Signatory Page

We will all work together to Close the Gap.

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

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

Introduction

Welcome to Country

Closing the Gap in Gapuwiyak

Closing the Gap Building Blocks

Gapuwiyak’s Partnership with Government

Local Implementation Plan Process

How the Plan Developed

About Gapuwiyak

History

Location

Population

Languages

Clan groups and families

Traditional Owners

Land Council

Local Government

Mala Leaders Group

Early Childhood

Schooling

Health

Healthy Homes

Economic Participation

Safe Communities

Governance and Leadership

Schedule A: Gapuwiyak Priorities, Strategies and Actions

Schedule B: Baseline Mapping Report Snapshot

Schedule C: Summary of Community Engagement

Welcome to Country

Hello my name is Bobby Wunungmurra, Chairperson of the Gapuwiyak Mala Leaders Group. I would like to begin by paying my respect to the local Miyarrga people, the traditional custodians of Gapuwiyak. On behalf of the traditional custodians, the Gapuwiyak Mala Leaders Group welcomes you all.

Gapuwiyak Mala Leaders Group, old and young, and the Gapuwiyak Year 12 students, the future leaders, have worked hard with government to develop the Gapuwiyak Five Year Local Implementation Plan. We have had many meetings and have participated in training through a Visioning Forum to complete this plan. Through this plan, our community wants to work with government to create one community that is healthy and safe to live in, and that provides opportunities for our young and old people and our children.

We have spent a lot of time coming up with priorities to make our community a better place to live. We, the Gapuwiyak Mala Leaders Group, young and old, fully commit to the details of this plan and will work hard to ensure we can all meet our commitments.

We, the Gapuwiyak people, young and old, are proud to sign this plan and to work together with government to make Gapuwiyak community a better and safer place to live in.

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Closing the gap in Gapuwiyak

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

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

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

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

Transforming Gapuwiyak 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 Gapuwiyak 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 communites"

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Closing the Gap Building Blocks

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

COAG Targets	Building Blocks	Achieving COAG Targets
Ensure all Indigenous four-year-olds in remote communities have access to early childhood education within five years. Halve the gap for Indigenous students in reading, writing and numeracy within a decade. Close the gap in life expectancy within a generation. Halve the gap in mortality rates for Indigenous children under five within a decade. Halve the gap in employment between Indigenous and non-Indigenous Australians within a decade Halve the gap for Indigenous students in rates of Year 12 or equivalent attainment by 2020.
	Early Childhood	For an equal start in life, Indigenous children need early learning, development and socialisation opportunities. Access to high-quality early childhood education and care services—including preschool, child care and family support services such as parenting programs—is critical. Facilities and infrastructure, a sustainable early childhood education and health workforce, learning frameworks and opportunities for parental engagement are also important and require attention. Action on maternal, antenatal and early childhood health will help close the gap in child mortality as well as in early childhood development.
	Schooling	Education is the key to future opportunity. Schooling that responds to Indigenous education priorities requires attention to infrastructure, teacher and school leader supply and quality, curriculum, student literacy and numeracy achievement, opportunities for parental engagement, and school–community partnerships. Transition pathways into schooling and into work, and post-school education and training are also important. So are lifelong learning and the development of adult literacy and numeracy skills.
	Health	Access to effective, comprehensive primary and preventative health care is essential to improving Indigenous Australians’ health and life expectancy and reducing excess mortality from chronic disease. All health services play an important role in providing Indigenous people with access to effective health care. These services need to be responsive to government and community health priorities and accountable for achieving them. Closing the Indigenous health gap requires intense efforts in preventing, managing and treating chronic disease. Indigenous children and their parents need to use programs and services that promote healthy lifestyles.
	Health Homes	A healthy home is a fundamental precondition of a healthy population. Important contributors to the current unsatisfactory living conditions include inadequate water and sewerage systems, waste collection, electricity and housing infrastructure (including design, availability and maintenance). Children need to live in houses that are free from overcrowding and provide the infrastructure they need for good hygiene and study.
	Economic Participation	Indigenous people and communities should be able to benefit from the mainstream economy. This includes real jobs, business opportunities, economic independence and wealth creation. Economic participation needs to extend to disadvantaged job seekers and those outside the labour market. Access to land and native title can be leveraged to secure practical benefits for Indigenous people. Economic participation also needs other financial assets, capacity building, employment and training programs, incentive structures, and infrastructure such as communications and transport. Through economic participation, adults can become good role models for their family and community. The design and delivery of welfare (transfer payments and services) needs to encourage active engagement, greater capability and positive social norms. Ensuring that communities have support to overcome barriers to engagement such as problem gambling is critical.
	Safe Communities	Indigenous men, women and children need to be safe from violence, abuse and neglect. Meeting this need involves improving family and community safety through law and justice responses (including accessible and effective policing and an accessible justice system), victim support (including safe houses and counselling), child protection, and preventative measures. Addressing related problems such as alcohol and substance abuse is critical to improving community safety as well as improving health.
	Governance and Leadership	Strong Indigenous leadership is needed to champion and demonstrate ownership of reform. Effective governance arrangements in communities and organisations, as well as strong engagement by governments at all levels, are essential for long-term sustainable results. Indigenous people need to engage in developing reforms that will affect them. They need greater opportunities to build capacity in governance and leadership in order to play a greater role in exercising their rights and responsibilities as citizens.

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Gapuwiyak’s Partnership with Government

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

Local Reference Group

The Mala Leaders Group is the main way Gapuwiyak 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 Gapuwiyak.

The Mala Leaders Group set the community priorities for the Gapuwiyak 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 Mala Leaders 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 Mala Leaders 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 Gapuwiyak.

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 Mala Leaders Group to report on Local Implementation Plan progress to the Government Business Manager.

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

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

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

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

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Regional Operations Centre and Board of Management

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

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

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

The Board of Management will:

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

Local Government

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

The Mala Leaders Group set the community priorities for the Gapuwiyak 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

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Gapuwiyak Local Implementation Plan Process

How the plan developed

The Mala Leaders Group was established to set priorities to improve the quality of life in its community. The Mala Leaders Group was introduced to Local Implementation Planning at a local Visioning Forum convened by the Regional Operations Centre. Following this workshop, the Mala Leaders 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 Mala Leaders Group prioritised their desired outcomes requiring immediate action in this first iteration of the Local Implementation Plan.

These top priorities were negotiated by the Regional Operations Centre with governments and service providers. Details of Gapuwiyak’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 Gapuwiyak to get baseline mapping data. This information identifies the Gapuwiyak community’s needs and is the starting point for measuring the results from the Gapuwiyak Local Implementation Plan. A summary of the baseline mapping data for Gapuwiyak is in Schedule B.

Start and finish dates

This iteration of the Gapuwiyak 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 Mala Leaders 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 Mala Leaders 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 Gapuwiyak Local Implementation Plan is a living, evolving document that can respond to the changing needs, gaps and priorities for Gapuwiyak. There will be opportunities to update, add to and improve it annually or more frequently if required.

This first version of the plan was created within tight time frames, and the details and actions of the plan are certain to evolve.

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Reviewing progress

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

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

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

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

Addressing issues with plan progress

Any member of the Mala Leaders Group may raise an issue on behalf of the people they represent.

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

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

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

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About Gapuwiyak

History

Aboriginal people have inhabited this region for 40,000 years. The Gapuwiyak community was established by Methodist missionaries in the late 1960s to supply timber for missions in the region. Timber workers came from the surrounding areas of Burrum, Raymangirr, Bunhanura and Balma, and from Galiwin’ku. Those from Galiwin’ku returned to their own country when they were not working but those from the surrounding areas stayed near the timber mill and established the Gapuwiyak community. In the 1970s the mission ended and Gapuwiyak became Aboriginal land under the Aboriginal Land Rights (Northern Territory) Act 1976. In 2008, Gapuwiyak become part of the East Arnhem Shire and the Shire took responsibility for local government for the community.

Location

Gapuwiyak is on the shore of Lake Evella in north-east Arnhem Land, about 1,000 km east of Darwin and 120 km west of Nhulunbuy. It is one of the Northern Territory’s easternmost settlements.

Population

The population of Gapuwiyak and its surrounds in 2006 was approximately 1,258, of which 1,208 were Indigenous (96 per cent). In 2006, 46 per cent of Gapuwiyak’s Indigenous population was younger than 20 years of age.

The Indigenous population of Gapuwiyak and its surrounds is projected to increase from 1,208 people in 2006 to 1,637 in 2026, an increase of 36 per cent. The number of Indigenous people aged 15 to 64 (the working age population) is projected to increase over this period from 782 people to 1,065 people. The greatest proportional increase is expected to be in the population of people aged 50 years and over, which is projected to more than double from 122 to 299, between 2006 and 2026.

The changing size and age composition of the Indigenous population of Gapuwiyak will increase the need for housing and employment opportunities, as well as aged care and health services.

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

Languages

Djambarrpuyngu (a dialect of Yolngu Matha) is the main language in Gapuwiyak, spoken by 76 per cent of people. Other languages include Ritharrngu and Dhalwangu.

Clan groups and families

The population is predominantly Yolngu, with people from 11 different Yolngu groups. Gapuwiyak was built on the land of the Gupapuyngu people but the dominant Yirritja moiety group is Dhalwangu.

Several First Nations groups live in Gapuwiyak. They are not the landowners but people who moved from their ancestral estates into the town area. They are Djarrwark, Dhalwanu, Djambarrpuynu Lunurrpuy, Djambarrpuynu, Durruyurrjturrwuy, Djambarrpuynu Garratawuy, Djapu, Liya-dhalinymirr, Liya-gawumirr, Daymil, Datiwuy, Ganalginu, Gälpu, Gupapuynu Birrkili, Gupapuynu Daygurrgurr, Marranu, Madarrpa, Munyuku, Ritharrnu, Wägilak, Warramiri and Wangurri.

There are 11 Yolngu groups in the community and homelands.

Within their moiety, people are further classified by whether they live on or near a beach (rangipuyngu) or inland (diltjipuyngu).

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Traditional Owners

The senior traditional owner for Gapuwiyak is Jimmy Marrkula.

Land Council

The Northern Land Council is the land council for Gapuwiyak. It has headquarters in Darwin and a regional office in Nhulunbuy. The Northern Land Council is responsible for matters under the Aboriginal Land Rights (Northern Territory) Act 1976. This includes:

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

All of Arnhem Land became an Aboriginal reserve in 1931.

The traditional owners have agreed in principle to proceed with 40-year whole-of-township leases. The Northern Land Council supports this.

Local Government

The East Arnhem Shire Council provides local government in Gapuwiyak. Gapuwiyak is in the Gumurr Miwatj Ward, which elects three of the 12 Shire Council members. The Shire headquarters are in Nhulunbuy and Darwin (which are both outside the Shire area) and it has a service delivery centre in Gapuwiyak.

The Shire consults local people through the Mala Leaders Group—the Local Board. This group meets monthly. It has organisational and secretarial support from the Government Business Manager, who mentors the chair of the Mala Leaders Group. The group is expanding to include a youth mentoring program and a strong women’s subgroup.

Mala Leaders Group

The Mala Leaders Group represents Gapuwiyak’s priorities to government for the Gapuwiyak Local Implementation Plan.

The group generally includes representatives of each of the 15 major clan groups in Gapuwiyak: Gupapuyngu/Birrgili, Dadiwuy, Djapu, Dhalwangu, Djambarrpuyngu (which has three subgroups), Madarrpa, Marrangu, Dhamalamirr, Galpu, GunbalGunbal, Djarrwark, Munyuku, Ridharrngu, Wangurri and Wagilag. Members either volunteered or were nominated by their clan group. The clan groups approved each member.

The Gapuwiyak Local Implementation Plan was formed through consultation between the Mala Leaders Group, the Indigenous Engagement Officer, the Government Business Manager and the Gapuwiyak community.

The Gapuwiyak Local Implementation Plan was formed through consultation between the Mala Leaders Group. the Indigenous enagagement officer, the governement business manager and the Gapuwiyak community

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Early Childhood Highlights

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

Community Strengths

• The community has a crèche.
• Anglicare, which delivers the Family Support Program in East Arnhem Land, has set up a Communities for Children Committee which represents local people from across the region.

Desired Community Outcomes

• Identify and train (including management training) more Yolgnu in early childhood education so that more Yolgnu can be employed in the crèche.
• Formalise the links between the crèche, health centre and school.
• Establish a parents’ committee including representatives from health, school and other interested people.
• Improve language development.
• Consider auspicing the crèche under the school to facilitate integrated learning pathways from childhood to adulthood.

Commitments

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

• Enhance the protection of children by developing minimum service standards for child protection and related services for Gapuwiyak. This will be developed by the Northern Territory Department of Health and Families and will include an agreed program to implement these standards.
• Upgrade the child care centre to meet national quality standards.
• Develop a coordinated and integrated child and family approach tailored to the Gapuwiyak and its surrounding service delivery area.

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

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Schooling Highlights

The Gapuwiyak School teaches students from Transition to Year 12. Several youth programs are working well through the school. The community is keen to see improvements in school attendance and achievement.

Community Strengths

• The school provides a library service to the community.
• The school has a nutrition program for healthy breakfasts and lunches. Some parents contribute to this with income-managed funds through Centrelink.

Desired Community Outcomes

• Increase school attendance and improve achievements.
• Engagement should be with each of the 13 clan groups.
• Construct a trade training centre in the community.
• Identify and deliver parenting programs that emphasise the importance of education for children.
• Complete installation of the Gapuwiyak training centre and identify a registered training organisation to run training courses.

Commitments

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

• Establish a School Attendance Working Group to develop a localised school attendance strategy that will engage across the 13 clan groups to increase school attendance and have young adults and parents returning to school.
• The community will encourage and support our children to go to school regularly.

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

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Health Highlights

The Gapuwiyak Health Centre provides medical and public health services and access to visiting doctors and specialists, through staff including Aboriginal health workers and visiting general practitioners.

The community is keen to get a renal care unit at the health centre.

Community Strengths

• Outreach programs include nutrition and physical activity: and maternal, under-five and school-age health.
• Screening services include Well Person’s checks, chronic disease checks and Well Women’s checks.
• Aged and disability care are provided through the Shire. A Meals on Wheels program delivers three times a week.

Desired Community Outcomes

• Build a renal care unit.
• Appropriate home and community care facilities, as services are currently being delivered out of the women’s centre, which is old and inadequate.
• Provide resident mental health services (acute and wellbeing).
• Establish a safe weight-training centre.
• Provide resident dental services or increase the frequency of visits by dentists from one to two days per week.

Commitments

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

• Assess the health centre’s clinical equipment needs.
• Develop a joint infrastructure plan for the delivery of primary health care services at Gapuwiyak.

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

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Healthy Homes Highlights

The community is keen to get new and improved housing in Gapuwiyak and to keep dogs under control.

Community strengths

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

Desired Community Outcomes

• New houses, refurbished houses and renovated houses.
• Fence all houses (not just those built under the Strategic Indigenous Housing and Infrastructure Program ones) to keep dogs under control, protect children and stop rubbish.
• Undertake extensive drainage works to ensure houses are not flooded during the wet season.
• Carry out pest control twice per annum.
• Introduce dog control.

Commitments

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

• Commence refurbishments, rebuilds and construction of new homes, subject to appropriate leasing.
• Establish a Healthy Homes Working Group that will identify and implement the type and timing of housing support that will be provided at Gapuwiyak.
• Assess fencing requirements and develop a fencing program.

Details of Gapuwiyak housing priorities and actions are in Schedule A

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Economic Participation Highlights

The community is keen to develop new business, training and employment opportunities.

Community Strengths

• Community Development Employment Projects, Job Services Australia and Centrelink services are functioning in the community.
• The community has funding to employ two Indigenous art workers.
• The Gapuwiyak Culture and Arts Centre has funding to help with its costs and a business mentor to make sure the centre can run smoothly.
• Two community people are involved in financial services training through the Traditional Credit Union.
• Ten Gapuwiyak people will receive pre-employment preparation, mentoring and an apprenticeship placement through Remote Apprenticeships in the Bush.
• Gapuwiyak Aged Care and the Arnhem Land Progress Association store provide literacy and numeracy training for Indigenous employees through the Workplace English Language and Literacy Program.

Desired Community Outcomes

• Improve communication between ITEC Employment, Centrelink, the Shire and the community to ensure positive outcomes for Community Development Employment Projects participants.
• Create more ‘real’ jobs by establishing a business learning centre staffed with qualified people who can help Yolgnu people establish their own micro and small businesses.
• Strengthen, support and provide further training to the Money Business program to ensure employees have the correct training and experience to deliver budgeting advice and education to Yolgnu people.
• Motor vehicle and driving training for youths.
• Increase the number and range of Community Development Employment Projects available.

Commitments

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

• Develop a proposal for a one-stop-shop for government services and other local businesses.
• The community will endeavour to achieve maximum participation in all government-funded training and development activities.

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

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Safe Communities Highlights

Gapuwiyak has a temporary police station with three police officers, assisted by a night patrol service.

The community is keen to improve facilities for youth.

Community Strengths

• A permanent police station is being built.

Desired Community Outcomes

• Youth centre incorporating cyclone shelter and music facility.
• Install more speed bumps, street lights, safety signs and pedestrian crossings.
• Multimedia centre (similar to the Mulka centre at Yirrikala).
• Reactivate Remote Indigenous Broadcasting Service (TV and radio) in order to make emergency announcements as well as communicate other important community information.
• Gift the current Operation Themis police station to the community to be used as a safe house following the construction of the permanent police station in 2010.

Commitments

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

• Establish Community Safety Working Party to work with community members to develop place based strategies that will address safety concerns.
• Stop people driving fast in the community by installing signs and crossings at important community locations.

Details of Gapuwiyak safety priorities and actions are in Schedule A.

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Governance and Leadership Highlights

The community is keen to enhance the skills and position of the Mala Leaders Group.

Community Strengths

• Gapuwiyak has two strong community governance and leadership groups: the Mala Leaders Group and the Arnhem Land Progress Association.
• The Mala Leaders are clan representatives who act as the Shire Local Board and government’s Local Reference Group and mentor emerging youth leaders.
• The Arnhem Land Progress Association is an association of retail enterprises across East Arnhem Land that provides community services to the region. These include funding for education away from home, funding for people to travel with their loved ones to hospital for treatment, credit advice for people buying cars and other expensive items, small business mentoring and health and nutrition strategy.

Desired Community Outcomes

• Provide literacy and numeracy training to the Mala Leaders Group.
• Provide governance and leadership training to the Mala Leaders Group.
• Government must take time to listen to the Mala Leaders.
• Pay sitting fees to Mala Leaders in recognition of their expertise, just as you would pay a consultant or board member of a company.
• Educate and mentor young people for future leadership roles.

Commitments

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

• Work with the community to develop an integrated and strategic program of community governance and leadership support that suits the needs of the men, women and youth of Gapuwiyak, including learning the ‘tricks of government’. Wherever possible training will be providedin the community.
• Undertake a research project to map the Gapuwiyak community governance arrangements and community engagement. The outcomes of this research will be considered and appropriate mechanisms of support for governance groups will be implemented.
• The Mala Leaders Group and the Regional Operations Centre will work in partnership to implement the Local Implementation Plan.

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

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

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Schedule A: Local Implementation Plan Priority Actions

Early Childhood

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

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

Strategy 1.1: Support parents to 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 child and family services tailored to the Gapuwiyak community and its surrounding service delivery area. This will be achieved through a whole-of-government approach across all levels of government, non-government organisations and the community to develop and implement an integrated service model. All program content will be inclusive of Indigenous culture and links to elders.	Lead - DET Supporting - DEEWR, LRG, EASC, Government Service Providers, DHF, NGOs, Community	Started	Review Oct-11
1.1.2	Establish a parents committee (including representatives from health).	Lead - DET Supporting - DHF, Community	ASAP	Review Oct-11
1.1.3	Continue the "Born to Read" program funded by the Family as First Teachers program, and expand to Family Literacy program to engage parents to provide pathways to school through the PACE program.	Lead - EASC Supporting - DET, DEEWR	Started	Jul-11
1.1.4	Establish Families as First Teachers—Indigenous Parenting Support Service (FaFT-IPSS) program. This place-based integrated universal services program includes early learning and parenting support strategies.	Lead - DET Supporting - FaHCSIA, DHF	Started	Dec-12
1.1.5	Implement LSP as part of FaFT-IPSS program.	Lead - DET Supporting - FaHCSIA	Started	Jun-12
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
1.1.6	Deliver Certificate III Community Services in the workplace through the FaFT-IPSS program for the local Indigenous FaFT Family Liaison Officers and Locational Supported Playgroup staff.	Lead - DET Supporting - FaHCSIA	Started	Dec-11

Priority 2: Adequate infrastructure to deliver early childhood programs.

Strategy 2.1: Plan infrastructure to meet service needs.

Action		Responsible Party	Start When	Finish When
2.1.1	Upgrade the child care centre to meet National Quality Standards. The upgrade to include space to run child and family programs. The Children and Family Centre will cater for childcare, crèche, parenting support and healthy living programs and a library service.	Lead - DEEWR Supporting - EASC, DET, DCI	Started	Review Oct-11

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Schedule A: Local Implementation Plan Priority Actions

Schooling

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

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

Strategy 1.1: Increase school attendance so that no child has more than three unexplained absences in a row and improve achievements.

Action		Responsible Party	Start When	Finish When
1.1.1	Establish a School Attendance Working Group to develop a localised school attendance strategy that will engage across the 13 clan groups to: increase school attendance and have young adults and parents returning to school.	Lead - DET Supporting - LRG, Community	Started	Feb-11
1.1.2	Introduce local cultural training for all teachers where available.	Lead - LRG Supporting - TOs, DBE, DET	Started	Review Oct-11
1.1.3	EASC to link access to after school, vacation and youth sport and recreation activities to school attendance.	Lead - EASC Supporting - NRETAS, DET, Community	Started	Review Jul-11
1.1.4	We will encourage and support our children to go to school regularly.	Lead - Community Supporting - DET	Feb- 11	Feb- 12

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

Strategy 2.1: Enhance services and infrastructure to meet education needs.

Action		Responsible Party	Start When	Finish When
2.1.1	Establish current assistant principal as a co-principal role.	Lead – DET	Started	Update - Feb-11
2.1.2	Implement strategies to attract and retain experienced teachers.	Lead – DET	Started	Update - Feb-11
2.1.3	Ensure all parents are making a financial contribution to the School Nutrition program.	Lead - DEEWR Supporting - DET, Centrelink, Community	Started	Jul-11
2.1.4	Complete training centre and identify a registered training organisation to run courses.	Lead – EASC / Laynhapuy Supporting - DEEWR, DET	Started	Update - Feb-11
2.1.5	Develop a funding application for a trade training centre.	Lead – DET, DEEWR	Started	Update - Feb-11

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Schedule A: Local Implementation Plan Priority Actions

Health

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

Priority 1: Gapuwiyak people take personal responsibility for their health.

Strategy 1.1: Comprehensive primary health services are available at Gapuwiyak.

Action		Responsible Party	Start When	Finish When
1.1.1	Review the Oral Health Program to seek opportunities for service improvement and if appropriate, develop a fluoridation program.	Lead for Oral Health Program - DHF Lead for fluoridation - DHLGRS	Started	Review - Oct-11
1.1.2	Develop a mental health program that will be incorporated into the Gapuwiyak Primary Health Care Plan.	Lead – DHF Supporting – DoHA	Started	Mar-11
1.1.3	Assess the health centre clinical equipment needs.	Lead - DHF	Started	Feb-11
1.1.4	Develop joint infrastructure plan for the delivery of primary health care services at Gapuwiyak.	Lead - DHF - Supporting - DoHA	Started	Feb-11
1.1.5	Assess staff housing needs.	Lead – DHLGRS Supporting – DHF	Started	Dec-10

 

Priority 2: All the old people are properly cared for.

Strategy 2.1: Plan infrastructure to meet aged care service delivery needs.

Action		Responsible Party	Start When	Finish When
2.1.1	DoHA will conduct a model of service review that will inform further aged care and disability service and facility development.	Lead – DoHA Supporting – DHF, Shire	Started	Dec–10

 

Priority 3: The people of Gapuwiyak will actively encourage and support family members to stop smoking.

Strategy 3.1: Develop local strategies that will reduce the levels of smoking.

Action		Responsible Party	Start When	Finish When
3.1.1	Have the store stock nicotine abatement products.	Lead – DHF Supporting – LRG, Shop Management	Oct-10	Oct-10
3.1.2	Stop people from smoking inside our homes, in cars and other enclosed areas.	Lead – LRG, Community Supporting –DHF , EASC	Oct-10	Oct-10
3.1.3	Declare playgrounds, schools and government buildings and grounds smoke free areas.	Lead – LRG Supporting – DHF, Community, EASC	Oct-10	Oct-10

Priority 4: Gapuwiyak people access programs and services that promote healthy lifestyle and prevent illness.

Strategy 4.1: Plan infrastructure to meet sport and recreation needs.

Action		Responsible Party	Start When	Finish When
4.1.1	Develop a simpler, streamlined and integrated approach to youth, sport, recreation and related services. The approach will enable a range of activities that addresses gender and age group requirements.	Lead – NRETAS Supporting – EASC, FaHCSIA, DoHA, DHF	Started	Review Oct-11
4.1.2	Develop proposal for the expansion of the existing recreation hall to include youth drop in centre, sports, women and playgroups, cyclone shelter and toilets including scoping and costing.	Lead – LRG, Community Supporting –DHF , EASC	From date of agreement	June -11
4.1.3	Commence Saturday morning football competition for young people.	Lead – LRG Supporting – DHF, Community, EASC	ASAP	Review Oct-11

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Healthy Homes

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

Priority 1: We have enough homes to reduce overcrowding.

Strategy 1.1: Strategic Indigenous Housing Infrastructure Program commences in 2010.

Action		Responsible Party	Start When	Finish When
1.1.1	Finalise the housing precinct lease.	Lead – NLC, DHLGRS Supporting – Community		Complete
1.1.2	Provide advice on number of new houses, refurbishments and rebuilds.	Lead - DHLGRS	Pending leases	Dec-13
1.1.3	Commence refurbishments, rebuilds and construction of new homes.	Lead - DHLGRS	Pending leases	Dec-13

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

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

Action		Responsible Party	Start When	Finish When
2.1.1	Provide training and support to Gapuwiyak people to assist with maintaining their homes, such as budgeting, home care (cleaning, minor repairs), life skills (cooking, nutrition, safe food storage).	Lead – DHLGRS Supporting – LRG, Centrelink, DHF, DET, Shire	Dec-10	Dec–13
2.1.2	Assess fencing requirements and develop a fencing program.	Lead – DHLGRS Supporting – LRG, Centrelink, DHF, DET, Shire	Started	Jun-10

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Schedule A: Local Implementation Plan Priority Actions

Economic Participation

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

Priority 1: The town of Gapuwiyak becomes the service hub for the surrounding areas.

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

Action		Responsible Party	Start When	Finish When
1.1.1	Develop a proposal for a Government and Business Service Centre at Gapuwiyak including confirmation of office requirements for respective Government service providers. A range of services may be provided from this building and options will be considered for local organisations to build and own the shopfront with long-term tenancy.	Lead – DBE Supporting – RTEED, EASC, Community	Started	Dec-10
1.1.2	EASC to establish a joint venture enterprise with local Aboriginal Corporation under a Build, Own, Operate, Transfer and Support (BOOTS) scheme and develop business plan (as detailed above): Aboriginal Corporation joint venture to apply for loan funding to build the facility; Aboriginal Corporation to tender for contract to build and operate Government and Business Service Centre.	Lead – EASC Supporting – RTEED	Dec-10	Feb-11
1.1.3	Provide business support and mentoring provided to individuals and groups wanting to start a viable business.	Lead – DHLGRS, Tourism NT (for tourism specific businesses) Supporting – RTEED	Started	Review Date
1.1.4	Facilitate workshops in partnership with shires 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
1.1.5	Provide motor vehicle and driver training.	Lead – DLP	Started	Jun-11
1.1.6	The barge landing will be upgraded at Gapuwiyak to improve freight handling at coastal barge landings including better storage of goods so freight can be unloaded at any time during the day and night and to better protect goods during the wet season.	Lead – DLP Supporting – DCI, Capital Working Group	Jun-11	Jun-12
1.1.7	Upgrade stream crossings at Goyder River, Donydji Creek and Mainoru Creek and targeted pavement upgrades.	Lead – DLP Supporting – DCI, Capital Working Group	Started	Jun-12
1.1.8	Develop a proposal for the Shire to provide three tiers of support that could be provided on a cost neutral basis for: administration support to current or new Indigenous businesses; Business development support, including business planning, marketing and operational advice; The establishment of joint community shire enterprises, under a BOOTS model and, where there is a gap in current Indigenous business capacity.	Lead - EASC Supporting- DHLGRS	Started	Review - Dec-10
1.1.9	Complete a detailed road survey and prepare funding submission to upgrade and seal roads.	Lead – DHLGRS (Submission) Supporting – DLP (Survey), EASC	Started	Dec-10
1.1.10	In close coordination with the current rollout of E-health and on-line education initiatives, develop an integrated ICT strategy that covers infrastructure requirements; deployment of equipment; use of new technologies by government agencies and; access to ICT services by businesses, NGOs and local people.	Lead – DBE Supporting – RTEED	Oct–10	Ongoing
1.1.11	Explore partnership opportunities in the private sector, with a particular emphasis on building formal links with industries operating in the region. These partnerships could include (but not be limited to) training, employment, infrastructure and community development.	Lead – DBE Supporting – RTEED	Oct-10	Apr-11
1.1.12	Government agency staff working in Gapuwiyak undertake locally delivered cross cultural training when available.	All Government	Started	Ongoing
1.1.13	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

Priority 2: Town develops in an orderly manner with appropriate process.

Strategy 2.1: Develop a town plan.

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	End 2011
2.1.2	Develop Town Centre Urban Design plan including community transport strategies.	Lead – DLP Supporting – DCI, EASC	Started	Jun-11

 

Priority 3: Gapuwiyak and surrounding region can access a mortuary service.

Strategy 3.1: Establish a local mortuary facility at Gapuwiyak

Action		Responsible Party	Start When	Finish When
3.1.1	Look at feasibility and options for building and operating a mortuary as a subsidised Gapuwiyak business.	Lead – DBE Supporting – Community, RTEED	Started	2010 Dec

Priority 4: All capable Gapuwiyak adults have the opportunity to engage in meaningful work.

Strategy 4.1: People are ready to work.

Action		Responsible Party	Start When	Finish When
4.1.1	Jobs, training or further education offers guarantee for all NTCET graduates living in Gapuwiyak, through an organised transition to work program.	Lead - DBE , DET Supporting – All Agencies, RTEED, RGSC	Started	Review Oct-11
4.1.2	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 – RTEED, EASC, All Government Agencies	Jul–12	Jun–13
4.1.3	Government will work together to define and support employment pathways for people employed in SIHIP after program completion.	Lead – DHLGRS Supporting – RTEED	Started	Review - Oct-11
4.1.4	Job Services Australian (ITEC) and CDEP providers develop useful work experience activities that meet local needs.	Lead – DEEWR, FaHCSIA Supporting – JSA (ITEC), CDEP (EASC)	Started	Jul–12
4.1.5	Participation in training and development activities paid for by government will be maximised surpassing minimum participation rates.	Lead – Community Supporting – RTEED	Oct-10	Review - Jun-11
4.1.6	Newstart Allowance recipients will meet their allowance obligations, measured by an increase in the number of people taking up job-readiness programs.	Lead – Community Supporting – Centrelink	Oct-10	Review - Jun-11
4.1.7	Government Contracts: All procurement processes undertaken in remote areas will optimise opportunities in Indigenous employment and enterprise development.	Lead – DBE Supporting – RTEED, All Agencies	Started	Ongoing

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Schedule A: Local Implementation Plan Priority Actions

Safe Communities

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

Priority 1: Gapuwiyak people are safe from violence, abuse and neglect.

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

Action		Responsible Party	Start When	Finish When
1.1.1	Establish Community Safety Working Party to work with community members to develop place based strategies that will address safety concerns. The Gapuwiyak community have noted the following to be considered as part of the safety plan: Child Protection and Welfare; Alcohol management and drug reductions.	Lead – DoJ Supporting – NTPFES, DHF, FaHCSIA, AGD, DLP, LGANT	Oct–10	Ongoing
1.1.2	Progress housing to enable the employment of Aboriginal Community Police Officers.	Lead – NTPFES Supporting – DHLGRS, Community	Started	Review Oct-11
1.1.3	Gift current Themis Station to use as a Safe House.	Lead – NTPFES	Started	Review Oct-11
1.1.4	Minimum service standards for child protection and related services will be developed in Gapuwiyak including an agreed program to implement these standards.	Lead - DHF Supporting - LRG	Started	Review Oct-11
1.2.1	Stop people driving fast in the community by installing signs and crossing at important community locations (eg. school, health centre, store and sporting facilities), with a 40km/h speed limit. Shire to apply for funds to conduct traffic management plan and carry out required work.	Lead – EASC Supporting – NTPFES, Community, DLP	Date of agreement	Dec-11
1.2.2	Develop a regional Animal Management Welfare and Control/Environmental Health (AMCEH) Program, including the funding of employment of local Indigenous people as AWCEH Officers, operational costs, and regional coordination.	Lead – EASC Supporting – FaHCSIA, AMRRIC	Started	Review Oct-11
1.2.3	Establish and support NT Emergency Service volunteer units capable of reacting to known hazards for the community.	Lead – NTPFES Supporting - EASC	Started	Review Oct-11
1.2.4	Maintain an all-hazard response plan for Gapuwiyak and review or establish specific hazard response plans for the community (e.g. Cyclone Plan) as necessary. This will include ensuring adequate community education and preparedness (including public shelters where necessary) for known hazards.	Lead – NTPFES Supporting - EASC	Started	Review Oct-11

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Schedule A: Local Implementation Plan Priority Actions

Governance and Leadership

Governance and Leadership	Progress Output Indicators
	Number of registered organisations under ORIC and NT Associations Act

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

Strategy 1.1: Enhance and improve local people’s decision making practises and capabilities.

Action		Responsible Party	Start When	Finish When
1.1.1	Elected members of EASC will receive professional development to enable them to better understand and undertake their roles.	Lead – EASC Supporting – LGANT, FaHCSIA	Started	Jun-11
1.1.2	Undertake a research project to map the Gapuwiyak community governance arrangements and community engagement. The outcomes of this research will be considered and appropriate mechanisms of support for governance groups will be implemented.	Lead – DHLGRS Supporting – ROC	Oct–10	Mar-11
1.1.3	Develop and implement a system through which meetings and consultations are coordinated, streamlined and encourage community input.	Lead - ROC, LRG	Started	Review Jun-11

Strategy 1.2: Develop governance and leadership capacity for the next generation of Mala leaders.

Action		Responsible Party	Start When	Finish When
1.2.1	Work with the community to develop an integrated and strategic program of community governance and leadership support that suits the needs of the men, women and youth of Gapuwiyak, including learning the 'tricks of government'. Wherever possible training will be provided on community.	Lead – FaHCSIA	Started	Review Jun-11
1.2.2	Fund the East Arnhem Shire Council for RIBS services and for supervision of RIBS operators.	Lead – Office of the Arts, PM&C Supporting – EASC	Started	Jun-11
1.2.3	Align the LRG and EASC LAB to support coherent and coordinated consultation with the community. 1.2.3.1 All levels of Government recognise the role of the LRG/LAB for coordinated consultation.	Lead – ROC Supporting – EASC, AG and NTG Agencies	Started	Review Jun-11

Strategy 1.3: The GBM and the ROC will support the LRG to monitor the progress and timelines of the Gapuwiyak Local Implementation Plan.

Action		Responsible Party	Start When	Finish When
1.1.1	The Gapuwiyak LRG, EASC and the ROC will work in partnership to progress Local Implementation Plan actions and report back to government.	Lead – Community Supporting – ROC, EASC	From date of agreement	Jun-14

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Schedule B: Baseline Mapping Report Snapshot

The Gapuwiyak Baseline Mapping Report provides information about the people, services and infrastructure in Gapuwiyak 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 Gapuwiyak 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 Gapuwiyak 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 Gapuwiyak in these key areas.

Early Childhood

• Of the all births in the East Arnhem Balance Statistical Local Area (which includes Gapuwiyak, Galiwin’ku, Yirrkala, Milingimbi and Ramingining) from 2004-08, 22.4 per cent (204 births) were to teenage mothers aged 15 to 19. Births to mothers aged 20-24 comprised 35.8 per cent of all births(326 births).
• Since peaking in 2003 at 41 children, preschool enrolments at Gapuwiyak School almost halved by 2008. In 2009, enrolment increased to 35 children, greater than in 2001 (30 children). As the 2006 census shows the zero to four year old Indigenous population to have been 136, this data indicates a very low enrolment rate.
• The number and proportion of low, normal and high birth weight Indigenous babies in Gapuwiyak 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 Gapuwiyak 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, 175 students were enrolled in Gapuwiyak School from transition to Year 6, and 85 were enrolled from Year 7 to Year 12. The 2006 census shows the school-aged Indigenous population (ages five to 14) to have been 263.
• Since 2001, the average yearly attendance rate at Gapuwiyak School has fluctuated mostly between 50 and 60 per cent. After a peak of 66 per cent in 2008, the attendance rate dropped to 59 per cent in 2009, similar to the attendance rate in 2001 (60 per cent).
• On average, participation in the National Assessment Program—Literacy and Numeracy (NAPLAN) has mostly increased between 2008 and 2009. For example, there was a 39 per cent increase in Year 3 participants in the reading assessment, and a 28 per cent increase in Year 5 participation in the assessment for numeracy.
• Overall NAPLAN results in 2009 indicate that students are achieving below the national minimum standard in most subjects. For example, 28 per cent of Year 3 participants and 11 per cent of Year 9 participants achieved at or above the national minimum standard for reading (with five per cent of Year 3 and 25 percent of Year 9 not participating). When assessed for numeracy, seven per cent of Year 5 students achieved at or above the national minimum standard (noting five per cent did not participate). However, 71 per cent of Year 9 participants achieved at or above the standard (noting 42 per cent did not participate).
• More information on NAPLAN results is available online at www.myschool.edu.au.

Health

• More information on NAPLAN results is available online at www.myschool.edu.au.
• Children aged seven to 12 years old have an average of 2.6 permanent teeth affected by decay. Decay experience in permanent teeth is between 3.5 and 7.0 times the Northern Territory average and between 2.4 and 5.4 times the Australian average depending on age.
• In 2008-09 there were a reported 47 Home and Community Care clients in Gapuwiyak, all of whom were Indigenous.
• In 2009-10 the Aged and Disability Program reported 25 open cases, 20 referrals and four closed cases. Open cases are those cases being actively managed by a disability coordinator.

Healthy Homes

• In 2009, there were 78 residential dwellings inGapuwiyak, providing 233 bedrooms. This resultedin an average of 4.33 people per bedroom. Eighty six per cent of Gapuwiyak households are considered to be overcrowded.
• Twenty five of the assessed dwellings were deemed in need of refurbishment, and 15 were deemed in need of significant capital expenditure.
• Between 2003-04 and 2007-08, Indigenous people in the East Arnhem Balance Statistical Local Area (which includes Gapuwiyak, Galiwin’ku, Yirrkala, Milingimbi and Ramingining) were hospitalised for diseases associated with poor environmental health at a rate of 29.2 per 1,000.

Healthy Homes

• An employment survey was undertaken in 2009 in Gapuwiyak. Of the 156 employed people, 113 were Indigenous—37 people were employed full-time, 43 were part-time, 16 were casual and 96 held Community Development Employment Projects positions.
• At the time of the survey 67 Indigenous people were employed in the public sector (37 full-time, 28 part-time and two casual) and 29 were employed in the private sector (15 part-time and 14 casual).
• Ninety seven per cent of income support recipients were of workforce age (15–64 years of age). Fifty nine per cent of all income support recipients were female.
• Approximately 53 per cent of main income support recipients (148 people) received Newstart Allowance and seven per cent (24 people) received Youth Allowance. Between June 2008 and June 2009, there was an overall reduction in the number of income support recipients. However, the number of Disability Support Pension recipients increased by 60 per cent (13 people).
• Thirteen per cent of the 208.4 km of roads surveyed in and around Gapuwiyak were found to be in good condition, 33 per cent were found to be in fair condition, and 54 per cent were found to be in poor condition.

Safe Communities

• From 2006–07 to 2008–09, a total of 148 offences were recorded in Gapuwiyak. The data shows that the number of offences recorded increased by more than 200% from 2006-07 to 2008-09 (in the context of a relatively small number of offences recorded).
• There was no discernible change in the types of offences committed with the exception of an increase in public order offences in 2008–09. Seventeen offences in the ‘other’ offences category during the period were criminal damage (41 per cent) and 15 were domestic disturbances (37 per cent).
• Overall, 22 per cent of offences were alcohol related. Police considered alcohol to be a contributing factor in 53 per cent of public order offences and 71 per cent of illicit drug offences.
• Five per cent of all offences in Gapuwiyak (seven offences) were considered by police to be drug or substance abuse related. Most were illicit drugs offences.
• Twenty six offences (18 per cent of the total) were domestic or family violence related. Eighty three per cent of justice procedure offences (usually breaches of anti-violence orders) and 33 per cent of offences against the person were domestic or family violence related.

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Schedule C: Summary of Community Engagement

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

Consultation with the Local Reference Group

The Mala Leaders Group in Gapuwiyak is the key community group for engagement in the Local Implementation Plan process.

The Mala Leaders generally comprise of representatives from each of the 15 major clan groups. Members either self- selected or were nominated by their clan group. In each case the clan groups were consulted to ensure their support for the nomination.

Attendance levels vary and are influenced by other community business such as funerals, travel to homelands and work commitments. Each clan identified two to six well-recognised people to speak on behalf of and represent their clan on an interchanging basis. All consider themselves to be full members of the Mala Leaders Group. There has been good representation from each of the clan groups at Mala Leaders meetings regarding the Local Implementation Plan.

While the Mala Leaders are a general representation of the community, representation of women and youth has been a challenge. The Government Business Manager and Indigenous Engagement Officer held a meeting with approximately 15 young people to encourage more youth representatives in the Mala Leaders Group. Mala Leaders have agreed that one young person from each clan group should ‘shadow’ the Mala leaders to ensure greater community representation and to facilitate succession planning. Additionally, several senior women in the community have expressed an interest in forming a ‘Strong Women’s Group’.

Local Reference Group members

The Mala Leaders Group members are: Paul Marrkula, Jimmy Marrkula, Peter Gigirri, Peter Mungurrwarriwuy, Bobby Wunungmurra, Trudy Wunungmurra, Donald Wunungmurra, Jennifer Wunungmurra, Alfred Wanambi, Sophia Wanambi, Djingawuy Wanambi, Robert Dhagapan, Chris Dhagapan, Michael Yawuyndjurr, William Marawili, Sally Munungurr, Wapit Munungurr, Davis Marrawangu, Daniel Guyula, Linda Guyula, Helen Guyula, Edmund Guyla (Henson), Damien Guyula, Kenny Dhamarrandji, Lisa Ngurruwuthun, Teresa Ngurruwuthun, Timothy Ngurruwuthun, Peter Manyugu Ganambarr, Dorothy Ganambarr, Lucy Armstrong, Peter Ganbuya, John Munyarryun and Budha Munyarryun.

Consultations with community members

The Indigenous Engagement Officer and Government Business Manager held multiple consultations with individual community members and family groups who contributed to the prioritising of the Local Implementation Plan.

Consultations with service providers and governance structures

The Mala Leaders Group includes representation from a range of service providers and stakeholders, and from individuals whose expertise spans the interests of each of the seven Council of Australian Governments building blocks. Additionally, representatives and employees from the school, health centre, the East Arnhem Shire Council, the store, the police, the women’s centre and home and community care were invited to each of the Mala Leaders meetings to consult on the Local Implementation Plan.

Engagement

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

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

• The source document listing all of the desired community outcomes supplied by the Local Reference Group is available from the Government Business Manager and will be used to inform future versions of and updates to the Local Implementation Plan.
• Community posters and fact sheets about Closing the Gap, Remote Service Delivery and the Local Implementation Plan have been developed and presented to the Mala Leaders 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 will commence production in Gapuwiyak to profile a local initiative and how it contributes to Closing the Gap.
• A photographer visited Gapuwiyak in June 2010 and the photographs will be used by the Regional Operations Centre to create distinctive Gapuwiyak engagement materials.

Capacity-building

The Mala Leaders Group has been supported in its capacity-building by the Single Government Interface and the Regional Operations Centre. On 18 February 2010, the Regional Operations Centre convened an in-community Visioning Forum for the Mala Leaders Group facilitated by an experienced Indigenous facilitator. The Visioning Forum explored government’s vision in Closing the Gap and Remote Service Delivery, and the Gapuwiyak community’s vision through a Local Implementation Plan. The community’s desired outcomes were presented for prioritisation. Over a series of in-community meetings between the Gapuwiyak Mala Leaders Group, the Single Government Interface and the Regional Operations Centre, priorities under each building block were finalised and negotiated with government.

Members of the Mala Leaders Group also participated in a regional Remote Service Delivery Governance and Leadership Workshop held in Katherine on 22-23 April 2010. The workshop focused on building the capacity of current and emerging local leadership in the areas of: Western concepts of visions and goal setting; how to work with governments; the local implementation process; community accountability; sharing stories of local leadership; and democratic governance.

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