YIRRKaLa - Department of Social Services

Transcription

Local Implementation Plan
YIRRKALA
Artist: Nawurrapu Wunungmurra
This painting is about Yolngu of Yirrkala
Symbolic Clan Group who came together to form a nation of Clans from Dhuwa & Yirritja.
The paintings on the sides are the Water Wave called Miyirri
The white lines with the dotes represent the clouds (wangubini)
With the stars above the clouds
The time when they laid down their spears, woomera and dillybag was when they all agreed to be one clan nation
Declared around the campfire.
© Commonwealth of Australia 2010
This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from the
Commonwealth, available from the Commonwealth Copyright Administration, Attorney-General’s Department. Requests and inquiries concerning reproduction and rights should be
addressed to the Commonwealth Copyright Administration. Attorney-General’s Department, Central Office, 3-5 National Circuit, Canberra ACT 2600 or posted at www.ag.gov.au/cca.
Please be aware that this report may contain the images and names of Aboriginal and Torres Strait Islander people who have passed away.
Design by Sprout
SIGNATORY
PAGE
We will all work together to Close
the Gap.
Through respect and collaboration
we will create a better future for all
of our children.
This Local Implementation Plan is our
commitment to create a long lasting
partnership between the people of
Yirrkala and governments.
Dave Chalmers AO CSC
NT State Manager
Department of Families, Housing, Community Services and
Indigenous Affairs
Lynne Walker, MLA
Member for Nhulunbuy and Parliamentary Secretary for
Education and Training
on behalf of
The Hon Malarndirri McCarthy, MLA
Minister for Indigenous Development
Local Implementation Plan YIRRKALA
Banambi Wunungmurra
President
East Arnhem Shire COUNCIL
1
Gurrutu’ Mirri Mala Reference Group representativeS:
Mr Barayuwa Mununggurr
Chairman – Laynhapuy Homeland Association Inc
Councillor – East Arnhem Shire council
Mr Djuwalpi Marika
Senior Traditional Land Owner – Rirratjingu Yirrkala
Published 30 September 2011
2
Yirrkala Gurrutu’mirri Mala
Local Reference Group
Gerard
Bunumbirr Marika
Barayuwa
Mununggurr
Nalwarr
Ngurruwuthun
Dennis
Wukun Wanambi
Djuwalpi
Marika
Wayilu Wunungmurra
Donald
Djali Ganambarr
Marrpalawuy
Marika
Gundimulk
(Marawili) Wanambi
Gary Waninya
Marika OAM
Djapirri
Mununggurritj
Eunice Djerrkngu
(Yunupingu) Marika
Rrawun
Maymuru
Dipililnga
Bukulatjpi
Dhangal
Gurruwiwi
Dhumudal
Dhamarrandji
Timmy Djawa
Burarrwanga
Rarriwuy
Marika
Yikaki IEO
Yirrkala
Table of
Contents
Introduction
Welcome to Country
4
Closing the Gap in Yirrkala
5
Closing the Gap Building Blocks
6
Yirrkala’s Partnership with Government
8
Local Implementation Plan Process
10
About Yirrkala
12
History
12
Location
12
Population
12
Languages
12
Clan Groups
12
Traditional Owners
13
Land Council
13
Local Government
13
Gurrutu’mirri Mala Reference Group
13
Schooling Highlights16
Health Highlights18
Early Childhood Highlights14
3
Healthy Homes Highlights20
Economic Participation Highlights22
Safe Communities Highlights24
Governance and Leadership Highlights26
List of Acronyms
28
Schedule A: Priorities, Strategies and Actions
30
Schedule B: Baseline Mapping Report Snapshot44
Schedule C: Summary of Community Engagement46
4
Welcome to Country
Hello my name is Djuwalpi Marika and I am the
senior Indigenous representative of Yirrkala who
has worked closely with the Yirrkala Gurrutu’mirri
Mala Reference Group. I would like to begin by
paying my respect to the Rirratjingu and Gumatj
people, the traditional custodians of Yirrkala. On
behalf of the traditional custodians, the
Rirratjingu and Gumatj people, I welcome you
all.
Nhamirri bukmak
Yirrkala people have worked side by side with
government to come up with this Yirrkala Local
Implementation Plan and we will continue to
engage with governments to improve the
standard of living of the Yolgnu people of
Yirrkala. We have had many meetings and
negotiations, and have participated in training
through a Visioning Forum to complete this plan.
Through this plan, our people are part of a team
working with government to create one
community that is healthy to live in and that
provides opportunities for our children.
Nhuni manda ngurru dhawalungu dhiyaku
wanga-wu Yirrkala-wu.Yo Nganapurru
We have spent a lot of time coming up with
priorities to make our community a better place
to live. We, the Yirrkala Gurrutu’mirri Mala Local
Reference Group, fully commit to the details of
this plan and will work hard to ensure we can all
meet our commitments by living and sharing
and being one voice and one people.
The Yirrkala people are proud to sign this plan
and to work together with government to make
Yirrkala a better place to live.
Ngarrantja Yaku Djuwalpi Marika, Ga Ngarrantja
Ngurru-Dawalangu Yolngu Dhiyaku Yirrkala-wu,
Nguni Ngarra Yukurran-nha Djama Galki
Dhiyakala Walalungala Yirrkala Gurrutumirri
Bapurru mitji -wala.
Ngarra-yurru Ngurruthuma buku-wikama,
Rirratjingu-nha ga Gumatj-nha
wanga-watangu walala Rirratjingu ga Gumatj
gumurru-Ngamathina Numalungu bukumaku.
Yirrkala Yolngu yukurrana warathurruna
Rrambangi walalangala Gov’t –gala,
Dhiyaku Yirrkala-wu, Rom dhukarri-mirriyangala
djama-wu ga,bulu nhiyilimurru Bunguny
biyakuna bili Rrambangi djama Gov’t gala,
dhiyaku wanga latju-gunarawu
Marr Yirrkala-pungu Yolngu Lungungu Latju-mirrnha Nhini. Nhiyilimurru dharrwa-mirri Wanganha
Balakurru Djama-gurru Rom-gurru. Ga Biyakuna
bili Nhiyilmurru Djama Rrambangi Gov’t - gala.
Marr Yolngu - djamarrakuli bungungu Nhiniya
latjumirrina Dhiyala Yirrkala.
Yo nhiyilimurru Yirrkala Gurrutumirri mala
yukurrna dharrwamirri ngama-ngama yurruna
dharuk ga gurrunara ngathil-yurruna, nhiyilimurrgu dharuk, marr nhiyilimurru
Yurru ngama-ngama-yun latju walngamirri
wanga, ga wangay Dharuk ga wangay Yolngu.
Yo balakurru djama-gurru nhiyilimurru
marngithina, ga dhawar-yun-mangala dhuwala
malanya djama,
Yirrkala Yolngu marr-ngumathina dhiyaku
marg-mirriyama dhuwala djama- nguni
Ngapurru Rrambangi warathurruna, marr
bungungu Yirrkala-dja latjuna wanga Ninarawuy.
Closing the gap in YIRRKALA
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.
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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.
Yirrkala is one of the 29 remote Indigenous
communities across Australia where this
approach is being started through Local
Implementation Plans. The Yirrkala Local
Implementation Plan has been developed
through close consultation between
governments and the Yirrkala community
through the Yirrkala Local Reference Group,
known as the Gurrutu’mirri Mala Reference
Group. It sets out the priorities for the Yirrkala
community and includes targets, actions, success
measures and timelines for achieving those
priorities. Existing community and government
plans and agreements in Yirrkala complement
the Remote Service Delivery approach. All the
signatories agree to work together to deliver the
actions in the Plan.
Transforming Yirrkala 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 Yirrkala Local
Implementation Plan, and
•• governments agree to listen to the community
and provide resources and planning to
improve infrastructure, services and access to
services.
This Agreement is a long-term,
generational commitment based
on delivering coordinated,
targeted and accelerated
development in Indigenous
communities, and it changes the
way governments invest in
remote areas
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CLOSING THE GAP BUILDING BLOCKS
The Council of Australian Governments (COAG) agreed to six specific targets to close the gap in Indigenous disadvantage, outlined below. These
targets are underpinned by seven building blocks—priority areas where action is required. Improvements in one area will affect results in other areas.
COAG Targets
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.
Building Blocks
Achieving COAG Targets
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.
COAG Targets
Halve the gap in
mortality rates for
Indigenous children
under five within
a decade.
Halve the gap in
employment
between Indigenous
and non-Indigenous
Australians within
a decade.
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Halve the gap for
Indigenous students
in rates of Year 12
or equivalent
attainment by 2020.
Building Blocks
Achieving COAG Targets
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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Yirrkala’s
Partnership
with
Government
The Yirrkala Local Implementation Plan
enables the three tiers of government
and the Yirrkala community to reset
their relationship through a partnership
aimed at improving conditions and
services in Yirrkala. This page explains
the structures for Yirrkala’s partnership
with government.
The Gurrutu’mirri Mala Reference Group is the
main way Yirrkala 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 Yirrkala.
The Gurrutu’mirri Mala Reference Group
set the community priorities for the Yirrkala
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 Gurrutu’mirri Mala 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
Gurrutu’mirri Mala 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 Yirrkala.
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 Gurrutu’mirri Mala Reference
Group to report on Local Implementation
Plan progress to the Government.
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 Yirrkala 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
Yirrkala 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.
Local Government
The Australian and Northern Territory
Governments note the important role of
Local Government through its elected
representation and service provision to the
Yirrkala community and are committed to
working in partnership with the East Arnhem
Shire Council to implement the Yirrkala Local
Yirrkala’s Indigenous Engagement Officer
and Government Business Manager are
supported by the Regional Operations
Centre staff in Darwin.
The Regional Operations Centre reports to
the Northern Territory Remote Service Delivery
Board of Management, which is a partnership
consisting of senior officials from both
governments and from the shires who
are responsible for providing oversight
and guidance on the implementation
of Remote Service Delivery policy.
•• monitor and report on progress against the
actions in the Local Implementation Plan,
The Board of Management will:
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•• 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.
above: local reference group members donald
ganambarr, boaz and timmy buranwanga
Right: yirrkala landscapes
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Yirrkala Local Implementation Plan Process
How the plan developed
The Gurrutu’mirri Mala Reference Group was
established to set priorities to improve the quality
of life in its community. The Gurrutu’mirri Mala
Reference Group was introduced to Local
Implementation Planning at a local Visioning
Forum convened by the Regional Operations
Centre. Following this workshop, the Gurrutu’mirri
Mala 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 Gurrutu’mirri Mala
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 Yirrkala’s top
priorities with strategies and actions being
committed to this year by the community,
governments and the shires are in Schedule A.
The source document listing all of the desired
community outcomes supplied by the Local
Reference Group is available from the
Government Business Manager and will be used
to inform future versions of and updates to the
Local Implementation Plan.
The Australian and Northern Territory
Governments, with assistance from Shire
Councils, surveyed conditions in Yirrkala to
get baseline mapping data. This information
identifies the Yirrkala community’s needs and
is the starting point for measuring the results
from the Yirrkala Local Implementation Plan.
A summary of the baseline mapping data for
Yirrkala is in Schedule B.
Start and finish dates
This iteration of the Yirrkala Local Implementation
Plan commences upon the date of signing.
Progress on Schedule A will be monitored
regularly, and details of the plan will be
reviewed, updated, amended and expanded
annually throughout the lifetime of the plan
until 30 June 2014.
Keeping the plan on track
The Regional Operations Centre will:
•• assess progress against the actions in
Schedule A through regular communication
with government agencies and the shires,
supported by the Board of Management, and
•• work with the Gurrutu’mirri Mala 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 Yirrkala
Local Reference Group will:
•• check that the community is meeting its
commitments in the plan,
•• meet regularly and keep the community
well informed,
•• help raise awareness on agency progress on
the ground, and
•• agree on any new priorities or changes to the
plan that are needed to meet targets.
Reviewing the plan
The Yirrkala Local Implementation Plan is a living,
evolving document that can respond to the
changing needs, gaps and priorities for Yirrkala.
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
Addressing issues with plan 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 Gurrutu’mirri Mala 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.
Any member of the Gurrutu’mirri Mala Reference
Group may raise an issue on behalf of the
people they represent.
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 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.
11
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 Gurrutu’mirri Mala Reference
Group, service providers, all levels of government
and the shires to keep track of the commitments
in Schedule A.
The Regional Operations Centre and the Board
of Management are there to make sure that
issues are addressed and resolved.
Yirrkala’s Indigenous Engagement Officer and
Government Business Manager, with support
from the Regional Operations Centre, are there to
help the Gurrutu’mirri Mala 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
Gurrutu’mirri Mala Reference Group, which
discusses the issue as a priority.
•• The Gurrutu’mirri Mala 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 Gurrutu’mirri
Mala Reference Group know what is being
done.
receptionist at the shire office yirrkala,
kerry wunungmurra
Through regular meetings,
the Gurrutu’mirri Mala
Reference Group prioritised
their top desired outcomes
requiring immediate action
in this first iteration of the
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About Yirrkala
History
Location
Aboriginal people have inhabited this region
for more than 40,000 years. The Methodist Church
of Australasia established a mission at Yirrkala in
1935. Over the following decades, members of
the 13 clans that owned land in the surrounding
area were gradually drawn into the mission.
Friction between these different groups was an
early problem.
Yirrkala is on the east coast of the Gove
peninsula in north-east Arnhem Land, 18 km
south of Nhulunbuy. Many people live
intermittently between Yirrkala and surrounding
homelands.
The Yirrkala community became well known in
1963, when landowners sent a bark petition to
the Australian Government to protest against
the Prime Minister’s announcement that a section
of their land would be sold for bauxite mining.
In the 1970s several groups set up outstation
communities on their own lands. By the 1980s
there were about 10 outstations, with a total
population around 200. Today all clans have at
least one homeland centre, and many people
live partly in Yirrkala and partly in their
homelands. In the mid-1970s the church handed
control of the mission to the Yirrkala Dhanbul
Community Association, which consisted of
representatives from the main clans.
In 2008, the Yirrkala Dhanbul Community
Association became part of the East Arnhem
Shire Council when Yirrkala became part of
the East Arnhem Shire and the Shire took over
local government.
Population
The population of Yirrkala and its surrounds in
2006 was approximately 1,697, of which 1,472
were Indigenous (87 per cent). In the same year,
the Indigenous population was relatively young,
with 44 per cent aged under 20 years (compared
to 27 per cent in the total Australian population),
and 11 per cent aged 50 years or more
(compared to 31 per cent in the total Australian
population).
The Indigenous population of Yirrkala and its
surrounds is projected to increase from 1,472 in
2006 to 2,005 in 2026. The number of Indigenous
people aged 15 to 64 (the working age) is
projected to grow from 953 people in 2006 to
1,301 in 2026. The number of Indigenous people
aged 65 years and over is expected to more
than triple, from 33 in 2006 to 112 in 2026.
The increasing size and ageing population
of Yirrkala will increase the need for housing,
employment opportunities, aged care and
health services.
These numbers are based on the 2006 census,
adjusted using Australian Bureau of Statistics
estimates as the census under-counted
Indigenous populations. It is recognised that this
may not be an accurate assessment of the
current population.
Languages
Yolngu Matha is the main language in Yirrkala,
but there are different dialects. Yolngu (Aboriginal
person) is the name of a group of intermarrying
clans who live in the three main townships of
Milingimbi, Yirrkala and Galiwin’ku and their
surrounding homelands, and whose members
speak a dialect of one of a number of closely
related languages.
Clan groups
There are 13 clan groups in the community.
Together these Yolngu clans formed a social
system of religious organisation that differs from
neighbouring systems. The Yolngu Matha are
divided into two moieties, Yirritja and Dhuwa,
and each person inherits membership of a group
and its moiety from his or her father.
Traditional owners
Local Government
The Rirratjingu Clan are the traditional owners
of Yirrkala.
The East Arnhem Shire Council provides
local government in Yirrkala, which is in the
Shire’s Gumurr Miwatj Ward. This is one of four
wards in the Shire and elects three of the 12
council members. The Shire headquarters are
in Nhulunbuy and Darwin (both outside the
Shire area) and it has a service delivery centre
in Yirrkala.
Traditional ownership of part of the Yirrkala
community is being challenged, which may
complicate future leasing negotiations. The area
contested is where the present community and
future new housing is located. There are limited
opportunities to expand because of mining
leases nearby.
Land Council
The Northern Land Council, based in Darwin
and with a regional office in Nhulunbuy, is the
land council to the community. It is responsible
for matters under the Aboriginal Land Rights
(Northern Territory) Act 1976. This includes:
•• helping traditional landowners claim, manage
and protect the land.
•• checking, representing and responding to the
wishes and opinions of local Indigenous
people about legislation, tourism,
development and commercial activities that
affect traditional land, and
13
All of Arnhem Land was proclaimed as an
Aboriginal reserve in 1931. The Yolngu people
have been recognised as holding native title
rights to parts of East Arnhem Land. This includes
rights over the sea which co-exist with the rights
of commercial and recreational fishers in one
of the Northern Territory’s most abundant
fishing grounds.
The Shire consults community members through
the Local Board of 12 locally elected community
members, the Yirrkala Mala Leaders Association.
Gurrutu’mirri Mala Reference Group
The Local Reference Group in Yirrkala is the
Gurrutu’mirri Mala Reference Group. It includes
representatives from each of the 13 clan groups,
including traditional owners. Members were
nominated and approved by the three senior
traditional owners, the Yolngu President and East
Arnhem Shire councillors.
The Gurrutu’mirri Mala Reference Group
has strong links to other governance groups.
These include the Health Committee, the
Yirrkala Mala Leaders Association, the
Yambirrpa School Council and the Laynhapuy
Homelands Association.
The Yirrkala Local Implementation Plan was
formed through a collaborative effort between
the Gurrutu’mirri Mala Reference Group, the
Indigenous Engagement Officer, the Government
Business Manager and the Yirrkala community.
The Local Reference Group in
Yirrkala is the Gurrutu’mirri
Mala Reference Group. It
includes representatives from
each of the 13 clan groups,
including traditional owners.
Members were nominated and
approved by the three senior
traditional owners, the Yolngu
President and East Arnhem Shire
councillors
djuwalpi marika, elder, at the yirrkala arts centre
14
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 help and support parents
in raising their children.
Community strengths
•• Yirrkala has a childcare centre that offers long
day care, after school care and vacation care.
Desired community outcomes
•• Assist and support parents in raising
their children.
•• Yolngu health worker and registered
nurse to have a permanent presence
in Yirrkala School.
•• Another playground and a drop-in
activity centre to occupy children
and to be staffed appropriately.
•• Upgraded or new facility for women.
•• Activities, forums and workshops promoting
healthy lifestyles.
family in playground, mother whaiora tukaki,
daughter lirrtjila trudy mununggurr,
father barayuwa munungurr
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 Yirrkala that will include an agreed
program to implement these standards.
•• Establish a ‘virtual’ early childhood
integrated service hub, including Families
as First Teachers and other programs in
Yirrkala supported by establishment of an
early childhood coordinator.
•• Raypirri families pull together and use internal
family structures to educate and assist parents.
Details of Yirrkala’s early childhood priorities
and actions are in Schedule A.
15
16
Schooling
Highlights
The Yirrkala School provides preschool, primary
school and secondary school education, and
the Laynhapuy Homelands School provides
education for students living on the Yirrkala
homelands. The Yambirrpa School Council
governs both schools.
The community is keen to expand the facilities for
youth development and trade training.
Community strengths
•• The Nutrition Program provides a healthy
breakfast and lunch. It is supported by
many parents contributing through
income-managed funds.
•• A school boarding program is under way.
•• Old preschool building to be refurbished
for Yambirrpa Youth Development Unit with
additional accommodation for visiting trainers,
project officers and training rooms.
•• Establish a trade school teaching skills such as
woodwork, metalwork, cooking, sewing and
hairdressing.
•• Establish a multimedia centre at the school.
•• Establish a junior ranger program.
•• Establish a cadet program.
students at the yirrkala community school
Commitments
•• Upgrade the school trade training teaching
area, dependent on gaining land tenure.
•• Parents and community encourage and
support children to go to school.
•• School facilities will be made available from
3pm to 9pm to increase the community’s
contact with the school and to help improve
school attendance.
Details of Yirrkala’s schooling priorities and
actions are in Schedule A.
17
18
Health
Highlights
The Yirrkala Community Health Centre provides
medical and public health services and access
to visiting doctors and specialists, through staff
including Aboriginal health workers and a
general practitioner.
The community is keen to get a new health
centre or substantially improve the existing one.
Community strengths
•• The health centre has been
extensively upgraded and is
governed by a Health Committee.
•• Two Aboriginal community mental
health workers are based in Yirrkala.
Commitments
The community and all levels of government are
committing to a number of actions to address the
community’s priorities, including:
•• Coordinate monthly health and community
service provider meetings to improve service
coordination and reduce duplication. Services
to include but not limited to youth, primary
health care and aged care.
•• Implement regular suicide prevention and
first-aid programs.
•• Community members will attend specialist
appointments.
Details of Yirrkala’s health priorities and actions
are in Schedule A.
•• New health centre building or increase
capacity of existing facilities to accommodate
cultural requirements such as a shared
reception area but separate men’s
health centre with its own waiting room.
•• Funding to develop health education
programs. Visual health education programs
developed locally.
•• Multipurpose recreational hall near
oval to be used for all sport activities and
to double as a cyclone shelter. Yirrkala would
like to replace existing building near oval.
•• Sea baths at Front Beach.
•• Funding for regular suicide prevention and
first-aid training programs to be run in Yirrkala,
facilitated through Yirrkala Health Centre.
yirrkala’s gbm helen westbury and IEO, marina
wangurra
19
20
Healthy
Homes
Highlights
The community is keen for building and
refurbishment of houses to get under way.
Community strengths
•• Housing maintenance is done by the
locally run business Bunuwal Housing.
•• Under the Strategic Indigenous Housing
and Infrastructure Program the community
will get new housing and refurbishment of
existing housing.
•• Government will consult with the local
Housing Reference Group to ensure local
people have a say in decisions about
housing in their community.
•• Build and refurbish houses.
•• Locally-owned Indigenous businesses are
major contractors in the Strategic Indigenous
Housing and Infrastructure Program.
•• Local Indigenous-owned resources are
used for building of new houses.
top: djapirri muninggirritj hangiNG
her washing out in yirrkala community
below: infrastructure at the yirrkala school
Commitments
committing to a number of actions to address the
community’s priorities, including:
•• Government to build new homes and to
refurbish and rebuild existing houses,
subject to appropriate leasing. The Strategic
Indigenous Housing and Infrastructure
Program.Alliance Partners will work with the
community to maximise training and
employment opportunities for community
members.
•• The community will assist the process of
securing leases for new housing.
Details of Yirrkala’s housing priorities and actions
are in Schedule A.
21
22
Economic
Participation
Highlights
The community is keen to increase
Yolngu employment opportunities,
particularly in government.
Community strengths
•• Community Development Employment
Projects, Job Services Australia and Centrelink
services are functioning in the community.
•• Bunuwal Housing plans to expand its local
Yolngu workforce if it can get help with training.
•• Dhimurru Land Management provides training
and employment for 10 Dhimurru rangers
protecting sea and country.
•• Bunuwal Investments, part of the Rirratjingu
Aboriginal Association Corporation, invests
mining royalties to support present and
future business.
• Opportunities for Yolngu to ‘shadow’ all
government-funded positions.
• Adult education and training available that is
Yolngu friendly, such as the proposed Miyalk
Transition to Work Program.
• Government-funded ‘trainer’ positions in
Indigenous-owned businesses to assist in
developing capacity for more Yolngu workers.
• Ongoing effective public transport for Yirrkala.
• Establish and support Yirrkala Indigenous
job, business and tourism hub. Support
establishment of Yolngu-owned businesses
in Yirrkala.
top: WAYILU WUNUNGGURRA, school cultural
liaison officer at yirrkala community school
below: shire workmen, (l to r) YIKAKI maymuru,
peter mununggurr, vernon marika,
neil yunupingu, micky marika
Commitments
committing to a number of actions to address
the community’s priorities, including:
•• Passenger bus trial to commence 2010.
•• Government will develop a proposal for a
one-stop-shop for government services and
other local businesses.
•• Business support and mentoring to be
available to support business development.
•• Develop work experience activities that meet
local needs.
Details of Yirrkala’s economic participation
priorities and actions are in Schedule A.
23
24
SAFE
COMMUNITIES
Highlights
The Nhulunbuy police patrol Yirrkala and a
surrounding area of 80,000 km2, with assistance
from an Aboriginal community police officer
who lives in Yirrkala and a night patrol service.
•• Volatile substance abuse management plan
to be signed off.
The community is keen to have a permanent
police presence in Yirrkala.
Commitments
Community strengths
•• As well as the Shire-run night patrol, the
Larrpan Community Patrol operates for
several hours a night.
•• The Rirratjingu Aboriginal Association
has committed resources to help the night
patrol and the Larrpan Community Patrol.
•• The community has a well-maintained
oval where sports events are often held.
•• The community has a youth worker
and a part-time local Indigenous youth
worker trainee.
•• Permanent policing in Yirrkala.
•• Better community policing, including
designated Aboriginal Community Police
Officer positions (one male and one female)
for Yirrkala.
•• Ongoing funding for Larrpan Community Patrol
(to work midnight to 4am) in addition
to the night patrol program.
•• Recognition of Yirrkala Community Safety
Action Plan and assistance to bring in by-laws;
for example, wardens, curfew and offensive
weapons. Aboriginal Community Police
Officers and wardens working together to
enforce community by-laws.
night patrol Kevin ganbarrwak
mununggurr on the streets of yirrkala
•• Community residents are able to respond to
local emergencies and disasters.
•• Establish Community Safety Working Party to
work with community members to develop
place-based strategies and a plan that will
address safety concerns, and recognise and
build on the Yirrkala Community Safety Plan.
•• Increase number of police patrols at night.
•• Finalise the Volatile Substance Abuse
Management Plan which will be monitored by
the Gurrutu’mirri Mala Reference Group and
the Yirrkala Community Board.
Details of Yirrkala’s safety priorities and actions
are in Schedule A.
25
26
GOVERNANCE
AND
LEADERSHIP
HIGHLIGHTS
The community is keen to take responsibility
for its future.
Community strengths
•• Yirrkala’s leadership structure is based
on governance by traditional owners.
All government consultation is through
the Gurrutu’mirri Mala Reference Group,
which represents the 13 clan groups living
in Yirrkala, including the traditional owners,
in developing and monitoring the Yirrkala
Local Implementation Plan.
•• The spokespeople for the Rirratjingu traditional
owners, Bakamumu Marika and Djuwalpi
Marika, work with the Rirratjingu traditional
owners’ governance group, the Rirratjingu
Aboriginal Association Corporation.
•• The Yirrkala Dhanbul Aboriginal Corporation,
which is part of the Rirratjingu governance
structure, runs programs such as the Larrpan
Community Patrol.
•• The Yambirrpa School Council governs the
Yirrkala Community Education School and
the homelands schools.
•• Youth forum is established to support new
leaders and respond to youth needs.
•• Support for Local Reference Groups and
community boards.
•• Establish a junior ranger program.
Commitments
•• Government will work with the community to
develop an integrated and strategic program
of community governance and leadership
support that suits the needs of men, women
and youth of Yirrkala.
•• The Local Reference Group will guide the
implementation and monitoring of the Local
•• The Yirrkala community will keep our
culture strong by introducing a junior rangers
program to teach young people how to
manage country.
Details of Yirrkala’s governance and leadership
priorities and actions are in Schedule A.
seven of the eleven members of the gurrutu’mirri
mala reference group—gary marika, wayilu,
GUINDIMULK, donald, djapirri marrpalawuy,
djuwalpi
27
28
LIST OF ACRONYMs
ABA
Aboriginal Benefits Account
ACPO
Aborginal Community Police Officer
DBCDE
Department of Broadband, Communications and the Digital
Economy
ACWAboriginal Community Worker
DBE
Department of Business and Employment
AFLAustralian Football League
DCF
Department of Children and Families
AGAustralian Government
DCI
Department of Construction and Infrastructure
AGDAttorney Generals Department
DEEWR
Department of Education, Employment and Workplace Relations
AISAustralian Interpreter Services
DET
Department of Education and Training
ALCAnindilyakwa Land Council
DHF
Department of Health and Families
ALPAArnhem Land Progress Association
DLP
Department of Lands and Planning
ALRAAboriginal Land Rights (NT) Act 1976
DOH
Department of Health
AMRRICAnimal management in Rural and Remote Indigenous
Communities
DoHA
Department of Health and Aging
DoJ
Department of Justice
AMSAboriginal Medical Services
DPI
Department of Planning and Infrastructure
AMSANTAboriginal Medical Services Alliance Northern Territory
DSEWPAC
Department of Sustainability, Environment, Water, Population
and Communites
ASC Australian Sports Commission
DVD
Digital Versatile Disc
ASMArea Services Manager
EAEast Arnhem
BoMBoard of Management
EASCEast Arnhem Shire Council
BOOT/ BOOTSBuild, Own, Operate, Transfer and Support
EBAEnterprise Bargaining Agreement
BRACSBroadcasting for Remote Aboriginal Communities Scheme
EDO
CACentral Australia
FaFTFamilies as First Teachers
CAALASCentral Australian Aboriginal Legal Aid Service
FaHCSIA
AODP Alcohol and Other Drugs Project
CARH Central Australian Remote Health
CASACivil Aviation Safety Authority
CAYLUSCentral Australian Youth Link Up Service
CDSCCentral Desert Shire Council
CDEPCommunity Development Employment Projects
CDSCentral Desert Shire
CDUCharles Darwin University
CECCommunity Education Centre
CEO
Catholic Education Office
CFCChild and Families Centre
CLCCentral Land Council
CSPCommunity Safety Plan
CWGCapital Working Group
Economic Development Officer
Department of Families, Housing, Community Services and Indigenous
Affairs
FTEFull 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
29
HSDA
Health Service Delivery Area
OCPE
IBA
Indigenous Business Association
OLSH TCSOur Lady of the Sacred Heart Thamarrurr Catholic School
Office of the Commissioner of Public Employment
ICT
Information and Communications Technology
ORIC
Office of the Registrar of Indigenous Corporations
IEO
Indigenous Engagement Officer
OTL
Office of Township Leasing
ILC
Indigenous Land Corporation
PaCEParents and Community Engagement
IPSS
Indigenous Parenting Support Service
PAW MediaPintubi, Anmatjerre, Warlpiri Media
IPWG
Infrastructure and Planning Working Group
PATSPatient Assistance Transport Scheme
IRSD
Indigenous Remote Service Delivery Special Account
PHCPrimary Health Care
IT
Information Technology
PHCMPrimary Health Care Manager
JSAJob Services Australia
PWC/ P&WPower Water Corporation
KWHB
Katherine West Health Board
RAFCW
Remote Area Family and Community Workers
LAB
Local Advisory Board
RGSC
Roper Gulf Shire Council
LGANT
Local Government Association of the Northern Territory
RH
Remote Housing
LIP
RHNT
Remote Housing Northern Territory
LHA
Laynhapuy Homelands Association
RIBS
Regional Indigenous Broadcasting Services
LHRG
Local Housing Reference Group
ROC
Regional Operations Centre
LLNP
Language, Literacy and Numeracy Program
RSD
Remote Service Delivery
LRG
Local reference group
RTEED
Remote Training, Employment and Economic Development
LSP
Locational Supported Playgroups
SDCU
Service Delivery Coordination Unit
MalabamMalabam Health Board
SEAM
School Enrolment and Attendance Measure
MCSMurrupurtiyanuwu Catholic School
SIHIP
Strategic Indigenous Housing and Infrastructure Program
MESMunicipal Essential Services
SNP
School Nutrition Program
MHMental Health
STEP
Structured Training and Employment Projects
MJD FOUNDATION Machado Joseph Disease Foundation
SWSBSC
Strong Women, Strong Babies, Strong Culture
MOUMemorandum of Understanding
TBATo Be Advised
MSCMcDonnell Shire Council
TDCThamarrurr Development Corporation
MSOAPMedical Specialists Outreach Assistance Program
TIETransforming Indigenous Education
N/ANot Applicable
TISCTiwi Islands Shire Council
NGONon Government Organisation
TOTraditional Owners
NLCNorthern Land Council
TORTerms Of Reference
NPANational Partnership Agreement
TRPATanami Regional Partnership Agreement
NRETASNatural Resources, Environment, The Arts and Sport
UNICEFUnited Nations Children’s Fund
NRTNicotine Replacement Therapy
VET/ VETiSVocational Education and Training in Schools
NTNorthern Territory
WAHAC BOARD
Western Aranda Health Aboriginal Corporation Board
NTCET
WASC
West Arnhem Shire Council
Working Group
Northern Territory Certificate of Education and Training
NTFCNorthern Territory Families and Children
WG
NTGNorthern Territory Government
WETT
Warlpiri Education and Training Trust
NTIECNorthern Territory Indigenous Education Council
WHO
World Health Organisation
NTPFESNorthern Territory Police Fire and Emergency Services
WoG
Whole of Government
NTPOLNorther Territory Police
WYN BOARD
Willowra, Yuendumu, Nyirripi Health Board
OATSIH
YMAC
Yugul Mangi Aboriginal Corporation
Office for Aboriginal and Torres Strait Islander Health
30
Schedule A:
Priorities, Strategies and Actions
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 to have access to high quality early childhood education and care services.
Strategy 1.1: Assist and support parents to raise their children and understand the value of early childhood education for their children.
Action
Responsible Party
Start When
Finish When
1.1.1 Establish an Early Childhood Coordinator to lead the integration of family services
tailored to the Yirrkala community and its surrounding service delivery area. This will
be achieved through a whole of government approach across all levels of
government, non-government organisations and the community to develop and
implement the integrated service model. All program content will be inclusive of
culture and links to elders.
Lead - DET
Support: EASC,
Government Service
Providers, DCF, NGOs,
community, LRG
Started
Review Jun-11
Started
Dec-12
1.1.2 Establish the FaFT- IPSS. This place-based integrated universal services program includes Lead - DET
early learning and parenting support strategies.
Supporting – DCF, EASC,
FaHCSIA
1.1.3 Deliver Certificate III Community Services in the workplace through FaFT-IPSS to enable
more Yolngu to be involved in and running programs and activities.
Lead - DET
Supporting - FaHCSIA
Started
Review Jun-11
1.1.4 Use own internal family structures to educate and assist parents ('Raypirri' families
pull together).
Lead - Community
From date of
agreement
Review Oct-11
1.1.5 Monitor the OSHC Program to ensure it is meeting the needs of Yirrkala.
Lead - DEEWR with
Community and Service
Providers
Started
Jun-11
1.1.6 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
Action
Responsible Party
Start When
Finish When
1.2.1 Plan future early childhood infrastructure ensuring any proposal is comprehensive and
meets service delivery requirements. Planning to include operational funding, staff
housing requirements, employment opportunities for local people and coordination
and staging of other local infrastructure projects.
Initial lead – DEEWR
Supporting – Capital
Working Group, FaHCSIA,
DET, DLP, DCI, DHLGRS,
EASC
Started
Review Oct-11
Priority 2: Yirrkala children are born healthy and stay healthy.
Strategy 1.2: Plan infrastructure to meet service needs.
31
Strategy 2.1: New mothers are healthy and receive quality support before, during and after childbirth.
Action
Responsible Party
Start When
Finish When
2.1.1 Deliver education and support programs to reduce smoking, drinking and poor
nutrition during pregnancy.
Lead - DOH
Supporting - DoHA
Started
Jun-11
2.1.2 Pregnant women attend regular antenatal checks.
Lead - Community
From date of
agreement
Review Jun-11
2.1.3 Deliver culturally appropriate antenatal, birth and post natal education and programs.
Lead - DOH
Supporting - DoHA
Started
Dec-10
32
SCHOOLING
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:Students transition from school to work or further study.
Action
Responsible Party
Start When
Finish When
1.1.1 Use the refurbished old pre-school building for youth development.
Lead - FaHCSIA
Support - DET, DEEWR,
NRETAS
From date of
agreement
Review Jun-11
1.1.2 Communities are encouraged to use school facilities from 3pm to 9pm to increase the
community's contact with the school and to help improve school attendance. After
hours access can be for local language courses and activities, as well as trade
training, adult literacy, IT, parenting skills, music, sport and the arts.
Lead - DET
Supporting - EASC,
Community, NRETAS
Started
Review Oct-11
1.1.3 Provide an annual career pathways information day for all senior students.
Lead - DET
Supporting - EASC, DEEWR,
Community
Jan-11
Review Oct-11
Action
Responsible Party
Start When
Finish When
1.2.1 Upgrade the school trade training teaching area. Work progressing is dependent on
gaining land tenure.
Lead – DET
Supporting - DCI, Capital
Working Group
Jul-11
Jun-12
Strategy 1.2: Plan infrastructure to meet service needs.
1.2.2 VET trade training centre submission to be completed for 2011/2012. DEEWR to consult
with community on needs.
Lead - DET
Supporting - DEEWR,
Community
Jun-11
Jun-11
1.2.3 Upgrade Multi-media studio/R1BS/ Library/IT facility at the Yirrkala Buku Larrngay
Mulka Centre.
Lead - EASC
Supporting - NRETAS,
Capital Working Group,
Buku Larrngay Mulka
Centre
From date of
agreement
Review Jun-11
Strategy 1.3: Increase school attendance so that no child has more than three unexplained absences in a row.
33
Action
Responsible Party
Start When
Finish When
1.3.1 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.
Lead - DET
Supporting - NRETAS,
Government Service
Providers, EASC
Started
Review Jun-11
1.3.2 Deliver the Parent and Community Engagement Program “Literacy and Numeracy in
the Home for Parents” which will publish and produce a set of resources for parents of
Indigenous student’s aged five to 11 years old in Yirrkala and a number of other
communities.
Lead - DET
Started
Aug-12
1.3.3 Parents and community encourage and support children to go to school.
Lead - Parents and local
organisations.
Supporting - DET
From date of
agreement
Review Jun-11
Priority 2: Education services in Yirrkala provide a rich learning environment.
Strategy 2.1: Our school responds to student, teacher and community priorities.
Action
Responsible Party
Start When
Finish When
2.1.1 Train and support local people into accredited teacher and teacher’s aid positions.
Lead - DET
Started
Review Jun-11
2.1.2 EASC to link the level of access to after school, vacation and youth, sport and
recreation activities to school attendance.
Lead - EASC
Supporting - DET,
Community
Feb-11
Review Feb-12
34
HEALTH
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
Child oral health disease profile for 7-to-12-year-olds
Priority 1: The people of Yirrkala have access to effective, comprehensive primary and preventative health care.
1.1 Strategy: Our health service meets community needs.
Action
Responsible Party
Start When
Finish When
1.1.1 Agree on timelines with the community to implement regular suicide assist and first
aid programs.
Lead - DOH
Supporting - DoHA
Started
Jun-11
1.1.2 Coordinate monthly health and community service provider meetings to improve
service coordination and reduce duplication. Services to include, but not limited to,
youth, primary health care, aged care.
Lead - DOH
Supporting - DoHA
Started
Jun-11
1.1.3 Develop health education programs that include healthy lifestyle, nutrition and
cooking.
Lead - DOH
Supporting - Community
Started
Jun-11
1.1.4 Community members will attend specialists’ appointments.
Lead - Community
Started
Review Oct-11
Strategy 1.2: Plan infrastructure to meet health, sport and recreation needs.
Action
Responsible Party
Start When
Finish When
1.2.1 Develop a simpler streamlined and integrated approach to youth, sport, recreation
and related services, including an assessment of infrastructure. The approach will
enable a range of activities that addresses gender and age group requirements.
Lead- NRETAS
Supporting – EASC,
FaHCSIA
Jan-11
Jun-11
1.2.2 Governments to work together in consultation with the community, to review and
improve health service delivery and infrastructure in the community.
Lead - DOH
Supporting - DoHA,
Community
Started
Complete
Action
Responsible Party
Start When
Finish When
2.1.1 DoHA will conduct a service review that will inform further aged care and disability
service and facility development.
Lead - DoHA
Started
Dec-10
Priority 2: Elders are cared for in the community.
Strategy 2.1: Plan infrastructure to meet aged care service delivery needs.
Priority 3: The people of Yirrkala will actively encourage and support family members to stop smoking.
Strategy 3.1: Develop local strategies that will reduce the levels of smoking.
35
Action
Responsible Party
Start When
Finish When
3.1.1 The LRG supported by the wider community: Encourage local shops to make nicotine
abatement products available; Encourage community members to stop smoking
inside cars, homes and around non-smokers (including children, the elderly and the
sick); Provide support and encouragement to family members who are trying to quit
smoking; and Support the declaration of smoke free areas including playgrounds,
buildings and other public areas.
Lead - Community
Supporting - DOH, DoHA,
EASC
From date of
agreement
Review Oct-11
36
HEALTHY HOMES
Condition of current housing stock
Overall crowding rates: average per bedroom density and number houses overcrowded
Priority 1: We have enough homes for Yirrkala people to reduce overcrowding.
Strategy 1.1:Progress the Strategic Indigenous Housing Infrastructure Program.
Action
Responsible Party
Start When
Finish When
1.1.1 The Alliance partners will work with community to maximise training and employment
opportunities for community members.
Lead - DHLGRS/FaHCSIA
Started
Dec-13
1.1.2 Secure leases for new housing.
Lead - Community, NLC
Supporting - DHLGRS
Started
Review Jun-11
1.1.3 Where appropriate local Indigenous owned resources such as concrete are used for
the building of new houses.
Lead - DHLGRS/FaHCSIA
Jan-11
Jun-11
1.1.4 Indigenous businesses engage with government to ensure training is available for
Indigenous apprenticeships and traineeships.
Lead - Bunuwal
Investments
Supporting - DBE, DHLGRS
Started
Jun-11
Priority 2: Yirrkala people living in public housing look after their homes.
Strategy 2.1: Deliver a range of tools and support services for Yirrkala 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 Yirrkala people to assist with maintaining their homes
including home budgeting, home care (cleaning, minor repairs), life skills (cooking,
nutrition, safe food storage).
Lead - DHLGRS
Supporting - Community,
Centrelink, DOH, DET, PWC
Jan-11
Review Jun-11
ECONOMIC PARTICIPATION
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)
and non-Indigenous Australians within a decade
Number of participants on Newstart, Youth Allowance and CDEP
and non-Indigenous Australians within a decade
Priority 1: The town of Yirrkala becomes a hub for the region.
Strategy 1.1: Improve transport arrangements for the Yirrkala region.
37
Action
Responsible Party
Start When
Finish When
1.1.1 Facilitate workshops in partnership with the EASC to investigate passenger transport
needs, potential community resources and partnerships. This work will include
economic viability, business opportunities and potential support through joint ventures
and organisations such as IBA. This work will need to link to the area plan and Town
Centre Urban Design Plan and promote walkability and the use of bicycles.
Lead - DLP
Supporting - EASC
Feb-11
Jul-11
1.1.2 Commence passenger bus trial.
Lead - DLP with YBE
Supporting - Rio Tinto
Alcan, FAHCSIA, EASC,
Community
Started
Late 2012
1.1.3 Complete a detailed road survey and prepare funding submission to upgrade roads.
Lead - DHLGRS
(Submission)
Supporting - DLP (Survey),
EASC
Started
Dec-10
38
Strategy 1.2: Identify and create opportunities for small business development.
Action
Responsible Party
Start When
Finish When
1.2.1 Develop a proposal for a Government Business Centre in Yirrkala where possible.
A range of services will be provided from this building and consider options for local
organisations to build and own the shop front with long-term tenancy. EASC is willing to
transfer the delivery of Centrelink and Australia Post services to Bunuwal Investments, as
part of its operation of the Government Business Centre in Yirrkala.
Lead - DBE
Supporting - RTEED,
Bunuwal Investments
Started
Dec-10
1.2.2 Provide business support and mentoring to individuals and groups wanting to start a
viable business.
Lead – DHLGRS, Tourism NT
(for tourism specific
businesses)
Supporting - RTEED,
Started
Review Jun-11
1.2.3 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/ DHLGRS
Supporting – RTEED,
Tourism NT
Started
Review Oct-11
1.2.4 Undertake economic profiling and development of an investment and
opportunities prospectus.
Lead - DHLGRS
Supporting - RTEED
Started
Jun-11
1.2.5 In partnership with community champions hold Futures Forums that provide
information on employment options and business development services available
to community members. Provide information on opportunities arising from potential
private sector involvement.
Lead - DHLGRS
Supporting All government agencies,
EASC
Started
Jun-13
1.2.6 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
1.2.7 Explore partnership opportunities in the private sector, with a particular emphasis
on building formal links with industries operating in the region. These partnerships
could include (but not be limited to) training, employment, infrastructure and
community development.
Lead – DBE
Supporting – RTEED
Oct–10
Apr-11
1.2.8 Shire to complete business modelling for the introduction of a personal Identification
Service. EASC, AG and NTG to explore options for funding and coordination processes
with Births, Deaths and Marriages, Centrelink and other relevant agencies.
Lead - EASC
Supporting - Births, Deaths
and Marriages, Centrelink
Started
Jun-11
Strategy 1.3: Identify opportunities for Yolngu people to gain government employment.
Action
Responsible Party
Start When
Finish When
1.3.1 Work Readiness: Government will ensure that Job Services Australia and CDEP
providers develop work experience activities that meet local needs, including
accredited and non-accredited training and in work readiness activities, which
lead to employment outcomes.
Lead - DEEWR, FaHCSIA
Supporting - JSA (ITEC
Employment), CDEP
(EASC, LHA)
Started
Jun-13
1.3.2 With consideration of existing infrastructure, provide assistance to develop an
expression of interest for the next round for a Trade Training Centre.
Lead- DET/DEEWR
Started
Review Jun-11
1.3.3 Newstart Allowance recipients meet their allowance obligations, measured by an
increase in the number of people taking up job-readiness programs.
Lead - Community
From date of
agreement
Review Jun-11
1.3.4 All training and development activities paid for by government achieve minimum
participation for training courses.
Lead - Community
From date of
agreement
Review Jun-11
1.3.5 Government Contracts: All procurement processes undertaken in remote areas will
optimise opportunities in Indigenous employment and enterprise development.
Lead - DBE
Supporting - RTEED,
Started
Review Oct-11
1.3.6 Jobs, training or further education offers guarantee for all NTCET graduates living in
Yirrkala, through an organised transition to work program.
Lead - DBE , DET
Supporting – All Agencies,
RTEED, EASC
Started
Review Oct-11
Action
Responsible Party
Start When
Finish When
2.1.1 Complete and gazette a town plan (area plan and zoning map).
Lead - DLP
Supporting - EASC
Started
2011
2.1.2 Develop Town Centre Urban Design plan including community transport strategies.
Lead - DLP
Supporting - DCI, EASC
Started
2011
Priority 2: Town develops in an orderly manner with appropriate process.
2.1 Strategy: Develop a town plan.
39
40
SAFE COMMUNITIES
As a proportion of all offences: (i) alcohol related offences (ii) drug and substance abuse related offences (iii) offences against the
person
Priority 1: Yirrkala community is a safe place to live.
Strategy 1.1: More street lights and traffic management.
Action
Responsible Party
Start When
Finish When
1.1.1 Install speed signs and restrictions at important community locations (eg. school,
health centre, store, sporting facilities). Shire to apply for funds to conduct Traffic
Management Plan and seek necessary funding to carry out required work.
Lead - EASC
Supporting - DLP
Started
Review Oct-11
Action
Responsible Party
Start When
Finish When
1.2.1 Increase the number of police patrols at night: Police to provide a schedule for the
Mobile Police Station.
Lead - NTPFES
Started
Review Mar-11
1.2.2 Maintain the ACPO at Yirrkala and review feasibility of increasing the ACPOs to two
positions; one male and one female.
Lead - NTPFES
Review Mar-11
1.2.3 Finalise the Volatile Substance Abuse Management Plan. The plan will be monitored by
Gurrutu'mirri Mala Reference Group and Yirrkala Community Board.
Lead - NTPFES
Review Mar-11
Strategy 1.2: Policing meets community needs.
1.2.4 Establish Community Safety Working Party to work with community members to
develop place-based strategies and a plan that will address safety concerns, and
recognise and build on the Yirrkala Community Safety Plan. Early priorities identified
that need to be addressed include: a) child protection and welfare b) reducing public
card games - implement and enforce a local by-law c) establishment of a Law and
Justice Committee d) development of an animal welfare program e) review of night
patrol funding and operation f) ability to respond to local emergencies and disasters.
Lead- DoJ
Supporting - NTPFES, DCF,
DOH, FaHCSIA, AGD, DLP,
LGANT working with the
Gurrutu’mirri Mala
Reference Group
Oct-10
Review Jun-11
1.2.5 Establish and support NT Emergency Service volunteer units capable of reacting to
known hazards for the community.
Lead – NTPFES
Supporting - EASC
ASAP
Review Oct-11
1.2.6 Maintain an all hazard response plan for Yirrkala and review or establish specific
Lead – NTPFES
hazard response plans for the community (e.g. cyclone plan) as necessary. This will
Supporting - EASC
include ensuring adequate community education and preparedness (including where
necessary, public shelters) for known hazards.
ASAP
Review Oct-11
Start When
Finish When
Started
Review Jun-11
Strategy 1.3: Maintain an effective animal management program.
Action
Responsible Party
Strategy 1.4: Improve Child Protection Standards at Yirrkala.
1.3.1 Develop a regional Animal Management Welfare and Control/Environmental Health
Lead - EASC
(AWCEH) Program, including the funding of employment of local Indigenous people as Supporting - AMRRIC,
AWCEH Officers, operational costs, and regional coordination.
FaHCSIA
41
Action
Responsible Party
Start When
Finish When
1.4.1 Minimum service standards for child protection and related services will be developed
for Yirrkala including an agreed program to implement these standards.
Lead - DCF
Started
Feb-11
42
GOVERNANCE AND LEADERSHIP
Number of registered organisations under ORIC and NT Associations Act
Priority 1: Mala leaders and elected council members have the skills to govern effectively.
Strategy 1.1:Enhance and improve local people’s decision-making practices and capabilities.
Action
Responsible Party
1.1.1 Elected members of EASC will receive professional development to allow them to better Lead - EASC
understand and undertake their roles.
Supporting - FaHCSIA,
DHLGRS
Start When
Finish When
Started
Ongoing
1.1.2 Work with the community to develop an integrated and strategic program of
community governance and leadership support that suits the needs of men, women
and youth of Yirrkala.
Lead - ROC
Started
Review Jun-11
1.1.3 Gurrutu'mirri Mala LRG and EASC LAB support coherent and coordinated consultation
with the community.
Lead - ROC
Supporting - EASC, AG
and NTG Agencies
Oct-10
Review Jun-11
Lead - ROC
Started
Review Jun-11
1.1.3.1 All levels of Government recognise the important roles of the GBLRG and LAB in
coordinated consultation.
1.1.4 Work with and support the Local Reference Groups and community organisations and
boards to ensure meetings are held on appropriate days and times.
Strategy 1.2: Develop governance and leadership capacity for the next generation of Yolngu leaders.
43
Action
Responsible Party
Start When
Finish When
1.2.1 Undertake a research project which will map the community governance
arrangements and community engagement for Yirrkala.
Lead – DHLGRS
Supporting – ROC
Oct-10
Mar-11
1.2.2 Keep our culture strong by introducing a junior rangers program to teach young
people how to manage country.
Lead - Laynhapuy
Homelands Association
Incorporated (via Yirrkala
Rangers) Dhimurru Land
Management Aboriginal
Corporation (via Dhimurru
Rangers)
Supporting - DSEWPAC,
DET, DEEWR, Gurrutu’mirri
Mala Reference Group
Jun-11
Review Jun-11
1.2.3 Develop and implement a system through which meetings and consultations are
coordinated, streamlined and encourage community input.
Lead - ROC, LRG
Started
Review Jun-11
44
Schedule B:
Baseline Mapping Report snapshot
The Yirrkala Baseline Mapping Report provides information about the people, services and infrastructure in Yirrkala and the
surrounding region. Most of the information in the report was collected during 2009, but often relates to earlier points in time (in
particular, the Census data is from 2006). The full Yirrkala Baseline Mapping Report is a very large document and includes a lot of
technical information. The Government Business Manager has a copy to show people, and can arrange specialists to help people
understand particular parts of the report.
The following is some of the information from the
Yirrkala Baseline Mapping Report that relates
specifically to the ‘Progress Output Indicators’ in
Schedule A of the Local Implementation Plan.
The facts and figures in these assessments will
be reviewed each year to monitor the progress
being achieved in Yirrkala in these key areas.
Early Childhood
• Of the all births in the East Arnhem Balance
Statistical Local Area (which includes Yirrkala,
Milingimbi, Galiwin’ku and Gapuwiyak) from
2004-08, 22.4 per cent were to teenage mothers
aged 15 to 19. Births to mothers aged 20-24
comprised 35.8 per cent of all births.
• Preschool enrolment numbers declined from
15 to seven children from 2001 to 2002, but then
peaked at 38 children in 2004. In 2009, 13
children were enrolled in preschool at Yirrkala
School. As the 2006 census shows the zero to four
year old Indigenous population to have been
165, this data indicates a very low enrolment rate.
• The number and proportion of low, normal
and high birth weight Indigenous babies in
Yirrkala was collected by Northern Territory health
services and the Australian Institute of Health and
Welfare. Due to concerns about small numbers in
the data, permission to use it in the Baseline
Mapping Report was not provided by the
Northern Territory.
• The timing and number of antenatal visits for
regular clients delivering Indigenous babies in
Yirrkala was collected by Northern Territory health
services and the Australian Institute of Health and
Welfare. Due to concerns about small numbers in
the data, permission to use it in the Baseline
Mapping Report was not provided by the
Northern Territory.
Schooling
• In August 2009, 191 students were enrolled in
Yirrkala School from Transition to Year 12 (107
enrolments were in Years 1 to 6, and 75 were in
Years 7 to 12). The 2006 census reported the
school-aged Indigenous population (aged five to
14) to be 321.
• The yearly average attendance at Yirrkala
School increased from 50 per cent in 2001 to 55
per cent in 2009. The highest attendance in the
period was in 2006 (60 per cent).
• The yearly average attendance at Yirrkala
Homeland School declined from 85 per cent in
2001 to 74 per cent in 2009. The highest
attendance in the period was in 2002 (92 per
cent).
• On average, participation in the National
Assessment Program—Literacy and Numeracy
(NAPLAN) increased significantly from 2008 to
2009. For example, there was an 88 per cent
increase in Year 3 participants and 100 per cent
participation in Years 5, 7 and 9 in the reading
assessment. There was 100 per cent participation
in Years 7 and 9 (an average increase of 73 per
cent) in the assessment for numeracy. • Overall results in 2009 indicate that students
attending the Yirrkala School are achieving
below the national minimum standard in most
subjects. For example, 43 per cent of Year 3
students achieved at or above the national
minimum standard for reading (noting seven per
cent did not participate), but only six per cent
achieved at or above the standard for Year 5. Eighty three per cent of Year 5 students achieved
at or above the national minimum standard for
numeracy (noting that six per cent did not
participate) but only 29 per cent achieved the
standard from Year 9.
• From 2008 to 2009, there was 100 per cent
Year 3 and 7 participation in the reading
assessment at Yirrkala Homelands School. There
was 100 per cent participation in Year 3 in the
assessment for numeracy. Overall results in 2009
indicate that students are achieving below the
national minimum standard in most subjects.
• Between 2003-04 and 2007-08, Indigenous
people in the East Arnhem Balance Statistical
Local Area (which includes Yirrkala, Milingimbi,
Galiwin’ku and Gapuwiyak) were hospitalised for
diseases associated with poor environmental
health at a rate four times the national average
(adjusting for age differences).
• More information on NAPLAN results is
available online at www.myschool.edu.au.
Economic Participation
Health
• In 2009-10 the Yirrkala health centre reported
3,967 episodes of care with 65 per cent of
episodes reported as for female clients and 92.5
per cent reported as care for Indigenous clients.
• Children between the ages of seven to 12
years old in Yirrkala had an average of 3.1
permanent teeth affected by decay. This rate of
decay experience was between 4.1 and 13.8
times the Northern Territory average, and
between 3.2 and 13.2 times the Australian
average depending on age.
• In 2008-09 there were a reported 16 Home
and Community Care clients in Yirrkala.
45
• In 2009-10 the Aged and Disability Program
reported 32 open cases, eight referrals and 15
closed cases. Open cases are those cases being
actively managed by a disability coordinator.
Healthy Homes
• In 2009, there were 81 residential dwellings in
Yirrkala, providing 210 bedrooms. This resulted in
an average 3.28 people per bedroom. Seventy
eight per cent of Yirrkala households were
considered to be overcrowded. • Nineteen of the assessed dwellings were
deemed in need of refurbishment, and three
were deemed in need of significant capital
expenditure.
• An employment survey was undertaken in
mid-2010 in Yirrkala and its associated
communities. Of the 316 employed people, 158
were Indigenous—95 were full-time, 39 were
part-time, 14 were casual positions and five
people held Community Development
Employment Projects positions.
• At the time of the survey 47 Indigenous people
were employed in the public sector (24 full-time,
22 part-time and one casual) and 101 were
employed in the private sector (71 full-time, 17
part-time and 13 casual). • In 2009, 95 per cent of income support
recipients were workforce age individuals (15-64
years of age) and about 59 per cent of all
income support recipients were female.
• Approximately 44 per cent (174 people) of
main income support recipients in Yirrkala and its
associated communities received Newstart
Allowance and 23 per cent received a Disability
Support Pension (73 people). Less than 20
recipients were on Youth Allowance-Other.
• Between 2008 and 2009, the overall number of
income support recipients fell by 13 per cent (57
people), with a 22 per cent decrease in the
number of Newstart Allowance recipients (34
people) and a 25 per cent decrease (eight
people) in single parenting payment recipients. • While residents have year round access via an
all-weather sealed road to all the services
available in Nhulunbuy, 51.8 per cent of local
roads, all unsealed, were judged to be in poor
condition. Thirty seven per cent were found to be
in good condition and 11 per cent were found to
be in fair condition.
Safe Communities
• From 2006–07 to 2008–09, a total of 268
offences were recorded in Yirrkala. There was a
steady increase in the number of offences across
the period; the number of offences recorded in
the 2008–09 financial year was almost double the
number recorded in 2006–07.
• A total of 121 offences were recorded in
Yirrkala in the 2008–09 financial year, an increase
of 31 per cent from the previous year. Of these,
18 were acts intended to cause injury (14.9 per
cent), less than five were sexual assault, less than
five were ‘other’ against person offenses, and 25
were ‘other’ offenses (20.7 per cent).
• The largest number of recorded offences was
‘breaking and entering’ (47 recorded offences),
which increased by 25 per cent between the
2006–07 and 2007–08 financial years, and a
further 49 per cent in the 2008-09 financial year.
• In total, just over one in three recorded
offences (or 36.9 per cent of offences) over the
period 2006-09 was alcohol related while 18.7
were drug and/or substance abuse related.
Interpersonal offences, such as acts intended to
cause injury, were most likely to be alcohol
related.
• From 2006-09 16 per cent of recorded
offences were domestic violence related.
46
Schedule C:
Summary of Community Engagement
The Yirrkala 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 Yirrkala Local Implementation Plan
process. This page outlines the kinds of consultation, engagement and capacity-building that occurred.
Consultation with the
The Yirrkala Local Reference Group is the key
community group for engagement on the
Local Implementation Plan process. The Local
Reference Group in Yirrkala is known as the
Gurrutu’mirri Mala Leaders Reference Group.
The Gurrutu’mirri Mala Leaders Reference Group
consists of representation from each of the
thirteen clan groups, including Traditional
Owners.
members were nominated and endorsed by the
three Senior Traditional Owners and by the Chair
and councillors of the East Arnhem Shire Council.
Reference Group meeting regularity varied
between a weekly and fortnightly schedule. In
total, 19 in-community meetings were held with
the Group, including 13 with the Group as a
whole and six specific Building Block meetings
with subgroup representation.
Meeting attendance has been regular, and has
been supported by a nominated proxy system.
A number of Gurrutu’mirri Mala Leaders
Reference Group members also serve on the
Shire Local Board, which provides another venue
for the community members to stay updated on
the Local Implementation Plan process.
Signatories for the nomination of
Local Reference Group members
The names below are the signatories on the
letters of nomination for the Gurrutu’mirri Mala
Leaders Reference Group:
•• Banuminy Marika - Senior Traditional Owner;
•• Djuwalpi Marika - Senior Traditional Owner;
•• Bakamumu Marika - Senior Traditional Owner;
•• Banambi Wunungmurra - EASC President;
•• Yananymul Mununggurr - EASC Councillor;
•• Barayuwa Mununggurr - EASC Councillor
Local Reference Group members
The Gurrutu’mirri Mala Leaders Reference
Group members are: Timmy Burarrwanga,
Djapirri Mununggurritj, Waninya Marika, Wayilu
Wunungmurra, Marrpalawuy Gumana, Dijali
Ganambarr, Nalwarri Ngurruwuthun, Gundimulk
Wanambi, Dennis Wukun Wanambi, Rarriwuy
Marika, Banbapuy Ganambarr, Banguli
Ngurruwuthun, Diplilnga Bukulatjpi, Dhangal
Gurruwiwi, Wukar Marawili, Nora Dhamarrandji,
Rrawun Maymuru.
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
Consultations with service providers
and governance structures
Over 24 consultation meetings have been held
with service providers and stakeholders since
March 2010 through until 2 June 2010 regarding
the Local Implementation Plan. These included
six forums attended by seven service providers
who operate in Yirrkala (with the Youth
Interagency Network, Family Interagency
Network and Justice—Interagency Task
Coordination Group). Additionally, there were two
meetings with the Shire Local Board and two
meetings with Rirratjingu Aboriginal Corporation.
Gurrutu’mirri Mala Leaders Reference Group
also included representation from across the full
spectrum of service providers and stakeholders,
spanning the interests of each of the seven
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:
47
•• 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 Gurrutu’mirri
Mala Leaders Reference Group during the
visioning forum and subsequent meetings.
•• A community notice board has been sent to
the Government Business Manager to display
information to the broader community about
Closing the Gap.
•• A DVD was produced in Yirrkala profiling the
success of the local arts centre and how this
and other community initiatives contribute to
Closing the Gap.
•• Another DVD is currently being developed by
the local production company, the Mulka
Project about youth engagement and
capturing the youth voice for the future of the
Yirrkala community.
•• A photographer visited Yirrkala in June 2010
and the photographs will be used by the
Regional Operations Centre to create
distinctive Yirrkala engagement materials.
•• Local Remote Indigenous Broadcasting
television and radio messages are currently
in development.
Capacity-building
The Gurrutu’mirri Mala Leaders Reference
Group has been supported in its capacitybuilding by the Single Government Interface
and the Regional Operations Centre. On
19 February 2010, the Regional Operations
Centre convened an in-community Visioning
Forum for The Gurrutu’mirri Mala Leaders
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 Yirrkala 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 Yirrkala Local Reference Group,
the Single Government Interface and the
Regional Operations Centre, priorities under
each building block were finalised and
negotiated with government.
members also participated in a regional Remote
Service Delivery Governance and Leadership
Workshop held in Nhulunbuy 11-12 May 2010. The
workshop focused on building the capacity of
current and emerging local leadership in the
areas of: Western concepts of visions and goal
setting; how to work with governments; the local
implementation process; community
accountability; sharing stories of local
leadership; and democratic governance.
48
Yirrkala Gurrutu’mirri Mala
Local Reference Group SIGNING PAGE
YIRRKALA

YIRRKaLa - Department of Social Services

Transcription

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