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 Milingimbi and governments.

Introduction

Welcome to Country

Closing the Gap in Milingimbi

Closing the Gap Building Blocks

Milingimbi’s Partnership with Government

Local Implementation Plan Process

How the Plan Developed

About Milingimbi

History

Location

Population

Languages

Clan Groups

Traditional Owners

Land Council

Local Government

Local Reference Group

Early Childhood

Schooling

Health

Healthy Homes

Economic Participation

Safe Communities

Governance and Leadership

Schedule A: Milingimbi Priorities, Strategies and Actions

Schedule B: Baseline Mapping Summary

Schedule C: Summary of Community Engagement

Welcome to Country

Welcome, we are members of this community and the Local Reference Group of Milingimbi.We begin by paying our respects to the Traditional Owners, Elders and Mala Leaders and the forefathers of our land and the Yolngu people.We welcome you to our country and acknowledge the mutual trust and respect that exists between Yolngu people and the partners to this agreement.

Yolngu people of Milingimbi have worked hard with all levels of government to make this Plan. We have had many meetings and negotiations, and have participated in workshops that have bought us to an agreement that can be honoured by each partner in the spirit of community and oneness through our signature. Through this plan, our people will work with government to create one community that is healthy to live in and that provides opportunities for our children.

We have made priorities for our community to make it a better place to live and grow. Through our signatures, we the people of Milingimbi and other partners fully commit to the details of this plan and each will work hard to ensure we can all meet our commitments. We agree to review this plan at a time we both agree, but at a time not exceeding more than two years.

We the Yolngu people of Milingimbi are proud to sign this plan and to work together with government to make Milingimbi a better place to live.

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Closing the Gap in Closing the gap in Milingimbi

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.

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

Transforming Milingimbi 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 Milingimbi 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	Building Blocks	Achieving COAG Targets
Ensure all Indigenous four-year-olds in remote communities have access to early childhood education within five years. Halve the gap for Indigenous students in reading, writing and numeracy within a decade. Close the gap in life expectancy within a generation.
	Early Childhood	For an equal start in life, Indigenous children need early learning, development and socialisation opportunities. Access to high-quality early childhood education and care services—including preschool, child care and family support services such as parenting programs—is critical. Facilities and infrastructure, a sustainable early childhood education and health workforce, learning frameworks and opportunities for parental engagement are also important and require attention. Action on maternal, antenatal and early childhood health will help close the gap in child mortality as well as in early childhood development.
	Schooling	Education is the key to future opportunity. Schooling that responds to Indigenous education priorities requires attention to infrastructure, teacher and school leader supply and quality, curriculum, student literacy and numeracy achievement, opportunities for parental engagement, and school–community partnerships. Transition pathways into schooling and into work, and post-school education and training are also important. So are lifelong learning and the development of adult literacy and numeracy skills.
	Health	Access to effective, comprehensive primary and preventative health care is essential to improving Indigenous Australians’ health and life expectancy and reducing excess mortality from chronic disease. All health services play an important role in providing Indigenous people with access to effective health care. These services need to be responsive to government and community health priorities and accountable for achieving them. Closing the Indigenous health gap requires intense efforts in preventing, managing and treating chronic disease. Indigenous children and their parents need to use programs and services that promote healthy lifestyles.

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COAG Targets	Building Blocks	Achieving COAG Targets
Halve the gap in mortality rates for Indigenous children under five within a decade. Halve the gap in employment between Indigenous and non-Indigenous Australians within a decade. Halve the gap for Indigenous students in rates of Year 12 or equivalent attainment by 2020.
	Healthy 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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Milingimbi’s Partnership with Government

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

Local Reference Group

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

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

With support from the Indigenous Engagement Officer and the Government Business Manager, the Milingimbi Local Reference Group consulted traditional owners and sought their agreement on the various community issues in the plan.

Indigenous Engagement Officer and Government Business Manager

The Indigenous Engagement Officer and the Government Business Manager support the Milingimbi Local Reference Group and the Local Implementation Plan process. They work with both the Northern Territory and Australian Governments, as well as having strong connections with the Shire Council. They both live and work in Milingimbi.

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 Milingimbi Local Reference Group to report on Local Implementation Plan progress to the Government Business Manager.

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

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

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

Schedule C details which groups were consulted and engaged with to develop the Milingimbi 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 Milingimbi 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.

Milingimbi’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.

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 Milingimbi community and are committed to working in partnership with the East Arnhem Shire Council to implement the Milingimbi Local Implementation Plan.

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Milingimbi Local Implementation Plan Process

How the plan developed

The Milingimbi Local Reference Group was established to set priorities to improve the quality of life in its community. The Milingimbi Local Reference Group was introduced to Local Implementation Planning at a local Visioning Forum convened by the Regional Operations Centre. Following this workshop, the Milingimbi Local Reference Group established a comprehensive list of community priorities under each building block. To do this it took suggestions from community people, traditional owners and senior elders with support from the Indigenous Engagement Officer and the Government Business Manager.

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

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

Start and finish dates

This iteration of the Milingimbi 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 Milingimbi Local Reference Group and ensure it has the information it needs to implement the plan.

Government agencies and the shires will:

• report regularly to the Regional Operations Centre on progress against committed actions in the plan, and
• consult with the Regional Operations Centre on details of the plan’s actions that evolve after the plan is agreed upon.

Supported by the Single Government Interface and the Regional Operations Centre, the Milingimbi 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 Milingimbi Local Implementation Plan is a living, evolving document that can respond to the changing needs, gaps and priorities for Milingimbi. 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 Milingimbi Local Reference Group through the Government Business Manager regarding progress on the ground. The Regional Operations Centre will provide a regular general report, based on the community and agency progress reports, to the Board of Management.

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

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

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

Addressing issues with plan progress

Any member of the Milingimbi Local Reference Group may raise an issue on behalf of the people they represent.

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

Milingimbi’s Indigenous Engagement Officer and Government Business Manager, with support from the Regional Operations Centre, are there to help the Milingimbi Local Reference Group get its issues dealt with.

This is the formal process for dealing with issues with plan progress:

• A community member or group puts the issue in writing or tells it to a member of the Milingimbi Local Reference Group, which discusses the issue as a priority.
• The Milingimbi Local Reference Group raises the issue to the Regional Operations Centre through the Government Business Manager’s monthly progress report.
• The Regional Operations Centre works with the relevant government agency to address the issue, and reports the issue to the Board of Management if necessary. The Regional Operations Centre will let the Milingimbi Local Reference Group know what is being done.

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

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About Milingimbi

History

Aboriginal people have occupied this area for more than 40,000 years. Milingimbi was established in 1923 by the Methodist Overseas Mission. It was bombed during World War II, forcing most of the island’s residents to move to Elcho Island and the mainland. Milingimbi then became an air force base. The missionaries returned in 1951, re-established the town and opened a school. They respected traditional culture, so Aboriginal customary religion and Christianity easily co-exist in the community.

The church continued to run Milingimbi until 1974. In the mid-1970s the government transferred responsibility for administration to Milingimbi Community Incorporated, which provided local government to the community. In 2008 Milingimbi became part of the East Arnhem Shire Council and the shire took over local government.

Location

Milingimbi Island is part of the Crocodile Island Group in the Arafura Sea. It is approximately half a kilometre off the north coast of Central Arnhem Land, approximately 440 km east of Darwin and 200 km west of Nhulunbuy.

Population

The population of Milingimbi and its surrounds in 2006 was approximately 1,141, of which 1,086 were Indigenous (95 per cent). In 2006, 33 per cent of Milingimbi’s Indigenous population was younger than 20 years of age. This is substantially less than the proportion of the national Indigenous population that was aged under 20 (48 per cent).

The Indigenous population of Milingimbi and its surrounds is projected to grow from 1,086 in 2006 to 1,506 in 2026, an increase of 39 per cent. The number of Indigenous people aged between 15 and 64 (the working age population) is projected to grow from 665 people to 977 people over the same period–an increase of 47 per cent. A large increase is expected to be in the number of people aged 50 years and over, which is projected to increase from 99 people to 249 people from 2006 to 2026.

The growing size and ageing Milingimbi population 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

Milingimbi people are the Yolngu (‘Aboriginal person’), a group of intermarrying clans who live in Milingimbi, Yirrkala and Galiwin’ku and speak a dialect of one of a number of closely related languages.

Clan Groups

Milingimbi is organised into five camps of people who have moved from ancestral estates into the town area. The island has four ancestral estates. Traditional governance of Milingimbi is complicated, as the island is inhabited by over 21 clan groups.

Together Yolngu clans formed a social system of religious organisation that differs from neighbouring systems. In Yolngu belief, the landscape is inhabited by the dispersed bodies and powers of wangarr (totemic ancestors) along with traces of their activities and their names.

Traditional Owners

Traditional ownership is complex in Milingimbi. The community is organised into five camps of people who are not traditional owners but have moved from ancestral estates into the town area.

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Land Council

The Northern Land Council, based in Darwin and with a regional office in Nhulunbuy, is the land council to the community. Working with the Traditional Owners and Custodians of Milingimbi Lands group, it is responsible for matters under the Aboriginal Land Rights (Northern Territory) Act 1976. This includes:

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

Milingimbi is the only place in the Northern Territory where a ‘sea closure’ applies under the Aboriginal Land Rights (Northern Territory) Act. This closure extends seawards around Milingimbi for 2 km from the mean low water mark, and prohibits non-Aboriginal people from entering and remaining in the area without permission.

There is an in-principle agreement in Milingimbi, endorsed by the Northern Land Council and Traditional Owners and elders, to proceed with 40-year whole-of-township leases.

Local Government

The East Arnhem Shire Council provides local government in Milingimbi, which is in the Shire’s Gumurr Gatjirrk Ward. The Gumurr Gatjirrk Ward 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 Milingimbi

The shire consults community members through the local councillor and the recently formed Local Board. There are 10 board members—two from each of the five camps.

Local Reference Group

The Milingimbi Local Reference Group has approximately 35 members. They include Mala leaders, people from each of the five camps, and representatives of the church, the health centre, the school and the Shire.

The Milingimbi Local Implementation Plan was formed through a collaborative effort between the Milingimbi Local Reference Group, the Indigenous Engagement Officer, the Government Business Manager, community camps and the Milingimbi 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 encourage parental involvement in early childhood activity programs.

Community Strengths

• The community has a playgroup.
• The Mothers and Babies Group meets once a week to monitor the health and progress of underweight babies.
• The Milingimbi Health Centre provides baby health clinics and has a visiting obstetrician and paediatrician.

Desired Community Outcomes

 

• Parents must be involved in children’s activity programs.
• The locally supported playgroup and Families as First Teachers programs should continue beyond current funding.
• The funding for both of the above programs should be extended to provide participating children with a healthy meal.

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 Milingimbi that will include an agreed program to implement these standards.
• Parents start teaching their children at an early age though the Family as First Teachers Indigenous Parenting Support service.
• Extend the funding for Locational Supported Play group and Family as First Teachers to provide participating children with a healthy meal.

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

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Schooling Highlights

The Milingimbi School provides preschool, primary and secondary school education to students through to Year 12.

The community is keen to improve school attendance and increase opportunities for adult learning.

Community Strengths

 

• The school nutrition plan provides healthy morning tea and lunch.
• The school works in partnership with the Milingimbi Library and Knowledge Centre.
• The school has a strong operational plan based on the Remote Learning Partnership Agreement, and the school’s response to the National Education Agreement, and National Indigenous Reform Agreement outcomes.

Desired Community Outcomes

• All school-age children must attend school.
• Increase opportunities for adult learning and catching up on studies.
• Children who don’t attend school should not be served at the shop nor play organised sports.
• Provide a wider choice of after-school sporting activities for girls generally and for children in the six to12 year age range in particular.

Commitments

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

• Review the School Partnership Agreement and develop local strategy to increase school attendance.
• Job seekers to access the Language, Literacy and Numeracy Program to improve participants’ language, literacy and/or numeracy.

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

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Health Highlights

The community is keen to have more frequent visiting health services and more Indigenous health workers.

Community Strengths

• The health centre has a new ‘self-care’ dialysis centre for patients.

Desired Community Outcomes

 

• More visits by the dentist, mental health staff and other allied health professionals.
• Increase the number of and provide professional training for Indigenous staff.
• Recruit staff on a long-term basis or at least commit to permanent staffing.
• Milingimbi be resourced for electronic patient records.
• Reduce smoking.

Commitments

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

• Put in place strategies to attract and retain long-term staff.
• Undertake annual Work Partnership Plans with all staff and have agreed professional development aligned to those plans.
• Install an electronic health patient records system.

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

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Healthy Homes Highlights

The community is keen to improve the condition of housing and look at increasing home ownership.

Community strengths

 

• Under the Strategic Indigenous Housing and Infrastructure Program the community will get new housing and refurbishment of existing housing.
• Government will consult with the Milingimbi Housing Reference Group to ensure local people have a say in decisions about housing in their community.
• The shire is negotiating with government on essential structural repairs and maintenance for community houses to be done before the Strategic Indigenous Housing and Infrastructure Program gets under way.
• The community has received a number of new stoves and kitchens, which are ready to be installed.

Desired Community Outcomes

 

• Improve repairs and maintenance of Indigenous housing.
• Paint Indigenous housing inside and outside.
• Identify ways that Indigenous people can buy their own homes.

Commitments

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

• The Strategic Indigenous Housing Infrastructure Program commences in 2010, including improved repairs and maintenance of Indigenous housing, subject to appropriate leasing.
• Finalise a town lease to enable people to own their own homes.

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

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Economic Participation Highlights

The community is keen to increase employment, business and training opportunities for Indigenous people.

Community Strengths

 

• The Arnhem Land Progress Aboriginal Corporation provides on-site vocational training to Milingimbi supermarket and store employees.
• The Gadupu Indigenous Training Centre Aboriginal Corporation is establishing Gadapu Training Incorporated as a job training and placement provider for the community. It is run by community members and leaders.
• Two Milingimbi people will participate in the Traditional Credit Union Financial Services Training Project, which offers three months work and opportunities for employment as financial services apprentices after that.

Desired Community Outcomes

 

• Increase employment opportunities for Indigenous people in key community and government positions.
• Promote Indigenous business and training opportunities through government programs.
• Labour hire through Gadapu Training Incorporated in the tourism, community market and building trade industries.

Commitments

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

• Provide business support and mentoring to individuals and groups wanting to start a viable business.
• The community will endeavour to achieve maximum participation in all government funded training and development activities.

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

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Safe Communities Highlights

The community is keen to have a permanent police presence in Milingimbi.

Community Strengths

 

• There is funding for a night patrol office in Milingimbi to be built by the shire.

Desired Community Outcomes

 

• Establish a permanent police presence in the community.
• Police provide greater explanation of balanda (non-Indigenous) laws and warrants.
• Possibly use shire video equipment for video court appearances, as the community has no court house and many people find it hard to get to court, especially when the case is to be heard in Darwin.
• Community needs a men’s shed and a women’s centre.
• Establish a community court.

Commitments

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

• The Remote Policing Review has been completed and the supported recommendations are under consideration by the Northern Territory and Australian Governments.
• Establish Community Safety Working Party to work with community members to develop local strategies that will address safety concerns.
• Government will review the need to construct a men’s shed and a women’s centre.

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

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Governance and Leadership Highlights

The community is keen to improve local governance and leadership capacity and coordination.

Community Strengths

 

• The Arnhem Land Progress Aboriginal Corporation is a major player in governance and leadership. It is an Aboriginal association of retail businesses across East Arnhem Land and provides services including nutritional programs and grants for education, traditional ceremonies, community events and health.
• The Arnhem Land Progress Aboriginal Corporation manages the Milingimbi Shop Committee, an established group responsible for governance of the community store.
• The Shire and the school are active in governance and leadership, as well as being major employers in the town.
• Milingimbi has a number of specialised governing bodies that were formed as new commitments emerged. This enables the community to provide a timely response on most issues.
• The community has a representative on the Northern Land Council.
• The strong women’s group is a significant influence on daily life within the camp, clan and family.

Desired Community Outcomes

 

• Run governance and leadership workshops in the community.
• Provide a set of guidelines for how groups like the Local Reference Group, the Housing Reference Group and the Shire Local Board are supposed to work in the community.

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 Milingimbi, including learning the‘tricks of government’. Wherever possible training will be provided on community.
• Undertake a research project to map the Milingimbi 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 Local Reference Group and the Regional Operations Centre will work in partnership to implement the Local Implementation Plan.

Details of Milingimbi’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, Milingimbi, 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.

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	stablish an Early Childhood Coordinator to lead the integration of family services tailored to the Milingimbi 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 have links to elders.	Lead - DET Supporting - LRG, DHF, EASC, Government Service Providers, NGOs, Community	Started	Review Oct-11
1.1.2	Parents start teaching their children at an early age though the FaFT-IPSS . This place based integrated universal services program includes early learning and parenting support strategies.	Lead - DET Supporting - DHF, FaHCSIA, EASC, Community	Started	Dec-12
1.1.3	Extend the funding for LSP and FaFT to provide participating children with a healthy meal.	Lead - FaHCSIA Supporting - DET	ASAP	Review Oct-11
1.1.4	Seek funding opportunities to increase early childhood staffing in the 0-2 age group.	Lead - DEEWR Supporting - DET	Started	Review Oct-11
1.1.5	FaFT-IPSS is delivering Certificate III Community Services in the workplace for the local Indigenous FaFT Family Liaison Officers.	Lead - DET Supporting - FaHCSIA, Community	Oct-10	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	Expand on site of the Multipurpose Recreation Centre (that currently houses youth, playgroup) to become a Children’s and Family Centre by adding capacity for childcare, crèche, the delivery of parenting support programs (health, cooking, domestic skills) and library service.	Lead - EASC Supporting - NRETAS, DEEWR, DCI, Capital Working Group, FaHCSIA	Started	Review Oct-11
2.1.2	Provide advice on the expansion of the existing Multi Purpose Centre in 2.1.1: scoping and costing; identification of potential funding sources for construction and operation; and land availability.	Lead - DCI Supporting - DET, NRETAS, FaHCSIA, EASC, Capital Working Group	Started	Review Oct-11
2.1.3	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	Review Dec-13

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Schooling

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

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

Strategy 1.1: All school-age children attend school regularly so there is not more than three unexplained absences in a row.

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 - Community, EASC, NRETAS, Government Service Providers, NGOs, LRG	Started	Review Feb-11
1.1.2	Review the School Partnership Agreement and develop local strategy to increase school attendance.	Lead - DET Supporting - Community	Started	Oct-11
1.1.3	Children will not be served in the shop during school hours.	Lead - Community Supporting - ALPA (Shop Management), DET	Started	Review Oct-11
1.1.4	Reward children attending school with extra access to after school, vacation and youth sport and recreation activities.	Lead - EASC Supporting - DET, NRETAS	Started	Review Feb-11
1.1.5	We will encourage and support our children to go to school regularly.	Lead - Community Supporting - DET	Started	Review Jun-11
1.1.6	Develop a joint venture to run a community bus that can service the school, youth and airport.	Lead - Community Supporting - DET	Started	Review Oct-11

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Priority 2: Education services in Milingimbi 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	Introduce cultural training for all teachers when it becomes available in Milingimbi.	Lead - LRG Supporting - TOs, DET	ASAP	Review Oct-11
2.1.1	Introduce the Schooling 3-9 program to make the school available for adult literacy, IT, sports and arts.	Lead - DET Supporting - DEEWR, School, EASC, LRG, NRETAS	Feb-11	Review Oct-11
2.1.3	Job seekers to access the LLNP to improve participants’ language, literacy and/or numeracy.	Lead -DEEWR Supporting - JSA, Centrelink	Started	Jun-12

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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: Milingimbi people take personal responsibility for their health.

Strategy1.1: Comprehensive primary health services are available at Milingimbi.

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 rogram- DHF Lead for fluoridation- DHLGRS	Started	Sep-11
1.1.2	Install an electronic health patient records system.	Lead - DHF Supporting - DoHA	Started	Jun-11
1.1.3	Undertake annual work partnership plans with all staff and have agreed professional development aligned to those plans.	Lead - DHF	Started	Dec-10
1.1.4	Put in place strategies to attract and retain long-term staff. Lead - DHF	Lead - DHF Supporting - DHLGRS	Started	Jul-11

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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	Started	Dec-10

Priority 3: The people of Milingimbi 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, ALPA	Oct-10	Oct-11
3.1.2	Declare playgrounds, schools and government buildings and grounds smoke free areas.	Lead - LRG Supporting - DHF, EASC, DHLGRS	From date of agreement	Review Oct-11

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

Strategy 2.1: 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 – PM&C Supporting – EASC, FaHCSIA, PM&C, DHF	Started	Jun-10

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Schedule A: Local Implementation Plan Priority Actions

Healthy Homes

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

Priority 1: We have enough homes to reduce overcrowding.

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

Action		Responsible Party	Start When	Finish When
1.1.1	Improve the repairs and maintenance of local housing.	Lead - DHLGRS Supporting - EASC	Started	Jun-11
1.1.2	Provide advice on number of new houses, refurbishments and rebuilds.	Lead - DHLGRS/FaHCSIA Supporting - Local Housing Reference Group	Pending lease	2011
1.1.3	Refurbish, rebuild and construct new homes.	Lead - DHLGRS Supporting - LHRG	Pending lease	Dec-13
1.1.4	Identify ways for local people to buy their own homes.	Lead - IBA, DHLGRS	Started	Jun-11
1.1.5	Finalise a town lease to enable people to own their own homes.	Lead - DHLGRS, NLC, FaHCSIA	ASAP	Review Jun-11

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Priority 2: Milingimbi 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 Milingimbi people that assist them to maintain their home at required standard.

Action		Responsible Party	Start When	Finish When
2.1.1	Provide training and support to Milingimbi people to assist with maintaining their homes. Including support for home budgeting, home care (cleaning, minor repairs), life skills (cooking, nutrition, safe food storage).	Lead - DHLGRS Supporting – LRG, EASC	Pending leases	Jun-11
2.1.2	Assess fencing requirements and develop a fencing program.	Lead – DHLGRS, FAHCSIA Supporting – EASC, HRG	Started	Jan-11

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Schedule A: Local Implementation Plan Priority Actions

Economic Participation

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

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

Strategy 1.1: Identify and promote small business development and training opportunities through government programs.

Action		Responsible Party	Start When	Finish When
1.1.1	Develop a proposal for a Government and Business Service Centre. A range of services may be provided from this building and options will be considered for local organisations to build and own the shopfront with long-term tenancy. This will include Government office and meeting room estimated requirements for respective services.	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 BOOTS scheme and develop business plan for the development of a Government and Business Centre 1.1.2.1 - EASC - Aboriginal Corporation joint venture to apply for loan funding to build the facility. 1.1.2.2 - EASC - Aboriginal Corporation to tender for contract to build and operate Government and Business Service Centre.	Lead - EASC Supporting - RTEED, Community, Tourism NT	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 Jun-11
1.1.4	Develop Economic and Opportunities Profile.	Lead - DHLGRS Supporting - RTEED	Jun-10	Jun-11
1.1.5	Facilitate workshops in partnership with 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 Indigenous Business Australia. This work will need to link to the community area plan and town centre urban design plan and promote walkability and the use of bicycles.	Lead – DLP Supporting - EASC	Oct-10	Dec-10
1.1.6	DHLGRS and EASC to develop a business case for a Milingimbi bus service for delivery by EASC. DLP to provide input following outcomes of the community transport planning workshops. The business case will include funding model options and investigate the use of existing community resources.	Lead - EASC, DHLGRS Supporting - DLP	Started
1.1.7	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	Oct-10	Ongoing
1.1.8	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
1.1.9	Government agency staff working in Milingimbi undertake locally delivered cross cultural training when available.	All Government Started	Started	Ongoing
1.1.10	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 Build, Own, Operate, Transfer and Support (BOOTS) model, where there is a gap in current Indigenous business capacity.	Lead – EASC Supporting – DHLRGS	Started	Review Dec-11
1.1.11	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 - DBE, Births, Deaths and Marriages, Centrelink	Started	Jun-11

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Strategy 1.2: Improve all-weather access to Milingimbi.

Action		Responsible Party	Start When	Finish When
2.1.1	Complete a detailed road survey and prepare funding submission to upgrade roads.	Lead - DHLGRS (Submission) Supporting - DLP (Survey), EASC	Started	Dec-10 road survey

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

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Priority 3: All capable Milingimbi adults have the opportunity to engage in meaningful work.

Strategy 3.1: Increase employment opportunities for Milingimbi people in key community and government positions.

Action		Responsible Party	Start When	Finish When
3.1.1	Jobs, training or further education offers guarantee for all NTCET graduates living in Milingimbi, through an organised transition to work program.	Lead - DBE , DET Supporting – All Agencies, RTEED, EASC	Started	Review Oct-11
3.1.2	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, ROC, all Agencies	Jul-11	Jun-13
3.1.3	Conduct a survey at the Futures Forum to better understand emerging employment opportunities and the workforce training and development needs.	Lead - DBE Supporting - RTEED	At Futures Forum	NA
3.1.4	Government will work together to define and support employment pathways for people employed in SIHIP after program completion.	Lead – DHLGRS Supporting - RTEED	Started	Ongoing
3.1.5	Job Services Australian (ITEC Employment) and CDEP providers develop useful work experience activities that meet local needs.	Lead - DEEWR, FaHCSIA Supporting - JSA (ITEC Employment), CDEP (EASC)	Started	Jun-12
3.1.6	Work with employers to identify meaningful work experience opportunities within Milingimbi.	Lead - DBE Supporting - RTEED, EASC, DHLGRS	Started	Review Oct-11
3.1.7	All training and development activities paid for by government will achieve minimum participation attendance.	Lead - Community	From date of agreement	Review Jun-11
3.1.8	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	From date of agreement	Review Jun-11
3.1.9	Government will work with Gadupu to investigate establishing a registered training organisation.	Lead – Gadupu Supporting – RTEED, DET, DEEWR	Started	Review Oct-11
3.1.10	Government Contracts: All procurement processes undertaken in remote areas will optimise opportunities in Indigenous employment and enterprise development.	Lead – DBE Supporting - RTEED	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: Milingimbi 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 Milingimbi 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, EASC, LGANT	Oct-11	Ongoing
1.1.2	Establish a permanent police presence at Milingimbi.	Lead - NTPFES	ASAP	Review Oct-11
1.1.3	Review the need to construct a Men's Shed and Women's Centre.	Lead - FaHCSIA Supporting - DHF	Started	Review Oct-11
1.1.4	Provide a greater explanation of Balanda laws and warrants.	Lead - DoJ Supporting - NTPFES	Started	Review Oct-11
1.1.5	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
1.1.6	Maintain an all-hazard response plan for Milingimbi and review or establish specific hazard response plans for the community (e.g. cyclone plan) as necessary. This will include ensuring adequate community education and preparedness (including where necessary public shelters) for known hazards.	Lead – NTPFES Supporting - EASC	Started	Review Oct-11
1.1.7	Minimum service standards for child protection and related services will be developed in Milingimbi including an agreed program to implement these standards.	Lead - DHF Supporting - LRG	Started	Review Oct-11

Strategy 1.2: Milingimbi people understand how to care for their animals.

Action		Responsible Party	Start When	Finish When
1.2.1	Develop a regional Animal Management Welfare and Control/Environmental health (AWCEH) 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

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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 effectively govern.

Strategy 1.1: Train local leaders to be skilled and confident.

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	Review Oct-10
1.1.2	Undertake a research project to map the Milingimbi 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	Provide a set of guidelines on how groups including the Local Reference Group/Local Board and Local Board work in the community.	Lead – FaHCSIA Supporting - EASC	ASAP	Jan-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 Milingimbi, including learning the 'tricks of government'. Wherever possible training will be provided on community.	Lead - FaHCSIA	Started	Review Jun-11
1.2.2	Elected members of EASC will receive professional development to enable them to better understand and undertake their roles.	Lead - ROC Supporting - EASC, AG and NTG Agencies
	1.2.2.1 All levels of Government recognise the role of the LRG/LAB for coordinated consultation.		Started	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

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

Action		Responsible Party	Start When	Finish When
1.3.1	The Milingimbi LRG, EASC and the ROC will work in partnership to progress Local Implementation Plan actions and report back to government.	Lead - FaHCSIA	Started	Review Jun-11

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Schedule B: Baseline Mapping Summary

Detailed 'baseline mapping' of social, economic and service delivery indicators for Milingimbi will be included in this local Implementation Plan as 'Schedule B' when further consultation on this data has been completed.

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Schedule C: Summary of Community Engagement

The Milingimbi 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 Milingimbi Local Implementation Plan process. This section outlines the nature of consultation, engagement and capacity-building that occurred during this process.

Consultation with the Local Reference Group

The Milingimbi Local Reference Group is the key community group for engagement in the Local Implementation Plan process. The Milingimbi Local Reference Group was formed by community members during Christmas festivities at the end of 2009, and includes representation from each of the five camps in Milingimbi.

It was felt at the first series of Local Reference Group consultations that membership did not necessarily represent all stakeholders in the community. To widen representation, more stakeholders and service providers were included in the Local Reference Group meeting process, such as the church, the health centre and the shire. Separate meetings were then held regarding each Coucil of Australian Governments building block, attended by relevant stakeholders and other interested parties. In total, 42 individuals and stakeholders participated in Local Reference Group consultations throughout the consultation process.

In addition to the six Local Reference Group meetings held to prioritise and negotiate for the Local Implementation Plan, at least three Mala Leaders Group meetings and many in-camp meetings were held to ensure key traditional leaders and individuals from each of the camps supported the plan’s progress. In addition to meeting as a group, leaders from each of the five camps were consulted individually by the Indigenous Engagement Officer and the Government Business Manager.

Local Reference Group members

The core members of the Milingimbi Local Reference Group are: Joyce Naliyabu, Keith Lapulung Dhamarrandj, Jessie Murrarrgirrargi, Gorden Lanyipi Rinymalpuy, Judith Madupinyin, Jimmy Burpur, Rosalind Djuwandayngu Ruluminy, Cr Charlie Djirarrwuy Dhurrkay, Mavis Warramiya, Pastor Larry Bilanya, Djanjay Baker, John Morgan, Elizabeth Wurrulynd and Rebecca Nunydjulu.

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 Local Reference Group includes participation from a range of service providers and stakeholders whose interests were represented during prioritisation and negotiation. Additionally, two separate meetings were held with the school, one held with the health centre, and two with the Mala Leaders regarding the Local Implementation Plan. Representatives of the East Arnhem Shire Council attended two meetings.

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Engagement

The Indigenous Engagement Officer is the key engagement officer at the 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 Local Reference Group during the visioning forum and subsequent meetings.
• A community notice board has been sent to the Government Business Manager to display information for the broader community about Closing the Gap.
• A DVD was produced in Milingimbi profiling a good news story from the community and their contribution in Closing the Gap.
• A photographer visited Milingimbi in June 2010 and the photographs will be used by the Regional Operations Centre to create distinctive Milingimbi engagement materials.
• A well-known Indigenous performer hosted a one week youth engagement workshop at the school to explore young people’s priorities for a happy, healthy future in Milingimbi. During this week the children created songs, artwork and mini-movies about their vision for the community.

Capacity-building

The Milingimbi Local Reference Group has been supported in its capacity-building by the Single Government Interface and the Regional Operations Centre. On 12 February 2010, the Regional Operations Centre convened an in-community Visioning Forum for the Milingimbi Local Reference Group facilitated by an experienced Indigenous facilitator. The Visioning Forum explored government’s vision in Closing the Gap and Remote Service Delivery, and the Milingimbi 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 Milingimbi Local Reference Group, the Single Government Interface and the Regional Operations Centre, priorities under each building block were finalised and negotiated with government.

Fourteen Local Reference Group members also participated in a regional Remote Service Delivery Governance and Leadership Workshop held in Nhulunbuy on 10-14 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.

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