(WYDAC) Overview - Warlpiri Youth Development Aboriginal

WarlpiriYouthDevelopment
AboriginalCorporation
(WYDAC)
Overview
Section 1. Introduction and WYDAC Overview
Since 1993, Warlpiri Youth Development Aboriginal Corporation (WYDAC, formerly known as
Mt Theo Program) has dedicated itself to developing the strength, health, confidence and leadership
of Warlpiri youth. The program was created by, and for, Warlpiri people, and is governed by a
Warlpiri Committee.
WYDAC head office is still located in Yuendumu Community, and WYDAC has permanent
staffing and operations at five different Warlpiri sites – Yuendumu, Willowra, Nyirrpi, Lajamanu
remote communities and Mt Theo Outstation. The notable, and sustainable, success of the program
has been firmly based on the support and strength of local Warlpiri youth and their communities, as
well as the ongoing commitment of staff.
The constitution of WYDAC identifies the following as it’s guiding principles and program
objectives
Guiding Principles
Warlpiri patu kurlangu
Warlpiri Leadership & Ownership
Kurdu-kurdu jungarni yaninjaku
Positive and meaningful pathways for young
people
Mardarni-njaku kurdu-kurdu jintangka
Support for Warlpiri youth to deal with hard
times
Nguru-ngka taarnga-juku warrki-jarrinjaku Sustainable resources and infrastructure on
manu
nyiya-kanti-kanti
mampu-ngku country
mardarni-njaku
Jinta-ngka karlipa warrki-jarrimi
kalipa nyanu purda-nyanyi
manu Unique and responsible working relationships
Yapa and kardiya working together
Yapa manu kardiya jinta-marri-marri-warrki
jarrimi
Program Objectives
The primary purpose of our corporation is to develop strong young community leaders. The
corporation aims to:
•
Provide youth diversionary activities
•
Provide rehabilitation for young people suffering from substance misuse Provide
education, counselling and care for young people at risk
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•
Provide young people with positive alternatives to prison or juvenile detention
•
Provide training and jobs so young people can stay in the community
•
Provide positive life pathways into jobs and leadership through training development
activities
•
Share knowledge and skills with other Aboriginal nations
•
Operate and maintain a Gift Fund to be known as “The Warlpiri Youth Development
Aboriginal Corporation Gift Fund” in accordance with the requirements of the Australian
Taxation Office.
In order to achieve these objectives WYDAC has developed a wide range of complementary,
community-based programs across its five operational sites. These can be summarized as
1.
2.
3.
4.
Youth Development & Leadership Programs
• Yuendumu Jaru Pirrjirdi including Yuendumu Pool
• Willowra
• Nyirrpi
• Lajamanu
Client Services
• Mt Theo Outstation
• Yuendumu Warra Warra Kanyi Counselling
• Outreach Counselling Services
Program Infrastructure Support
• Mechanical Training Workshop
• Infrastructure Support and Training
Board, Management & Administration
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These WYDAC programs clearly address a wide range of needs. These needs can be neatly
summarised into three overarching areas
1) Youth need,
2) Community need and
3) Indigenous Leadership.
Outlining these areas will reveal how WYDAC is often the best, and only, service available to meet
the otherwise significant gaps at a permanent and community level.
1. Youth Need
WYDAC primarily works with young people aged 5-25, as well as their families and communities
as a whole. According to the 2011 Commonwealth Census, the predominant populations of
Yuendumu, Nyirrpi, Willowra and Lajamanu communities are young people, with those aged 5-25
representing 37%, 39%, 42% and 41% respectively compared with the Australia wide rate of
28%. http://www.censusdata.abs.gov.au/census_services/getproduct/census/2011/quickstat/0?open
document&navpos=220). This highlights the importance of this age group within remote
communities and the critical need to ensure that they are positively engaged in the construction of a
meaningful future for themselves, family and community.
The myriad of challenges facing remote Indigenous youth have been well-documented, such as high
levels of substance misuse, domestic and family violence, depression, grief, neglect, suicidal
ideation, criminal activity, lack of education and training, lack of work-readiness, participation and
employment. The current overview does not intend to revisit these clearly established issues for
remote Indigenous youth.
The reduction of these key youth at risk issues is inherently linked with young people engaging in
positive activity and opportunities, such as those offered by WYDAC programs. These programs
can act as a tool of prevention that help young people avoid these issues altogether, as something to
bring them back from minor youth at risk experiences or as a profound rehabilitation and aftercare
pathway to rid themselves of such damaging behaviours or environments. Ultimately these
programs all aim to provide young people with the sense of purpose and engagement, whether it be
in their education, employment or family life, that will help them become positive and productive
members of their community.
WYDAC has achieved significant success in the prevention, reduction and management of youth at
risk behaviours within Warlpiri communities as well as the creation of positive youth cultures and
individual outcomes. However this work remains a serious, ongoing and important challenge in all
of our communities, and indeed for youth in many remote indigenous communities.
WYDAC is, and has been, uniquely placed to successfully engage young Warlpiri people with no
other youth diversion, development or rehabilitation services operational within these Warlpiri
communities. WYDAC was not only invited into all of these communities by local Elders to
provide support and positive opportunities for their young people, but has been given regularly
renewed funding by many of these communities to do so. Similarly many other communities in the
Central Australian region have also requested WYDAC assistance either in the form of permanent
operations or program advice.
As a Warlpiri NGO with a permanent presence and complementary programs, WYDAC is best
placed to continue to meet the needs of Warlpiri youth. The comprehensive nature of the various
WYDAC programs ensures that the multifarious needs of Warlpiri youth can best be met. For
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Warlpiri youth of school-age, WYDAC provides a diverse and engaging range of youth activities
outside of school hours, designed to generate positive identity and outcomes, whilst preventing or
reducing negative youth at risk behaviour. As these young people age, WYDAC provides them with
increasingly challenging and dynamic activities that target key issues such as education, workreadiness and employment. These progressive development activities endeavour to produce strong,
capable and purposeful youth leaders who can move on from WYDAC programs to contribute to
their communities.
At, at any stage during this process, young people may experience particular individual or family
challenges or succumb to the negative impacts of youth at risk issues such as substance misuse. In
these cases the ‘safety net’ of WYDAC client support and rehabilitation services such as Mt Theo
Outstation and Outreach or Yuendumu WWK Counselling, can provide specific, professional, local
support to these young people to return them to a positive pathway.
This range of services means that there is always an appropriate service in place to engage with
Warlpiri youth and to progress them towards a positive and meaningful future.
2. Community Need
WYDAC programs not only meet the needs of individual youths but also more broadly those of the
remote communities in which they operate. The primary impact is in the reduction of youth at risk
behaviour within the community and the associated development of young people who are
attending school, or engaging in other education, training or employment outcomes. However
beyond that significant benefit, WYDAC also serves to meet a range of other community needs.
Beyond it’s specific youth focus, WYDAC aims to further Indigenous community development, to
empower Warlpiri people and to help ensure that Yuendumu, Lajamanu, Nyirrpi and Willowra are
positive, sustainable, healthy and safe communities.
WYDAC is a significant employer of Warlpiri people of all ages. As a long-running and respected
local NGO, WYDAC is seen as an attractive workplace for Warlpiri people, characterised by
relatively high levels of retention and staff training. WYDAC programs provide Warlpiri people
with considerable employment and training opportunities that further develop local skills,
community engagement and income. This activity also assists in the further development of positive
and healthy home environments.
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WYDAC has also managed to service many other community needs. For example the creation of a
local mechanical workshop has brought considerable benefit to the Yuendumu community,
including many local and government agencies. In addition it has shown the prospective viability of
establishing local Indigenous enterprise. Similarly WYDAC has established a wide range of
valuable community and program infrastructure such as multiple youth centres, an education and
training centre, a remote rehabilitation centre, swimming pool and considerable staff housing.
3.
Indigenous Leadership
A final important need served by WYDAC as an organisation is that of Indigenous leadership.
WYDAC was created by Warlpiri people as a community response to a petrol sniffing crisis within
their community. This was initially done with no government funding and required enormous
amounts of volunteered effort, skill and wisdom from the local community. This initial foundation
has always ensured that WYDAC programs and practice remain Warlpiri driven and governed.
WYDAC has since established strong, valued and successful partnerships with non-Indigenous
people, and government, in improving the lives of young Warlpiri people. Indeed WYDAC is
firmly committed to the principle of Indigenous and non-Indigenous Australians combining their
knowledge, skills and experience to assist Warlpiri people forward.
However it has always remained a Warlpiri program, governed and lead by Warlpiri people.
WYDAC has always operated programs that have a permanent presence in each of its communities,
eschewing the inconsistencies and disempowerment that more distanced or fly in-fly out models can
bring. WYDAC has continued to regularly pioneer it’s own community designed and driven,
successful, and respected, responses to key youth issues such as suicide prevention, healthy
relationships, youth work-readiness and youth employment and training. Similarly much of this
work has begun without government funding, often funded originally by Warlpiri people
themselves until a more comprehensive program model and evidence base could be established.
In this sense WYDAC helps to establish and maintain strong local leadership, local participation
and ownership. It demonstrates the importance of local responsibility and of providing local
communities with the support and resources required to generate genuine and sustainable local
solutions.
Section 2. WYDAC Programs Overview
1. Youth Development & Leadership Programs
• Yuendumu including Yuendumu Pool
• Willowra
• Nyirrpi
• Lajamanu
WYDAC runs youth development and leadership programs in the communities of Yuendumu,
Lajamanu, Nyirrpi and Willowra. These programs are clearly designed to improve the safety and
wellbeing of Warlpiri youth, their families and community, as well education, training and
employment outcomes. WYDAC has been a pioneer within the context of remote Indigenous youth
services, leading the transition from basic youth diversion services to a more comprehensive youth
development service since 2002.
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This has now evolved into a settled and successful model in all four Warlpiri communities. The
WYDAC youth development and leadership programs can be divided into three levels of the Jaru
Pirrjirdi process. It is a progressive model that young Warlpiri people can slowly move through,
engaging in positive, healthy and increasingly challenging activity before culminating in their
‘graduation’ as strong, empowered young leaders within their family and community.
Level 1 Youth Diversion
‘Manyu Wana Ngurrju’
•
Youth Diversion Program
Level 2 Youth Development
‘Pinarri Jarrinjaku’
•
•
Jaru Youth Trainees
Education & Training
Level 3 Youth Leadership
‘Jaru Pirrjirdi’
•
Future Pathways & Leadership
Level 1 - Youth Diversion - Manyu Wana Ngurrju
The youth diversion program provides the bedrock for positive youth and community engagement
in WYDAC youth development and leadership programs. Manyu wana ngurrju is translated here as
young people ‘having good and healthy fun’. The value of Youth diversion programs in regards to
safety and wellbeing in remote Indigenous communities has been well-established by numerous
independent reports as well as being profoundly valued by the communities, and by young people
themselves as evidenced by high participation rates (see Section 3 of this document for specific
feedback and evaluations of WYDAC programs).
The youth diversion program seeks to engage young people in a range of positive, healthy, safe and
interesting activities after school hours, during evenings, weekends and school holidays. Within
WYDAC programs this may variously involve a wide variety of sports, art, culture, education or
project activities. It is important to note that this is not merely a matter of basic sport and recreation
activities but rather a dynamic, skilful and challenging program targeting improved physical, mental
and social health for Warlpiri youth.
For example the afternoon program at the youth centre may involve science projects such as
building solar powered cars or toy volcanos. Similarly art activities may involve community murals,
the recording of songs and production of music videos. Positive engagement and learning of
Warlpiri culture remains central to weekend activity in particular. Each Saturday involves a bush
trip with Elders in each community, where young people can learn about their land and law, as well
as important cultural projects such as Women’s dance camp. This interaction with Warlpiri culture,
along with many of these activities, has certainly been observed by WYDAC staff to generate
stronger self-confidence and greater engagement with other positive community activity and
schooling. Many WYDAC events encourage community wide participation such as Family Night
where young people can cook food for their family to come and enjoy before watching locally
produced media or all ages sporting competitions across the school holiday periods. In Yuendumu,
the youth are also lucky enough to have access to the WYDAC run Yuendumu pool, which is an
invaluable health and recreation opportunity, as well as an excellent training and employment
pathway (see later).
Participation in a vibrant youth diversion program establishes a critical mass regarding the
predominant youth culture within a community, lending the ability to construct a series of positive
social norms. Young people are consistently exposed to important and influential values from a
trusted source - the WYDAC program as a whole and individual staff with whom they often have
strong relationships and daily interaction. For example all youth programs have a strong focus on
nutritious food and all youth programs heavily emphasise the importance of education by closing
activities early on weeknights before spending time each evening patrolling the community to drop
kids home for school the next day. WYDAC retains strong communication with all schools on how
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to best promote and partner in improving school attendance. Moreover young people are reminded
of the importance of harmonious peer interaction, safe behaviour, practical anger management or
conflict resolution skills if they do become unsettled, opportunities for client referral and the
importance of respect for Elders, women and non-violence.
A reliable and engaging youth diversion program has proved critical to WYDAC in its successful
earlier struggle against petrol sniffing and many other youth at risk issues since. Youth diversion
activities do often represent the primary alternative or deterrent to substance misuse, criminal
behaviour or other at risk issues. Youth diversion activity lays the groundwork for positive,
engaged, healthy youth and the creation of a supportive and dynamic youth culture. The permanent
daily presence of engaging activities is absolutely fundamental in maintaining positive youth
participation within the community, a correlation that increases with age. WYDAC has also
observed, as far back as 2002, that as young people reach the ages of 16, 17 or upwards it is also
important that other sets of more challenging activities are made available that target workreadiness, education and employment opportunities. Within the WYDAC youth development and
leadership programs in Yuendumu, Nyirrpi, Willowra and Lajamanu this is all directed under the
title of level 2.
Level 2 - Youth Development – Pinarri Jarrinjaku
The second aspect of youth development activity is focused on growing the strength of young
Warlpiri people. The Warlpiri translation for pinarri jarrinjaku is young people ‘learning to be
strong’. It does this through a wide range of education, empowerment and training opportunities for
young people and ongoing support for school attendance.
This has been a growing target area for all WYDAC programs in recent years and there is a
multitude of meaningful training and education available, both informal and accredited. The core of
the Jaru training progam is the Jaru trainee model. For information on an independent evaluation of
the significant worth of this process, please see Section 3 of this document from page 16.
Jaru/youth trainees, refers to the WYDAC work-readiness and participation scheme embedded
within its youth services. It is an opportunity for young people aged 16-25 in each community to
assist the running of WYDAC activities outside of school hours. In this sense they effectively
function as trainee youth workers (or trainees in other WYDAC departments such as the pool,
infrastructure, Mt Theo, WWK or the workshop).
Jaru trainees can train alongside the full-time youth workers to assist with the provision of youth
activities to the younger kids or peers in their community. Jaru trainees can assist with any of these
roles, which not only assists the youth program to function more effectively or broadly, but also
provides them with specific ‘work-readiness’ challenges. For example, learning how to order food
from a supplier, creating and maintaining the rules to ensure a safe and fun event,
selecting/purchasing/downloading songs for the disco from the internet, or learning how to handle
money in the selling of food and drink at the disco. Each youth activity may present a vast range of
challenges and learning opportunities for Jaru trainees. For example, running a basketball
competition under the supervision of youth workers may involve learning the rules in order to
function as an umpire, learning to be an umpire and the attendant confidence and neutral authority
of such a role, learning to keep score of the event and create fixtures, results and ladders to be put
up around the community.
The Jaru trainee model has been a profoundly important learning and pathway opportunity for
Warlpiri youth for several years. Apart from the specific tasks that can be learnt from assisting to
run these youth activities there are innumerable other learning and training benefits to the Jaru
trainee experience. For example, learning to establish clear rules for an activity or equipment, being
punctual, how to plan and organize events or activities, how to pack up an activity and to maintain
program equipment and infrastructure, how to diffuse conflict situations between young kids within
activities and liaise with families when required, or attend meetings with youth-workers to explain
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youth activity or opinion. In this way the Jaru trainee model acts as a work-readiness training
scheme providing a supportive and flexible ‘work’ environment for young people, that acts as a
‘bridge’ to more permanent employment opportunities. The Jaru model provides a supportive,
community and peer approved environment where the trainee is not too scared or ashamed to try to
run an activity and make mistakes. It is of course critical to note that there are many broad historical
and social issues that restrict individual and community wide employment opportunities.
However, the Jaru trainee model can play a very significant role in enhancing capacity, interest,
confidence and preparedness of Warlpiri youth to work or seek positive future pathways. For many
Warlpiri youth, the Jaru model is their first and most useful opportunity to learn about the ‘world of
work’. Without this experience and due to the numerous challenges facing remote youth and remote
employment, many Warlpiri youth are unable to make a sustained leap to full-time employment or
the confidence to pursue these, often limited, opportunities in remote communities. Indeed the Jaru
training experience can help individuals refine their interests, as well as their skills, so that they and
youth workers can look for appropriate education, training or employment opportunities.
In addition to the Jaru trainee model there is a wide range of other Level 2 training and education
opportunities available through the youth development programs at WYDAC. These activities aim
to re-engage young people with education and learning, in order to present a more challenging
range of activities than the day to day diversions of sport and recreation. This may involve broad
opportunities to re-engage with learning such as literacy and numeracy in our ‘reading corners’,
access to computers and the internet, or more specific projects such as practice for drivers licence
testing or resume creation. These opportunities are embedded within the program in order to
provide relevant and interesting activities that promote learning. For example one past Jaru training
project involved young people going on Bush Trips and recording Elders teaching the cultural
stories of each location. The young people then collected the photos, audio, video and transcribed to
text in order to create a local multimedia resource for young people to learn their jukurrpa.
Similarly other projects have involved the creation of local cookbooks based on nutritious food
recipes learned at youth program.
These Level 2 training and education activities also have a key focus on workshop or group-based
learning. These involve many internal youth forums or group projects on key issues such as sexual
health, healthy relationships, domestic violence, protective behaviours for children, family support
and the importance of school/education. These workshops also present a key opportunity for other
service providers to access Warlpiri youth who may be otherwise difficult to engage. For example
this has variously included sexual health via the Clinic, protective behaviours via NAPCAN and
Safe4kids, driver safety via the Police, domestic violence in conjunction with the Women’s Centre
and legal rights via Legal Aid. These forums may take place in Jaru learning spaces or even take the
form of bush trips where appropriate. The key is providing a safe, relevant and trusted space for
young people to engage with these issues.
Many of these forums have also then been used to create community wide messaging for young
people and their families such as poster, radio or video campaigns promoting the key lessons or
values learned. Recent examples saw feedback from the Men’s Department of Health that the
WYDAC partnered men’s health workshops were the best they had run anywhere in Central
Australia. Similarly a recent syphillis campaign overcame it’s fundamental lack of acces to young
people by moving some of its activities into the Jaru learning centre in Yuendumu. Whilst such
workshops are not ‘formally accredited’ their worth to Warlpiri youth cannot be overestimated.
As well as the direct provision and facilitation of education and training outcomes for Warlpiri
youth, WYDAC also works hard to support school attendance by Warlpiri youth. This is done via a
variety of methodologies. WYDAC retains close working links with all local schools. For example
the WYDAC Board, in negotiation with community and schools, sets a balance between the
provision of positive evening youth diversion activity, whilst not running too late. Younger children
are not encouraged to attend these activities and are returned home across the evening. This is then
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followed by a designated period every evening of our ‘youth drop home’ patrol, which ensures
young people are returned to their home in the evenings to get a good sleep to prepare them for
school the next day. This can often be a challenge in remote communities and WYDAC endeavours
to work with other key local agencies such as the Community Night Patrols.
All WYDAC staff remain vigilant about never engaging school-aged children during school hours
(bar case management clients). WYDAC actively encourages and returns young people back to
school if observed within the community and actively partners with schools on key behavioural, or
youth conflict, challenges.
WYDAC has also engaged in a comprehensive text messaging program trial in Yuendumu, which
can hopefully be extended to Lajamanu. This has involved gaining approval from hundreds of
families to receive community text messaging such as ‘wake up it’s time for school’ or important
health messages. Similarly The Yes School-Yes Pool program dictates that young people in
Yuendumu must attend school in order to attend the pool on weekday afternoons. Moroever the
pool is also only/constantly available in school hours to local schools (and childcare) which further
reinforces the benefits of school attendance. It also serves as another opportunity for WYDAC to
reinforce strong community messages on the importance of education.
In addition to support for local school attendance, WYDAC has a clear goal within its youth
programs to facilitate Boarding school attendance for Warlpiri youth. In many cases young people
have only been able to negotiate that complicated process with the help of WYDAC youth workers.
Youth workers will initiate contact with the various Boarding schools, create the necessary support
letters, help families complete all requisite forms and liaise with the local school, all of which can
be a time-consuming and involved process. Once enrolments are completed WYDAC youth
workers often remain a secondary contact and support to these young students, in addition to their
family. Demand for this support service shows strong signs of growth over recent years.
WYDAC also supports youth engagement with formal and accredited education and training
outcomes. This has always been more of a challenge given the key logistical challenges of our
remote setting. In Yuendumu WYDAC has constructed a specific ‘learning centre’ to provide a
dedicated space for education and training engagement. Since the beginning of 2014 this centre is
run in partnership with Batchelor College, who provide a permanent staff member dedicated to
these outcomes. To date this has involved participation in courses such as Certificate II in
Community Services, Certificate III in Childcare and Foundation Skills - Language, Literacy and
Numeracy.
In the other three Warlpiri communities of Lajamanu, Nyirrpi and Willowra there are non-WYDAC
constructed learning centres, which also represent key partners in facilitating accredited youth
education and training engagement. These learning centres, and other associated activities, are still
quite new and WYDAC is keen to explore the full range of formal training opportunities available
to young people. Another emerging opportunity is the pursuit of Certificates in Training and
Assessment by WYDAC staff themselves, that then enables them to provide certified training in
areas such as hairdressing, media production and sports coaching and umpiring.
Level 3 - Future Pathways & Leadership - Jaru Pirrjirdi
The third element of the WYDAC youth leadership and development program model is called
‘future pathways’ and represents the culmination of the Jaru Pirrjirdi (Strong Voices) process.
Future pathways refers to the creation of positive and meaningful futures for Warlpiri youth, to the
development of their leadership.
This Jaru Pirrjidi process realises the many years of participation in WYDAC youth activity, a
journey that helps to create a positive, strong, confident, trained and capable young Warlpiri person.
At this point these young Warlpiri people are perceived by WYDAC staff as ready to ‘graduate’
from their role as Jaru Youth Trainees and be keen and ready to take up employment or leadership
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positions within their community, or further accredited education and training opportunities.
WYDAC staff consistently search the community and liaise with other agencies on current or
upcoming job opportunities. Their close relationships and knowledge of individual trainee skills,
renders them perfectly placed to facilitate and support a transition into permanent employment.
There is a wide range of roles that young people have ‘graduated’ into including youth workers,
mechanics, police officers, mental health workers, outstation staff, administration officers, media
workers, retail workers, lifeguards, interpreters, rangers, assistant teachers and tutors. A number of
these opportunities have emerged within WYDAC. Opportunities for employment are relatively
more prevalent in Yuendumu and Lajamanu communities, given their larger size, government
investment/services and the presence of regional organisations such as WYDAC or PAW Media.
The generation, and funding, of additional jobs within remote communities will be critical in
providing positive opportunities for the strongest WYDAC ‘graduates’ to pursue.
In addition to the strong employment focus of this program element, there is also a clear goal of
generating strong community leaders. Indigenous youth leadership and increased youth engagement
with Indigenous governance are critical in facilitating capability within remote communities. Each
WYDAC youth development and leadership program has its own Youth Sub Committee which
provides young people with a significant opportunity to learn about leadership and governance and
generates strong feelings of empowerment and ownership. More public meetings or other
community Boards are often ruled by older community members and young people may be initially
inhibited from participating.
However, there is not only strong community support for the local Youth Sub Committees but also
support for young people to lead that engagement. Young people have strong interest and
knowledge in the contents, successes and challenges of each youth program. This provides Jaru
youth trainee leaders with the opportunity to begin to learn about how meetings are run, how to
engage in program or policy review and the underlying rules of organisational governance. In 2014
WYDAC established two youth committee positions on its Executive for the first time, reinforcing
the powerful learning and pathway opportunities that the subcommittees represent.
In addition to the WYDAC Youth Sub Committees, or after participation in them, Warlpiri youth
are well-placed to engage in other leadership positions within the community. This has already
variously involved election to other community boards and strong leadership roles in other
important local bodies or projects. However at the most profound level, this aspect of future
pathways aims to generate strong young leaders within their communities. Young leaders who feel
passionate about the future of their own communities and will be significant and positive forces
within whatever employment, organisational, community or even family role that they play.
2. Client Services
• Mt Theo Outstation
• Yuendumu Warra Warra Kanyi Counselling
• Outreach Counselling Services
There are three teams within the WYDAC Client Service department, each servicing a different
area and need within the Warlpiri region. All three teams represent a professional, Warlpiri, onground client support service for Warlpiri youth facing key at risk issues such as substance misuse,
domestic and family violence, sexual health, healthy relationships, depression, loss and grief. The
Yuendumu WWK Counselling team provides intensive case management within Yuendumu,
including crisis response services. The new Outreach Counselling team has been established to
provide case management support to the youth in other Warlpiri/WYDAC communities, as a result
of direct requests by these communities. The Mt Theo Outstation continues to provide residential
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cultural rehabilitaton opportunities for Warlpiri youth at risk from any community, out at the remote
Mt Theo Outstation.
All client referrals are subject to WYDAC assessment before successful admission, which
represents step 1 in the WYDAC case management process. A full description of this process,
including associated forms, comprehensive policy and procedures, client file and report templates
are available upon request. Client assessment can have a number of possible outcomes such as 1)
Admittance to Mt Theo Outstation - if in need of comprehensive respite and rehabilitation 2)
Admittance to Yuendumu WWK Counselling service - if within Yuendumu 3) Admittance to
Outreach service - if best placed in Nyirrpi, Lajamanu or Willowra communities, or 4) Referral to
other appropriate services outside of the Warlpiri region.
There is very strong coordination between the youth development and client service teams within
WYDAC, both with referrals to the client service teams for those young people beginning to
experience some difficulties, and as a critical and positive exit strategy, for those clients exiting the
counselling or rehabilitation service.
1. Mt Theo Outstation
The Mt Theo Outstation was the first WYDAC service to be created in 1993. The Outstation was
part of the volunteer community response in Yuendumu to the crisis of petrol-sniffing at that time.
During the 1990s the youth culture in Yuendumu, and Central Australia more broadly, was
dominated by petrol-sniffing. Elders and family members volunteered to take these at risk youth to
Mt Theo Outstation, a sacred bush healing site some 160km from Yuendumu, where they could be
rehabilitated back to health. In conjunction with the Yuendumu youth program the Mt Theo
Outstation achieved unprecedented success in eradicating petrol-sniffing from Yuendumu
community by the early 2000s. During this period the Outstation broadened its focus to deal with all
youth at risk issues faced by Warlpiri youth and their families, including all drug and alcohol issues.
As noted by the 2006 Commonwealth inquiry into petrol sniffing in remote Aboriginal communities
‘Beyond Petrol Sniffing: Renewing hope for Indigenous communities’, “the success of the Mt Theo
Program has resonated loudly in other communities” (p86). As detailed earlier this success led to
the extension of WYDAC programs and staff to Willowra community in 2004, Nyirrpi in 2007 and
Lajamanu in 2008, all at the request of local communities and Elders.
Mt Theo Outstation receives referrals for any young Warlpiri clients who are experiencing at risk
youth issues and is thus deeply committed to improving the safety and wellbeing of Warlpiri youth
at risk, their families and communities as a whole. Since its beginning Mt Theo Outstation has
provided rehabilitation and respite services to more than 600 clients, with Warlpiri clients
emanating from over 14 different communities, including Alice Springs. Only those with links to
Warlpiri heritage can apply due to the sacred site status of the location and associated program.
Presenting issues have variously included petrol-sniffing, marijuana and alcohol abuse, domestic
and family violence, breaking-in or associated criminal behaviour, suicidal ideation, neglect, grief,
depression, psychosis, anxiety, relationship and lifestyles issues (including sexual health) and with
most clients often experiencing comorbidity. The service has evolved strongly over the last 20 years
and now provides not only a comprehensive range of client support services at Mt Theo Outstation,
More than half of the clients referred, are referred by either themselves or concerned family
members, indicating the strong local community support and engagement for the program.
Approximately half of the clients are also referred by the Criminal Justice system and Police,
Corrections and the Northern Territory Government Department of Children and Families, further
underlining the strong support and partnership for the service from key external agencies.
If admitted to Mt Theo Outstation, clients typically stay for one month and engage in a
comprehensive program of care and rehabilitation. A series of these intensive Outstation ‘runs’ is
Page 12 of 22
held across the year and at other times staff will drop back into supporting other client service
teams and diversion based clients. Whilst at Mt Theo Outstation clients undergo staged, strengthsbased approach to client rehabilitation in a sacred cultural setting. Clients admitted to the Outstation
may often be coming from a context in which they have been regularly engaging in substance
misuse or criminal activity, in Alice Springs for example. Often combined with this are a number of
other serious health concerns such as poor diet, hygiene, sleeping patterns and even sexual health or
violence concerns. This is often underlined by a lack of adequate adult supervision or support.
Given this context, the first stage of support for many Outstation clients is the daily provision of
strong health support such as healthy meals, hygiene and reliable sleeping hours. This helps the
young person to ‘calm down’ and is complemented by the development of positive relationships
with supportive adults (Outstation staff and Elders) in a healthy and supportive environment. This
‘strengthening’ is rounded out by the requirement to engage in daily responsibilities such as
cleaning or cooking and, perhaps most powerfully by the provision of cultural education through
regular bush trips and teaching. This reinforces the return to a positive sense of self and of
connection with their family and culture, aspects inextricably linked with sustainable health and
purpose in this setting.
Whilst case management is provided from the moment the client enters Outstation care, the depth of
exploration and reflection on presenting issues such as AOD grows exponentially across the client
stay. This more focused case management is the second stage of the Mt Theo client experience, and
is driven more strongly by the experienced and professionally qualified Senior staff. As the client
returns to health, and as they develop stronger trust in the Outstation staff, they are better placed to
engage in their own reflective insight. This personal insight generally proves the most powerful tool
for Outstation staff to work with these young clients, in terms of exploring the causes of their
particular at-risk behaviours, and more importantly, generating possible solutions. The Outstation is
a unique, safe and culturally significant environment in which young people can construct more
positive behaviours, identities and wellbeing.
2. Yuendumu Counselling – Warra Warra Kanyi
Yuendumu Counselling service (WWK) aims to provide professional, community based counselling
and mentoring for at risk youth. Warra Warra Kanyi means ‘to look after young people’. The service
operates 7 days per week and 24 hours per day, with a staff member permanently on call. Several
years of experience and Warlpiri expertise have led to the development of a unique and
comprehensive model of:
a. preventative/educative measures
b. early intervention approaches
c. individual counselling, intervention and mentoring support
Prevention and education form the base elements of the Yuendumu WWK client service. These
activities take on a variety of forms such as daytrips out bush with elders and mentors; educational
nights involving mentors and experts such as health workers; or regular, informal ‘hanging out’ as a
forum for discussing youth issues and responding to requests/needs. It can also involve the
production of appropriate, Warlpiri-language resources to support this preventative and educative
work in Warlpiri communities and beyond.
Early intervention for at-risk clients is an integral element of the service. Staff aim to identify and
resolve issues at an early stage, potentially preventing higher degrees of risk, harm, incarceration
and crisis among Warlpiri youth. Given our unique position of closeness with Warlpiri communities,
WWK staff are able to access community knowledge and concerns, and facilitate early referrals to a
client’s family, or to external agencies such as police or clinic. Early intervention services are
successful in resolving many client issues before they reach a critical stage, thus reducing the burden
on police and correctional services, as well as reducing rates of harm experienced by Warlpiri youth.
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A client whose issues cannot be resolved through early intervention measures will progress to case
management client status, which is the primary activity for the WWK team, led by the Yuendumu
WWK Counsellor. A typical care plan for a case management client who is considered to be highly
at risk will include daily counselling/mentoring contact with Warra-Warra Kanyi staff, close work
with key relationships/family and the facilitation of contact with other important agencies such as
Police, Clinic, Legal Services. These interactions rarely take place in a conventional therapeutic
setting but may occur (according to the client’s wishes) on a short drive in/around the community;
during a peer activity; over a cup of tea at a family home; or, most preferably, ‘out bush’ where
Warlpiri youth have demonstrated that they are most comfortable to engage in this therapeutic mode.
Overnight bush trips, or trips to the Mt Theo Outstation, have proven to be particularly helpful.
All of these interactions have a strengths-based focus, and aim to effect behavioural change and
implement coping strategies in the young person at risk. At all times, the reduction of negative client
behaviour is closely linked with the simultaneous development of positive behaviour and pathways,
largely through re-engagement with the youth development team. Further, clients whose issues are
critical or recurring may be referred to the Mt Theo Outstation for respite and intensive cultural
rehabilitation.
Community and family mentors/elders play an important part in this therapeutic contact. Although
less ‘hands-on’ and constant than the care provided by staff, elders have the capacity to re-engage a
young Warlpiri person with a sense of their culture and identity. They are able to exert cultural
authority and respect, complementing the peer mentorship provided by staff members and trainees.
In our experience, re-engaging with this cultural strength is a critical element for Warlpiri youth
moving through crisis and difficulty; it is also crucial in the longer-term goal of developing strong,
healthy Warlpiri youth who are secure and proud in their Warlpiri identity.
In addition to therapeutic contact, there is a significant case management aspect to the work done by
Warra-Warra Kanyi (for example, assisting a young person to find work, gain a drivers license or
manage their financial affairs). This is highly appropriate for our therapeutic context for two main
reasons: a) recent research suggests that this kind of practical support contributes greatly to
therapeutic rapport with Indigenous youth, and b) this work is in keeping with our community
development context and commitment to structural change for Warlpiri communities.
3. Outreach Counselling
In July 2015 WYDAC created a full time Outreach Counselling role, in order to better support
youth at risk in the communities of Willowra, Nyirrpi and, where possible, Lajamanu. This had
previously occurred through some outreach efforts of the Outstation team, however communities
had urged the development of a full time role. This Ouutreach client service growth was also
strongly recommended by an independent review of WYDAC youth services in 2015.
Whilst this service is only new, it will endeavour to provide outreach case management support to
youth at risk in these communities. It is hoped that a 2nd full time permanent role in Lajamanu could
be created in the near future, subject to available funding. This service is only new (currently
November 2015) and it will take some time to refine and finalise it’s ideal orientation. It will
certainly take on the strong learnings of the other WYDAC client and youth programs to date.
Whilst only just starting to function in an Outreach capacity, at this point from a Yuendumu base,
this Outreach Counselling service has already experienced strong demand from young people and
associated services. In the under-serviced communities such as Willowra and Nyirrpi, this service
will act as a crucial ‘bridge’ between youth-at-risk and key external agencies, as WYDAC staff of
all departments often hold strong and trusted relationships with these young people and their
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families. WYDAC has permanent youth workers in place in each of these Warlpiri communities,
who are extremely well placed to provide additional insight, support and positive opportunity for
Outreach clients.
Managing these growing demands in an Outreach role will require clear case management
assessments and goals, with clear limitations on what the role/service is not able to provide eg :
crisis response. In these cases the case management focus may be strongly focused on a key
presenting issue, such as a troubled relationship or intra-family issues. This means that the service
contacts largely manifest as more individual contacts via the Outreach Counsellor, who in turn can
see what other support is available through families, WYDAC youth workers and other local and
external agencies.
3. Infrastructure Support
• Mechanical Training Workshop
• Infrastructure Support and Training
The third key program area is that of Infrastructure. This department emerged out of WYDAC need
to generate faster and cheaper alternatives to basic repairs and maintenance, whether it be to youth
centres, staff houses or program vehicles. Thus work in this department can involve working within
the infrastructure team or the mechanical workshop team. This department makes it possible to keep
all of WYDAC’s services to keep running safely and effectively, which optimises the benefits
flowing on to young people and their communities.
The economic cost of calling out agencies from Alice Springs can be prohibitive, as well as often
undermining the opportunity for local people to develop these skills and perform these roles. As
well as creating significant value for money, the department provides additional Indigenous
employment and training, work-readiness and participation opportunities. This is an opportunity
that is of genuine interest to many young people who often already hold significant skills associated
with these areas. Indeed several former Youth trainees have moved on to employment within this
department in recent years. At the time of writing there are 2 young men working with the
Infrastructure team and 2 young men working at the Workshop under their respective Coordinators.
One of these young man originally began at the Workshop under a court diversion order before
taking up a trainee role.
Based in Yuendumu, the workshop provides an essential local service being the only commercial
workshop in the region. The workshop is underpinned by a strong business plan and has been
running since 2007. It is also one of the few remote Indigenous enterprises not only in Yuendumu
but the whole Central Australian remote community region. The workshop has a reliable customer
base, being currently used by 16 different agencies and more than 65 community members between
January-June 2015. Given the very high financial and service costs of agency staff taking cars to
Alice Springs and, in turn, waiting for them to be fixed, the workshop provides enormous value for
money and service capacity to many Yuendumu agencies, as well as WYDAC. Similarly the
workshop plays an important community safety role in preventing community members from
having to unnecessarily drive, sometimes unsafe, vehicles into Alice Springs. More recently the
workshop has also begun exploring the possibility of projects such as safe driver training. A pilot
program of WYDAC staff induction has received very positive feedback to date.
The second key outcome, or requirement, of this department is the development of appropriate
infrastructure for all WYDAC services. As an organisation operating in five different sites (4
communities plus Mt Theo Outstation) and with an incredibly diverse range of services, there is an
enormous amount of required program infrastructure such as youth centres and program offices. In
Page 15 of 22
addition staff housing is required for all non-indigenous workers, ideally of a reasonable enough
standard so as to encourage long-term retention. Given the harsh demands of the environment,
extremely high participation rates and importance of the work being delivered, repair and
maintenance of existing infrastructure is absolutely paramount. Without these services, programs
could be shut down for extended periods of time at huge social cost.
A other program services remain completely dependent upon functional infrastructure/vehicles in
order to operate safely and effectively. In 2012 WYDAC completed a comprehensive infrastructure
review, culminating in the production of a WYDAC Infrastructure Priority Plan. Gradual
completion of this plan remains a long-term goal of WYDAC and will be vital in ensuring the high
standards of all WYDAC services. In addition to the ongoing repair and maintenance costs of the
extensive current infrastructure, there is ongoing need for new infrastructure development. As a
well-established and local program WYDAC already has significant infrastructure in place,
including staff housing, but is still short of its full required complement for effective functioning.
4. Board, Management & Administration
WYDAC, Mt Theo Program, was created by Warlpiri people, for Warlpiri youth. It is still run by an
experienced Warlpiri Board of 44 members, indicative of the deep community engagement in the
program. Program founders Peggy Brown and J. Miller were awarded the Order of Australia Medal
in 2007 for services to young Warlpiri people via the program. Male Chairperson Eddie Robertson
is employed by the Federal Government as the Yuendumu Government Engagement Officer and
still cares for young people at the Outstation on his days off. Eddie was given the great honour of
being Senior Territorian of the Year in 2015, a well-deserved recognition of his many years of
outstanding service to Warlpiri communities. Female Chairperson Lottie Robertson-Williams is a
qualified Aboriginal Health Worker who continues to support clients at the Outstation. Deputy
Chair Jimmy Langdon is also President of the Central Desert Regional Council, and a member of
the Yuendumu Clinic Board. In 2013, in an innovative approach to youth leadership,the Board
identified two positions on the Executive for young people under 25 and this has continued since
that time.
The WYDAC Strategic Plan 2015 – 2018 was developed by the Board and progress against the Plan
is reviewed at every Board meeting. Meetings are held four times a year, the Annual General
Meeting conducted in October each year, and meetings of the Board Executive are held whenever
there is an issue to be discussed between full Board meetings. The Constitution is reviewed
annually and changes made when deemed appropriate by the Board and Corporation members.
WYDAC Management and administration are critical to the running of all WYDAC services.
Management are employed by the governing board of WYDAC to maintain its position as a leading
remote Indigenous NGO. For example WYDAC was selected as a finalist by Reconciliation
Australia in the Indigenous Governance Awards in 2012. The WYDAC Board holds a strong belief
in the partnership of non-Indigenous and Indigenous Australians working together to achieve the
goals of WYDAC. WYDAC is characterised by a highly skilled and experienced staff, who work
extraordinarily hard to achieve their organisational goals and have created a positive and motivated
organisational culture. WYDAC Management has been characterised by long terms of employment,
for example the previous CEO was employed for 11 years and the current General Manager has
been employed for 10 years.
The success of this long-term partnership and outstanding organisational culture has been frequently
noted by outside observers. In the aforementioned 2006 Commonwealth Government inquiry into
petrol sniffing, the Central Australian Youth Link Up Service noted that “Mt. Theo is an example of
strong partnership between indigenous and non- indigenous people, combining both systems of
intelligence and expertise. Whilst its roots were firmly in a community movement, a core feature of
Page 16 of 22
the movement at Yuendumu was that Non Indigenous Community Staff with a range of skills
helped on the program” (p83).
WYDAC has long been committed to significant program transparency, accountability and
evaluation procedures. External funding requirements have often been inconsistent, varied and/or
vague, such that WYDAC established a rigorous internal accountability system in order to ensure
the continued improvement of its services. WYDAC has a detailed internal database system of daily
data entry, operational review and departmental reporting. This system culminates in an internal 6
monthly program report, the WYDAC Strategic Development report, which provides quantitative
data and qualitiative analysis for all WYDAC services. This report is not required by any funding
body and its generation involves a significant amount of work. However WYDAC has long found
that setting its own synthesized, often higher, goals ultimately ensured greater motivation, clarity,
effort and achievement. Since 2011 this report has also been accompanied by a series of internal
benchmarks for each program area.
WYDAC has had no litigation proceedings, bankruptcy or de-registration actions, insolvency
proceedings, or breaches or defaults of any agreement in our 20 year history. Furthermore WYDAC
has had no funds withdrawn for mismanagement or failure to fulfill contractual obligations,
including program outcomes. The most recent Department of Health & Ageing Risk Assessment in
2013 classified WYDAC as ‘low’ risk. Internally, accounts are reviewed weekly by the
management team to ensure appropriate allocation of resources. Monthly reports are received from
the accountant, and the annual financial audit is always received for review well in advance of the
AGM in October. At the quarterly Board meeting, financial records are reviewed and discussed.
WYDAC achieved accreditation through ISO 9001:2008 in 2010, re-certification in 2013, and
annual surveillance audits have identified no non-conformances. Our quality management processes
are managed through a purpose built database which tracks compliances, OH&S incidents,
continual improvement, system and process audits, asset management, feedback , licensing,
training, repairs, document management and other reporting requirements. Our quality
management system ensures all financial, legal and statutory obligations are completed on time.
Ongoing funding from donors demonstrates we have consistently and adequately completed
compliance requirements.
Section 3. Representation
WYDAC programs have not only demonstrated longevity and sustainability, but have also achieved
significant success. WYDAC is widely respected as a national pioneer in remote youth development
and rehabilitation services and an important and leading Indigenous NGO. This success has been
well recognised by a range of external and independent sources.
A brief summary of the most pertinent examples from the last ten years is listed below, with more
information available upon request or at www.mttheo.org
1. 2015 Independent Evaluation of WYDAC Youth Development Programs
a. Full report available upon request
b. P4-5 “The evaluation found that the Jaru program is very well established… delivers
a vital service, and are valued by community members…. The diversionary program
is consistently delivered and well organised…It delivers services to large numbers of
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c.
d.
e.
f.
g.
h.
i.
young people… it is enjoyed by young people, and improves their quality of life.
Beyond this the programs provide a safe place for young people to play and learn.
P 6 “The Level One activities are also the spring board for the Level Two program.
This pathway is very clear in participants’ minds, and the creation of this pathway is
a huge asset to the community profile of the program, and the overall culture of the
services.
P12 “Feedback from all quarters suggests that the WYDAC Board has genuine
power to set the strategic direction for the organisation. Board members are also
involved in all major decisions taken. In the words of one: “We got the best staff in
the community. What we plan, they do. If they can’t do it, they ask us.” Feedback
from Board members also suggests that they are closely involved with the
development of the program, and think about the dilemmas that are encountered:
“We work on current way we're doing it - we try things. Then if it goes well we stick
to it. If it goes badly we look at it and try something else.” Feedback also indicated
that some Board members feel enormous satisfaction with the achievements of the
program: “It gives them things to do, and learn, and be strong.”
P 15 “One inevitably reflects on what a number of young people would be doing in
their communities if they didn’t have access to a youth program. A question asked
during community interviews was whether the interviewee thought the youth
program kept young people out of trouble. The overwhelming response was that it
did. As one older woman put it: “I think the youth program is the best thing to have
here. Like guardians. If we didn’t have the program they would be trashing
buildings.” A young man from Yuendumu put it another way: “If there is no
basketball on kids will go home and smoke.” A police officer in one community
commented: “The WYDAC program minimises boredom, decreases vandalism and
anti-social behaviour.”
P 17 “Comments from program participants suggest that social skills are learned in
this environment. When asked if they had learned something new from the program
several young people responded to the effect that they had learned to play with other
young people without fighting. Given the history of entrenched family feuding in
many remote communities, the potential impact of this lesson should not be underestimated.
P 23 Evaluators spoke with 14 young people who are currently in the Jaru
program…One of the questions we asked them was what they feel they learn. Their
responses tend to fall into two groups. The first is a concrete listing: “I learned to
make videos at rec. hall and learning centre.” And: “I learn to do music, cleaning
the rec. hall yard, working in canteen, bush trips and sometimes I do disco.” The
second group of responses reflect more personal learning: “I learn to be honest in my
life;” and: “Being Jaru is teaching me how to be a man and act like a man;” and: “I
learn leadership, keep out of trouble, and be responsible…what l learned there
helped me to look after my own kids”
P 24 Another source of feedback on the Jaru program comes from an external
stakeholder who has worked for many years in a program that employs large
numbers of Yapa. He commented: “It’s obvious that the guys who’ve come through
the Jaru program have something special going on – work expectations, and
communicating with the boss; to different levels of course, but something to build on
– a good foundation.” This reinforces the suggestions that the Jaru program is highly
effective in helping young people become ‘work ready.’
P 25 A wide range of concrete and personal skills is learned through participation in
the program…The Jaru program encourages a sense of responsibility that is different
to the responsibility to family, and results in many Jaru graduates fitting in well to
jobs where they are required to act responsibly towards an agency. The program is
very highly regarded across the communities.
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j.
P 30 “I am grateful for what our program is doing for young people. There is a
path.”(Senior Warlpiri Elder and member of the WETT Advisory Committee)
k. P 31 There is a sense that the Jaru program is handed down to the next generation.
This is an excellent fit with other elements of Warlpiri culture, and is likely to be one
of the reasons that the program is so strong. It has created a culturally accepted path
that is widely recognised as part of the transition from child to adult
l. P48 The WYDAC programs are consistently delivered, managed well and have been
developed in true co-operation between Warlpiri and Kardiya. There is no doubt that
Yapa feel that they own the program, and that it is delivering good outcomes for
their young people. This partnership has also succeeded in creating an organisational
culture that manages the inherent difficulties of program delivery in remote
Indigenous communities with effectiveness and consistency. In addition to the
consistent delivery of the program, there is good evidence that it is achieving
excellent outcomes for young Warlpiri people, most particularly in Yuendumu.
2. 2014 Central Land Council – Community Development Programs Evaluation. Latrobe
University.
a. http://www.clc.org.au/files/pdf/2014_Evaluation_of_CLCs_Development_workLa_Trobe_University.pdf
b. The report provides many positive quotes from community members in all of our
communities. For example :
c. “Happy with WYDAC and Youth Centre. [I am on the] committee. No petrol
sniffing now. Took kids to Mt Theo for a couple of weeks to stop petrol sniffing. Mt
Theo led to Youth Centre led to Learning Centre.”
d. “WYDAC (Lajamanu) is doing a good job with the kids. They take them out on
weekends, having sports with them. There’s less break-ins now, kids are sitting
down. They are really enjoying it. They do things in the rec hall like movie nights,
discos. My grandkids are coming back really happy from this. They’re lovely people
those workers. When I worked at Land Council they came out on country visits with
us. They work with Jangala (Jerry) doing tracking and outside activities.”
e. “All these projects is making Willowra a good place. Yuendumu was only one to
have Mt Theo, but it’s – WYDAC—spread out to other communities. We included
two little towns and now we are all growing up. We are speeding up.”
3. 2013 Stakeholder Survey
Key Results
a. Satisfied with services WYDAC provides’ - Strongly Agree 83%
b. ‘WYDAC is a valued partner in providing services’ - Strongly Agree 88%
c. ‘WYDAC staff treat people with respect’ - Agree 96%
4. 2012 National Finalist in Reconciliation Australia’s Indigenous Governance Awards
a. Outstanding example of Indigenous governance in Indigenous incorporated
organisation for:
i.
Innovation
ii.
Effectiveness
iii.
Self-determination and leadership
iv.
Cultural relevance and legitimacy
v. Future planning and governance resilience.
5. 2012 Trellis Consulting Independent review of Mt Theo Outstation Client Services
a. Full report available upon request
b. p12 “The distinctive identity attached to the Mt Theo Outstation within Warlpiri youth
culture, and among the broader Warlpiri community, is a significant contributing factor
to the program’s ongoing success”
Page 19 of 22
c. P13 “Warlpiri youth widely express a perception of Mt Theo as a life-saving place,
where young people are safely and appropriately looked after in a proper Warlpiri
way…WYDAC’s residential treatment VSA Program is based on a therapeutic
community model in which clients are actively involved in their personal recovery in a
supportive and caring environment…the detailed content of the performance measures
reports is impressive”
6. 2011 Winner NT ‘Super Site’ Award, Australian Sports Commission. Awarded for:
• Adherence to program parameters
• Provision of healthy afternoon teas
• Program coordination
• Program promotion
• Innovation/special initiatives
“In receiving this award, you have been recognised by your state/territory as
excelling in all areas associated with the coordination and delivery of the AASC
program. This is a fantastic achievement and nationally we would like to thank you
and recognise your contribution to the program.”
7. 2011. Gone Too Soon. Report on Youth Suicides in the NT. March 2011.
http://www.nt.gov.au/lant/parliamentary-business/committees/ctc/youthsuicides/Final_Report_on_Youth_Suicides.pdf
a. p128 “The Committee was particularly impressed by the Mt Theo Program which is
widely acknowledged as an exemplary and sustainable model of community based youth
diversion in remote Indigenous communities”
b. p.187 “Whilst Governments certainly have a role to play in supporting, enhancing and
strengthening community capacity, the success of ‘grass roots’ strategies such as the
Tiwi for Life Program, Galupa Marngarr Suicide Prevention Network and the Mt Theo
Program indicate that the willingness of communities to take responsibility for, and
ownership of, the problem is absolutely critical. In each case the responses to the
incidence of youth suicide were quite different and reflected the specific needs,
understandings and attitudes of the individual communities concerned, yet all were just
as effective in terms of addressing the problem”.
8. 2010. Final Independent Evaluation of Yuendumu Jaru Pirrjirdi by Sherry Saggers
and Anna Stearne
a. Full report available upon request
b. p iii. “The growth and reach of WYDAC services has been remarkable by any measure.
Despite its challenges, WYDAC continues to inspire with passionate, dedicated, and
always developing staff to enhance and expand what is done in building on the best of
Warlpiri and Kardiya knowledge. Although the current WYDAC programs are very
different from the early days of Mt Theo, there are many common threads that tie them
together, particularly the loving relationships at the core”
9. 2007. Little Children are Sacred Report, Report of the Northern Territory Inquiry into
the Protection of Aboriginal Children from Sexual Abuse. 2007
a. http://www.inquirysaac.nt.gov.au/pdf/bipacsa_final_report.pdf
b. p146 “The key strength of the program is that it is Warlpiri controlled and owned.
….The Inquiry believes that a program like this is an essential ingredient of an
overall strategy to tackle child sexual abuse. It provides a process through which
children can learn about child sexual abuse, and it builds confidence so that they can
speak out about it. It also provides a training ground that can link up with a
Community Justice Group”
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10. 2007. Independent Review of Yuendumu Youth Development Program (Jaru Pirrjirdi)
by Sherry Saggers and Anna Stearne from Curtin University
a. Entire reports are available upon request. The conclusion of the 2007 report appears
below:
b. “The Jaru Pirrjirdi Project is a shining light for the FYA [Foundation for Young
Australians] venture philanthropy funding model. A small amount of money, given with
relatively few strings attached, but with frequent visits and support by FYA staff, is
helping to support a broad-based community strategy with young people at the centre –
as leaders and participants in events and activities determined and run by them, in
collaboration with their non- Indigenous coordinators. Just as FYA tries to model
collaborative Indigenous and non-Indigenous partnerships as they support the Youth
Futures projects, Jaru Pirrjirdi shows Yapa and Kardiya working together – valuing each
others’ knowledge and experience, working out who works best in each situation, but
also allowing people to develop new knowledge and skills”.
c. “As with all Indigenous communities, young people at Yuendumu face formidable
challenges – structural disadvantages of relative poverty, lack of appropriate education
and training opportunities (most have very poor literacy in English), very poor health
with premature mortality, and chronic substance misuse which can frequently lead to
self-harm or death. They are meeting these challenges at many levels – working with
community Elders to embed Warlpiri language and culture at the heart of all Yuendumu
life and to inform them what they think, as young people, of the community’s directions;
working with Kardiya to plan activities and events that will equip all young people in the
community to have a strong sense of themselves as part of the community; and working
on their individual life plans – which are very largely tied to becoming positive role
models in their own communities”
11. 2007 Order of Australia Medals
a. OAM awarded to WYDAC program founders Peggy Brown, J. Miller & Andrew
Stojanovski for “service to the community of Yuendumu and the surrounding region of
the Northern Territory through programs addressing substance abuse among indigenous
youth”
12. 2006. Commonwealth inquiry into petrol sniffing in remote Aboriginal communities,
Beyond Petrol Sniffing: renewing hope for Indigenous communities.
http://www.aph.gov.au/senate/committee/clac_ctte/completed_inquiries/200407/petrol_sniffing/report/index.htm
a. p.xvi Executive Summary “The strength of a community and the determination of key
members can produce highly effective community-based programs and services such as
those operating at Yuendumu and the Mt Theo outstation”
b. p.xx Recommendation 16, 5.63 “The Committee acknowledges the success of
Yuendumu programs including the Mt Theo outstation and while recognising that this
model will not fit for all communities, recommends that the Commonwealth provide
long term funding and support to assist other interested communities to develop similar
programs”.
c. p.78 “The active engagement of the community is an integral factor to the success of any
community-based program: One of the key features that has made Mt Theo successful is
the fact that it is community controlled and community operated”.
d. At the tabling of the 2006 Commonwealth Senate Report, Senator Trish Crossin (NT)
praised two young WYDAC trainees and the WYDAC Program Coordinator sitting in
the Senate gallery (as well as Central Australian Youth Link-Up Service staff):“...they
are deeply committed to eradicating this problem in their community and because they
have taken responsibility in their community...These are people who are doing an
outstanding job in Central Australia. They are a highly professional, highly committed
team of people who spend every waking moment of their day addressing this problem.
Page 21 of 22
This is the kind of organisation that needs not one-year funding but five- or 10-year
funding”
13. Feedback Register
This register details all feedback received (other than publications) and is available on
request. Some examples of specific, relevant feedback are:
a.
Brian Gleeson, Coordinator General for Remote Services, November 31, 2010,
“Thanks for the Annual Report and all the positive new stories in it. It is very
encouraging to see progress being made and to see youth in the forefront of what is
happening”
b. Jenny Macklin, Former Minister for Indigenous Affairs. June 30, 2011, “Mt
Theo is an exemplar program, with great people in it”
c.
Greg Roche, Executive Director, Office of Township Leasing, September 7,
2011, “I’ve enjoyed working with you and have long considered the Mt Theo
Program outstanding in its field. All the best for the future”
d. Floss Roberts, Executive Director, RLSSA NT. 2012 “Yuendumu Pool is
outstanding and is in our opinion probably the best run remote pool in the Northern
Territory. This is reflected in the Aquatic Facility Safety Score, the patronage
numbers and training of local staff”.
e.
CAYLUS Founder, Tristan Ray, 2013 "The Mt Theo Program has established
itself as a benchmark for the creation and delivery of youth development programs
in the Central Australian region. It delivers outstanding youth development,
leadership and rehabilitation services in the Warlpiri region".
f.
Federal Minister for Indigenous Affairs, Nigel Scullion, December 9, 2013
“Firstly l would like to acknowledge the good work of the Warlpiri Youth
Development Aboriginal Corporation in delivering youth health and leadership
programmes in your region"
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