA
Supporting - Community Housing Reference Group
Started Dec-13
1.1.4 Complete refurbishments, rebuilds and new houses under the SIHIP. Lead - DHLGRS
Supporting - Community Housing Reference Group
Started Dec-13

Priority 2: Gunbalanya people living in public housing look after their homes.

Strategy 2.1: Deliver a range of tools and support services for Gunbalanya people that assists them to maintain their home at required standard.
Action Responsible Party Start When Finish When
2.1.1 Provide training and support to Gunbalanya 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 -DHF, PWC, Centrelink, DET, Shire, Service providers, Community
Started Jun-11
2.1.2 Develop an adequate model for providing housing repairs and maintenance that addresses timeliness and quality of repairs, cyclical maintenance, minor new works (eg. verandas, shed, fencing, concrete paths) Lead - DHLGRS, FaHCSIA
Supporting - Shire
Started Jun-11
2.1.3 Gunbalanya leaders and Traditional Owners provide input to tenancy support and housing maintenance programs being developed for Gunbalanya. Lead - DHLGRS
Supporting - Housing Reference Group, Shire
Started Review Date
2.1.4 Assess fencing requirements and develop a fencing program using local capacity. Lead – DHLGRS, FAHCSIA
Supporting – WASC, HRG
Jan-11 Jun-11

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Economic Participation

Progress Output Indicators, COAG Target, Priorities, Strategies and Actions for 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: Gunbalanya becomes the service hub for the Gunbalanya region.

Strategy 1.1: Identify, create and support opportunities for small business development.
Action Responsible Party Start When Finish When
1.1.1 Develop a proposal for a Government Business Centre at Gunbalanya. 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, Community
Started Dec-10
1.1.2 Facilitate workshops in partnership with WASC 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 on communities. Lead - DLP
Supporting - WASC, DCI
Feb-11 Jul-11
1.1.3 Review requirement for staff related accommodation to support service delivery at Gunbalanya and develop a plan to ensure adequate accommodation is available. Lead - DHLGRS Started 2011
1.1.4 Government undertakes to scope possibilities for commercial visitor accommodation and develop an action plan to inform future work in this area. If viable, Government will work with local entrepreneurs seeking to invest in these businesses. Lead - DEEWR
Supporting - RTEED, IBA, DBE, HLGRS
Started Dec-10
1.1.5 Determine if the proposed art centre has potential as sustainable enterprise. Lead - DEEWR
Supporting - SDCU,
RTEED, HLGRS, DEEWR, IBA, Tourism NT
Started Review Jun-11
Action Responsible Party Start When Finish When
1.1.6 In partnership with community champions hold a Futures Forum in Gunbalanya which provides information on employment options and business development services and business services available to community members. Also to provide information on opportunities arising from potential private sector involvement. Lead - HLGRS
Supporting - All Agencies
Started Oct-10
1.1.7 Review the need for a new store through the ABA New Stores program. Lead - DBE
Supporting - SDCU, RTEED, HLGRS, DEEWR, IBA, DET
Started Review Jun-11
1.1.8 Assist the mechanic with an application towards becoming an authorised inspector and the workshop with an application towards becoming an authorised inspection station. Lead - DLP Oct-10 Mar-11
1.1.9 Provide business support and mentoring to individuals and groups wanting to start a viable business. The local reference group has identified: cross cultural training as a potential businesses opportunity they would like to explore; and potential for a small business to provide ‘back office’ service to assist Gunbalanya small businesses to meet statutory reporting and accounting requirements. Lead - DHLGRS
Supporting - RTEED, HLGRS, DEEWR, IBA, Tourism NT, DBE
Started Ongoing
1.1.10 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 and expertise. Lead - DBE
Supporting - SDCU, RTEED, HLGRS, DEEWR, IBA, Tourism NT, DET
Started Review Oct-11
1.1.11 Economic profiling and development of an investment and opportunities prospectus will be developed. Lead - DHLGRS
Supporting - RTEED, HLGRS, DEEWR, IBA, Tourism NT, DLP, DBE
Started Jun-11
1.1.12 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 Ongoing
1.1.13 Tourism NT will work with local people to develop viable tourism businesses. Lead - Tourism NT
Supporting - SDCU, RTEED, HLGRS, DBE, IBA, Tourism NT, DET
Started Review Oct-11
1.1.14 Training delivered meets employment needs and assists community members in gaining employment and advancing their career. Lead - DBE
Supporting - DEEWR, IBA, Tourism NT, DET
Started Review Oct-11
1.1.15 DHLGRS in conjunction with DLP to prepare submission for upgrading and sealing of community roads. Lead - DHLGRS (Submission)
Supporting - DLP (Survey), WASC
Started Report: Dec-10
1.1.16 Participation in training and development activities paid for by Government will be maximised surpassing minimum participation rates. Lead – Community
Supporting - RTEED
Started Review Oct-11
1.1.17 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
1.1.18 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
1.1.19 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

Priority 2: The Gunbalanya township develops in an orderly manner with appropriate process.

Strategy 2.1: Develop a formal town plan to underpin future growth of Gunbalanya.
Action Responsible Party Start When Finish When
2.1.1 Complete and gazette a town plan (area plan and zoning map). Lead - DLP Started End 2010
2.1.2 Develop Town Centre Urban Design plan including community transport strategies. Lead - DLP
Supporting - DCI
Started Jul-11
2.1.3 Gunbalanya Leaders and Traditional Owners work together with the relevant agencies to ensure land availability for future developments. Lead - Community
Supporting - DLP
From date of agreement Jun-11
2.1.4 Provide the Local Reference Group with detailed information about leasing. Both the NT and Australian Government specialist representatives will visit Gunbalanya to provide the advice. Lead - SDCU, FaHCSIA Upon community request N/A

Priority 3: Real jobs and meaningful work opportunities are available to Gunbalanya people capable of entering the workforce.

Strategy 3.1: Local Indigenous people are afforded opportunity to undertake local jobs through education, training, and participation.
Action Responsible Party Start When Finish When
3.1.1 Jobs, training or further education offers guarantee for all NTCET graduates living in Gunbalanya, through an organised transition to work program. Lead - DBE , DET
Supporting – All Agencies, RTEED, RGSC
Started Review Oct-11
3.1.2 Government will work together to define and support employment pathways for people employed in SIHIP after program completion. Lead - DHLGRS
Supporting - DEEWR
Started Ongoing
3.1.3 JSA and CDEP providers will develop work experience activities that meet local needs, including accredited and non-accredited training and in work readiness activities, which lead to real employment outcomes. Lead - DHLGRS
Supporting - DEEWR
Lead - DEEWR
Supporting - JSA
Started Ongoing
3.1.4 JSA and CDEP providers will develop work experience activities that meet local needs, including accredited and non-accredited training and in work readiness activities, which lead to real employment outcomes. Lead - DEEWR, FaHCSIA
Supporting - JSA (Jobfind), CDEP
Started Jun-13
3.1.5 All training and development activities will be well supported and attended by community. Lead - Community Started Review Oct-11
3.1.6 All Government contract procurement processes undertaken in remote areas to optimise opportunities in Indigenous employment and enterprise development. Participation and training should be part of all major housing and infrastructure programs in the Gunbalanya region. Lead - DBE (RTEED)
Supporting - DEEWR, DCI, All Agencies
Started Review Oct-11

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Safe Communities

Progress Output Indicators, COAG Target, Priorities, Strategies and Actions for 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: Make Gunbalanya a safe place for families.

Strategy 1.1: Gunbalanya people have access to services and infrastructure to prevent and effectively manage community safety.
Action Responsible Party Start When Finish When
1.1.1 Establish a Community Safety Working Party to work with Gunbalanya community members to develop place based strategies that will address safety concerns.
The Gunbalanya community have noted the following to be considered as part of the safety plan: child protection and welfare; alcohol management and drug reduction; gambling; safe houses; night patrol; empowering the role of elders in addressing community safety issues; communities are able to respond to local emergencies.
Lead - DoJ
Supporting - NTPFES, DHF, FaHCSIA, AGD, DLP, LGANT, community
ASAP Review Oct-11
1.1.2 The supported recommendations of the recently finalised Remote Policing Review will be communicated to the Gunbalanya community, including timeframes and strategies for implementing the recommendations. Lead - NTPFES ASAP Review Oct-11
1.1.3 Fundraise to construct a fence around the church. Lead - Community ASAP Review Oct-11
1.1.4 Establish and support NT Emergency Service volunteer units capable of reacting to known hazards for the community. Lead – NTPFES
Supporting - WASC
Started Review Oct-11
1.1.5 Maintain an all hazard response plan for Gunbalanya 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 where necessary public shelters) for known hazards. Lead – NTPFES
Supporting - WASC
Started Review Oct-11
1.1.6 Maintain an effective animal management program. Lead - WASC
Supporting - FaHCSIA
Started Review Jun-11
1.1.7 Minimum service standards for child protection and related services will be developed in Gunbalanya including an agreed program to implement these standards. Lead - DHF
Supporting - LRG
Started Review Oct-11
Strategy 1.2: Ensure road safety and traffic management programs are effectively in place at Gunbalanya.
Action Responsible Party Start When Finish When
1.2.1 Undertake road safety and traffic management audits to determine requirements for Gunbalanya. Lead - WASC
Supporting - DLP
Feb-11 Oct -11
1.2.2 Upgrade internal roads - improve drainage, kerbing, footpaths and street lighting. Lead - WASC
Supporting - DLP
Feb-11 Ongoing
1.2.3 Source funding through the Local Area Traffic Management program or Black Spot program to address road safety and traffic management issues. Lead - WASC
Supporting - DLP
Feb-11 Oct -11

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Governance and Leadership

Progress Output Indicators, COAG Target, Priorities, Strategies and Actions for Governance and Leadership
Progress Output Indicators
Number of registered organisations under ORIC and NT Associations Act

Priority 1: Gunbalanya leaders and elected council members have the skills to effectively govern.

Strategy 1.1: Governance and leadership training is provided for all current and emerging Gunbalanya leaders.
Action Responsible Party Start When Finish When
1.1.1 Elected members of shires will receive professional development to enable them to better understand and undertake their roles. Lead - WASC
Supporting - LGANT
Started Ongoing
1.1.2 Work with the Gunbalanya 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 Gunbalanya. Lead - FaHCSIA Started Review Jun-11
Strategy 1.2: Develop governance and leadership capacity for the next generation of Gunbalanya leaders.
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 Gunbalanya. Lead – DHLGRS
Supporting - ROC
Oct-10 Mar-11
Strategy 1.3: Good planning for the future.
Action Responsible Party Start When Finish When
1.3.1 The Arrguluk Reference Group will share information from meetings and encourage more people including youth to become involved. Lead - The Arrguluk Reference Group 2010 2014
1.3.2 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 1.4: The GBM and the ROC will support the LRG to monitor the progress and timelines of the Gunbalanya Local Implementation Plan.
Action Responsible Party Start When Finish When
1.4.1 The Arrguluk Reference Group Reference Group and the ROC will work in partnership to progress Local Implementation Plan actions and report back to government. Lead - The Arrguluk Reference Group
Supporting - ROC
From date of agreement Review Jun-11

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Schedule C:Summary of Community Engagement

The Gunbalanya 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 Gunbalanya Local Implementation Plan process. This section outlines the kinds of consultation, engagement and capacity-building that occurred.

Consultation with the Local Reference Group

The Local Reference Group in Gunbalanya is the key community group for engagement in the Local Implementation Plan process.
The Arrguluk Reference Group was formedin Gunbalanya in late February 2010 to negotiate and consult on the Gunbalanya Local Implementation Plan. The group consists of seven men and seven women as well as youth representatives who represent the three camps (suburbs) in the community. Weekly Arrguluk Reference Group meetings are held, with most of the group regularly attending.

Local Reference Group members

The Arrguluk Reference Group members are: Andy Garrnarradj, Wilfred Nawirridj, Isaiah Nagurrgurrba, Kevin Buliwana, Otto Dann, Dallas Thompson, Joey Nganjmirra, Lois Nadjamerrek, June Nadjamerrek, Linda Codgen, Lorraine White, Donna Nadjamerrek, Gunbaladj Nabegeyo and Julie Narndal.

Consultations with community members

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

Consultations with service providers and governance structures

Arrguluk 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.

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 Arrguluk 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 Gunbalanya profiling the success of local young people’s community initiatives that contribute to Closing the Gap.
  • A photographer visited Gunbalanya in June 2010 and the Regional Operations Centre is using the photographs to create distinctive Gunbalanya engagement materials.
  • The Regional Operations Centre is in the process of coordinating Arrguluk Reference Group engagement and promotional materials. Four local artists are painting a logo, and the Arrguluk Reference Group will choose the winning image.

Capacity-building

The Arrguluk Reference Group has been supported in its capacity-building by the Single Government Interface and the Regional Operations Centre. On 18 February 2010, the Regional Operations Centre convened an in-community Visioning Forum for The Arrguluk 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 Gunbalanya community’s vision through a Local Implementation Plan. The community’s desired outcomes were presented for prioritisation. Over a series of five in-community meetings between the Arrguluk Reference Group, the Single Government Interface and the Regional Operations Centre, priorities under each building block were finalised and negotiated with government.

Arrguluk Reference Group members also participated in a regional Remote Service Delivery Governance and Leadership Workshop held in Darwin 20-21 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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