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 Ntaria and governments.

Introduction

Welcome to Country

Closing the Gap in Ntarla

Closing the Gap Building Blocks

Ntarla's Partnership with Government

Local Implementation Plan Process

How the Plan Developed

About Ntarla

History

Location

Population

Languages

Family Groups

Traditional Owners

Land Council

Local Government

Wurla Nyinta Reference Group

Early Childhood

Schooling

Health

Healthy Homes

Economic Participation

Safe Communities

Governance and Leadership

Schedule A: Ntaria Priorities, Strategies and Actions

Schedule B: Baseline Mapping Summary

Schedule C: Summary of Community Engagement

Welcome to Country

Our mob community and traditional owners have been working with this government and community plan. We already have had a long consultation through the years and it's been hard, but finally we are there, ready for the changes to make a strong community and better place for our community and our children's future. We as traditional owners have been working really well with the whole of government Regional Operational Centre, as we are in good partnership with this whole of government approach.

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

The Ntaria people are proud to sign this plan and to work together with government to make Ntaria a better place to live.

Ntaria-rinya ntjaarra, pmarakurtwia pa kurtungurla, government-alela kala urrkaapuma.Imanka nurna tjuntaka ngkarritjika. Lyaartalpula nurna ngkarrama, nthaakinha nurna pmara nurnakanha marra inthurra tnyinitjina. Nurna antja nama ingkarraka rraatja mpaaritjika, katjia ntjaarrakakwia, relha ingkarrakakakwia. Nurna nama pmarakurtwia pa kurtungurla ntjaarra.

Nurna kala ROC (Government Regional Operational Centre) ekura-lela marra urrkaapurlaanama.

Nurna ekura-lela wurla nyinta kuta marra urrkaapuma. Nurna kngarra ngkarraka nthaakinha pmarakakwia urrkaaputjinala. Nurnaka wurla rretnya-ntama inaka: Wurla Nyinta Reference Group. Nurna intalhelaka nthaakinha nurna antja nama urrkaaputjika.

Nurna antja nama inthurra laakinha urrkaaputjika. Laakinhanga, nurna kngarra kuta urrkaaputjina. Nurna, relha Ntaria-rinya, antja nama nyinta kuta government-alela urrkaaputjika. Nurna antja nama pmara nurnakanha, Ntaria, pmara marra inthurra tnyinitjika.

Nurna marra wulhama laakinha urrkaaputjika. Nurna anma paka aritjina eterrintja nurnakanha laakinha nthurrpa-erritjina.

Tjaiya nhanha kala nurnakanha nama. Nurna antja nama tjaiyala lhapa lhitjika. Tjaiya nhanha partaka ntjinhama. Parta kartninyala itnaamala, nurna marra aritjina nthaakinha-erritjinala.

Closing the Gap in Closing the gap in Ntaria

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.

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

Transforming Ntaria 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 Ntaria 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

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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.

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.
	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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Ntaria's Partnership with Government

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

Local Reference Group

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

The Wurla Nyinta Reference Group set the community priorities for the Ntaria Local Implementation Plan. To do this it consulted with family 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 Wurla Nyinta 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 Wurla Nyinta 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 Ntaria.

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 Wurla Nyinta Reference Group to report on Local Implementation Plan progress and other hot issues to the Government Business Manager.

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

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

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

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

Regional Operations Centre and Board of Management

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

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

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

The Board of Management will:

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

Local Government

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

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Ntaria Local Implementation Plan Process

How the Plan developed

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

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

Start and finish dates

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

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

Reviewing progress

The Regional Operations Centre will receive monthly reports from government agencies on the Plan's progress. The Regional Operations Centre will also receive monthly reports from the Wurla Nyinta 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 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 Wurla Nyinta 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 Wurla Nyinta 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.

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

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

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About Ntaria

History

Aboriginal people have inhabited this region for more than 40,000 years. Ntaria, formerly known as Hermannsburg, began as the Lutheran Finke River Mission in 1877-the first mission in Central Australia. The mission was a site for distributing government rations until 1963, and a refuge for Aboriginal people during violent frontier conflicts over some early pastoral settlement.

In 1970 a local council was set up. This caused a lot of people to move out of the town to surrounding outstations. In 1979, responding to requests from the community, the Finke River Mission handed its government lease back to the Western Arrarnta people. In 1982 the land was returned to its traditional owners. In 1983 the Ntaria Council was set up, the Finke River Mission withdrew as administrator and the township took the name Ntaria. In 2008, the Ntaria Council became a part of the MacDonnell Shire Council which is now the provider of local government to the community.

Location

Ntaria is the area of land around the former mission of Hermannsburg-130 km west of Alice Springs, near the geographic centre of Australia. It is on the traditional land of the Western Arrarnta people. Ntaria is situated between the West MacDonnell National Park to the north and the Finke Gorge National Park to the south. The Kirchauff and James Ranges are located nearby.

Population

The population of Ntaria and its surrounds in2006 was approximately 999, of which 938 were Indigenous (94 per cent). The population has a relatively young age profile, with nearly two-thirds of the population under 25 years of age.

The Indigenous population of Ntaria and its surrounds is projected to grow by 34 per cent from 938 in 2006 to 1,261 in 2026. The number of Indigenous people aged over 65 is projected to grow by 105 per cent from 35 in 2006 to 71 in 2026. The working age population is projected to increase by 36 per cent from 600 in 2006 to 817 in 2026.

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

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

Languages

The main language group and language spoken is Western Arrarnta. Other languages spoken include Luritja/Pintupi and Pitjantjatjara.

Family groups

Family lineage in Ntaria is complex. Generally the Western Arrarnta group is divided into two different groups under a moiety system. There is also a kinship system with eight skin names with rules about who can marry who.

Traditional owners

The traditional owners are the Uruna, Roulpmaulpa, Rodna, Ltalatuma and Ntaria families, which own their lands through family land trusts. Hermannsburg is in the Ntaria Aboriginal Land Trust area.

Land Council

The Central Land Council is the land council to the community. It has headquarters in Alice Springs and regional offices in Papunya and Atitjere. The Central 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,
• helping traditional landowners claim, manage and protect the land, and
• in Ntaria, managing the Ntaria Aboriginal Land Trust-this includes receiving and consulting on applications for developments on trust land.

Local Government

The MacDonnell Shire Council provides local government to Ntaria, which has about 17 per cent of the Shire's population. Ntaria is in the Ljirapinta Ward, which elects three of the 12 Shire Council members. The Shire headquarters are in Alice Springs and it has a service delivery centre in Ntaria.

The shire consults local people through the Local Board, which has 19 members chosen by the community and approved by the Shire. Formal Board meetings are held three times a year and are overseen by the Shire Services Manager.

Wurla Nyinta Reference Group

The Wurla Nyinta Reference Group (Wurla Nyinta means 'one mob') represented Ntaria's priorities to government for the Local Implementation Plan. It has 18 members-including members of the Shire Local Board, plus other key community people who have participated in remote service delivery activities including the leadership program. These members were nominated by the Local Board and approved by the Shire.

Wurla Nyinta members work across a range of service areas in the community, including the Western Aranda Health Aboriginal Corporation, the school, the health centre, the Shire and the local store. Four members are traditional landowners.

The Ntaria Local Implementation Plan was formed through consultation between the Wurla Nyinta Reference Group, the Indigenous Engagement Officer, the Government Business Manager and the Ntaria community.

The Ntaria Local Implementation Plan was formed through consultation between the Wurla Nyinta Reference Group, the Indigenous Engagement Oficer, the Government Business Manager and the Ntaria 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 ensure that all children up to the age of four can go to creche and child care.

Community strengths

• The community has a creche
.
• The Ntaria school runs a preschool and transition program for children preparing to start primary school.
• Building of a preschool that will be an early childhood services hub is nearly finished.
• Western Arrarnta Health Aboriginal Corporation provides mother and baby health centres.

Desired community outcomes

• All children up to four have access to crèche and child care.
• Parents with skills to care for children.
• Capable and confident parents raising children.
• Children are prepared for school.

Commitments

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

Schedule A

• 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 Ntaria that will include an agreed program to implement these standards.
• Provide purpose built creche/child care facility capable of catering for 40 children.
• Provide childcare training for local staff engaged in delivering childcare services.
• Local people offered training and employed to deliver parenting programs for young mothers and fathers.
• Parents ensure children attend health centre for regular checkups and immunisations.
Details of Ntaria's early childhood priorities and actions are in .

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Schooling Highlights

The Ntaria School provides preschool, primary school and some secondary school education. Some secondary students attend boarding school in Alice Springs instead.

The community is keen to ensure that all children attend secondary school.

Community strengths

• The school nutrition program provides each student with a healthy snack and lunch. Some parents contribute to this through Centrelink.
• The school and the community are working effectively to improve attendance. This has been supported by the government School Enrolment and Attendance Measure, which links attendance to parents' income support payments.
• The school is becoming a centralised community education centre.
• A parents' committee provides governance for the school.
• A teacher has recently been employed to run the Families as First Teachers program.

Desired community outcomes

• All young people have the opportunity to attend secondary school.
• Lifelong participation in education, training and tertiary studies.
• Young people leave school with skills and capacity to enter the work force.
• All children attend preschool.
• All children attend primary school.

Commitments

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

• Upgrade Ntaria School and enhance secondary school facilities.
• Work toward the development and construction of an Ntaria School Vocational Education and Training Facility and Technical Studies Classroom.
• Develop application to the Trades Training Centre in Schools Program to include access for adult learning and training needs in the community.
• School Attendance Working Group to develop a localised school attendance strategy.
• Parents and community encourage and support children to go to school.

Details of Ntaria's schooling priorities and actions are in Schedule A.

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Health Highlights

The health centre in Ntaria provides medical and public health services and access to visiting doctors and specialists, through staff including Aboriginal health workers.

The community is keen to improve the quality of health services and improve the health of young people.

Community strengths

• The Western Arrarnta Health Aboriginal Corporation Board includes people who currently work or have worked as Aboriginal health workers in the region.
• The Board is recruiting a resident General Practitioner.
• The Men's Ingintja Wellbeing Centre provides health education and organised exercise activities.
• Western Arrarnta Health provides patient transport for specialist appointments, including regular dialysis treatment.
• Strong partnerships with research institutions have supported cardiac screening and medication compliance.

Desired community outcomes

• Adequate and stable health staff and professionals engaged to provide quality health services.
• All the old people are properly cared for in an aged care facility.
• Access to primary health and preventative services through provision of adequate health infrastructure and facilities.
• Improve the health and well-being of youth.
• Improve self-management of personal health.
• Provide quality nutrition at school for all students.

Commitments

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

• Provide facilities for renal services and visiting specialists.
• Undertake comprehensive review of aged care and disability services.
• Develop a youth strategy and review youth facilities in Ntaria to assist in the sourcing of additional funding to complement committed Aboriginal Benefits Account funding for the development of a multi-purpose youth facility.
• Deliver nutrition and food-handing training for School Nutrition program staff.

Details of Ntaria's health priorities and actions are in Schedule A.

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Healthy Homes Highlights

The community is keen to have access to training that will help people keep their homes healthy.

Community strengths

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

Desired community outcomes

• Appropriate training in household maintenance and equipment to ensure clean, tidy and healthy homes.
• Enough housing for all community members.

Commitments

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

• The Healthy Homes Working Group will identify and implement training and support to assist Ntaria people with maintaining their homes, including home budgeting, home care (cleaning, minor repairs) and life skills (cooking, nutrition, safe food storage).
• Develop a plan to provide enough housing for Ntaria in the future.

Details of Ntaria's housing priorities and actions are in Schedule A.

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Economic Participation Highlights

The community is keen to improve opportunities for learning and make sure local people have the skills that are needed in the labour market.

Community strengths

• Community Development Employment Projects, Job Services Australia and Centrelink services are functioning in the community.
• Ntaria has funding to employ a number of Indigenous art workers and Indigenous environment rangers.
• The new Social and Cultural Adaptation Project will provide full-time employment and on-thejob accredited training for four indigenous people to qualify as community health workers.
• The Hermannsburg Potters Training and Employment Initiative will provide accredited training and mentoring support for a number of local people moving to unsubsidised employment in the arts and crafts industry.
• The Ntaria Town Plan is close to completion, once its finalised it will sent to goverment for approval.

Desired community outcomes

• Create pathways for lifelong learning.
• Working age population has the depth and breadth of skills and capabilities required for the labour market.
• Young people have computer literacy and information technology skills, and obtain the trade and technical skills required to enter the labor market.
• Local businesses develop creating local jobs.
• Less people die on the roads in-community road safety driver training programs are provided.

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.
• Land tenure arrangements that encourage development are adopted.
• Ntaria community members learn safe driving practices, access driver training and acquire drivers' licences.
• Provide business support and mentoring to individuals and groups wanting to start a viable business.

Details of Ntaria's economic participation priorities and actions are in Schedule A.

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Safe Communities Highlights

The Ntaria police station is responsible for patrolling an area of about 7,000 km², assisted by a night patrol service.

The community is keen to ensure that children and families are safe, including at night.

Community strengths

• Ntaria's safe places- the Men's Ingintja Wellbeing Centre and the women's safe house-function well.

Desired community outcomes

• Children and families can move safely around the community at night.
• Laws are enforced, ensuring children and families are safe.
• The dog population is maintained at a safe and sustainable level.
• Children and families are safe in their homes.

Commitments

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

• Establish a Community Safety Working Party to work with Ntaria community members to develop place-based strategies that will address safety concerns in a Safety Plan, including child protection and welfare, alcohol management and drug-use reduction.
• Develop Alcohol Management Plan. Details of Ntaria's safety priorities and actions are in Schedule A.

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Governance and Leadership Highlights

The community is keen to see community organisations working together to strengthen local governance and leadership.

Community strengths

• Western Aranda Health Aboriginal Corporation is a strong governance group supporting a range of early childhood, health and community safety services. It has an experienced Aboriginal board of directors.
• The Shire Local Board has strong governance arrangements and meets regularly.
• The Housing Reference Group has 22 members who are all community people, including traditional landowners and representatives of the different cultural and family groups.

Desired community outcomes

• Community organisations work together to enhance and strengthen governance and leadership.
• Community members understand the governance arrangements of community-owned associations.
• Coordinate government consultation processes and increase community input.
• Improve government consultation processes and local knowledge.
• Improve government consultation processes through the use of interpreters.

Commitments

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

• Develop and implement a system through which meetings and consultations are coordinated, streamlined and encourage community input.
• Develop a clear profile of community-owned enterprises, detailing ownership and governance structures.
• The Wurla Nyinta Reference Group and the Regional Operations Centre will work in partnership to implement the Local Implementation Plan.

Details of Ntaria'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 (ECE) in the year immediately preceding primary school.

Strategy 1.1: Provide adequate creche or child care services and places for all children in year preceding primary school.

Action		Responsible Party	Start When	Finish When
1.1.1	Review future childcare staff requirements, prepare report on staffing requirement for new childcare facility (40 childcare places).	Lead - DEEWR Supporting - DET	ASAP	Review Jun-11
1.1.2	Provide childcare training for local staff engaged in delivery of childcare services.	Lead - DEEWR Supporting - DET	Oct-10	Review Jun-11
1.1.3	Establish an early childhood coordinator to lead the integration of family services tailored to the Ntaria community and its surrounding service delivery area. This will be achieved through a whole-of-government approach across all levels of government, non-government organisations and the community to develop and implement the integrated service model. All program content will be inclusive of Indigenous culture and links to elders.	Lead - DET Supporting - DHF, DEEWR	Started	Review Oct-11
1.1.4	Provide universal access to preschool for every child in the year before full-time school. By 2013 the preschool program is to be delivered for15 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 - DHF, DEEWR	Started	Review Dec-13

Priority 2: Adequate infrastructure to deliver early childhood programs.

Strategy 2.1: Plan infrastructure to meet early childhood service needs.

Provide purpose built creche/child care facility capable of catering for 40 children. Planning will be guided by the Capital Working Group, which has been established as a result of the Local Implementation Planning process and comprises lead agencies from governments.

Action		Responsible Party	Start When	Finish When
2.1.1		Lead - DEEWR Supporting - DET	Ongoing	Review Aug-11
2.1.2	Prepare report on childcare staff housing requirements for operation of new childcare facility, provide to Capital Working Group.	Lead - DHLGRS	ASAP	Review Jun-11

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Schedule A: Local Implementation Plan Priority Actions

Priority 3: Children are prepared for education.

Strategy 3.1: Assist and support parents in raising and preparing children for education.

Action		Responsible Party	Start When	Finish When
3.1.1	Develop a coordinated and integrated child and family approach tailored to Ntaria and its surrounding service delivery area including the care and welfare of children. E stablish a 'virtual' early childhood integrated service hub, including FaFT - IPSS, LSP and other programs in Ntaria supported by establishment of an early childhood coordinator.	Lead - DET Supporting - MSC, DHF, DEEWR, FaHCSIA and Community	Started	Review Oct-11
3.1.2	Deliver FaFT-IPSS as integrated service that includes parenting education, parent support programs, dual generational playgroup, books in home program, nutrition and cooking program and transition to pre-school program.	Lead - DET Supporting - DHF, FaHCSIA, LRG	Started	2012
3.1.3	Deliver WHO/UNICEF 'Care for Child Development' training through FaFT-IPSS, targeting Indigenous parents and families on attachment, child development, increasing parent's responsiveness and promoting developmentally appropriate care, nutrition and increase cognitive and language stimulation for children 0-3 years.	Lead - DET Supporting - DHF, FaHCSIA, LRG	Oct-10	Oct-10
3.1.4	Establish LSP; provide Certificate III Community Services Training for Family Liaison Officer's and Locally Supported Playgroup staff.	Lead - DET Supporting - FaHCSIA, LRG	Started	2012
3.1.5	Local people offered training and employed to deliver parenting programs for young mothers and fathers.	Lead - DET Supporting - MSC, WAHAC, DHF	Started	Review Oct-11

Priority 4: Ntaria children are born healthy and stay healthy.

Strategy 4.1: New mothers are healthy and receive quality support before, during and after childbirth.

Action		Responsible Party	Start When	Finish When
4.1.1	Education and support programs to reduce smoking, drinking and poor nutrition during pregnancy.	Lead - DHF Supporting - DoHA, WAHAC	Started	Jun-11
4.1.2	Pregnant women attend regular antenatal checks.	Lead - LRG Supporting - WAHAC, DHF	From date of Agreement	Review Jun-11
4.1.3	Deliver pre-natal, nutrition and healthy baby programs.	Lead - DHF Supporting - WAHAC	Started	Jun-11
4.1.4	Parents ensure children attend health centre for regular checkups and immunisations.	Lead - LRG Supporting - WAHAC, DHF	From date of Agreement	Review Jun-11

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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: Increase student attendance and parent's participation across all levels of the education system.

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: increase school attendance; and increase the number of young adults and parents returning to school.	Lead - DET Supporting - LRG, DEEWR, NRETAS	Started	Review Jun-11
1.1.2	Incorporate sport and recreational activities in school curriculum.	Lead - DET Supporting - School Board, LRG, NRETAS	Started	Review Feb-11
1.1.3	arents and community encourage and support children to go to school.	Lead - LRG Supporting - Parents, local organisations	From date of agreement	Review Jun-11
1.1.4	Deliver nutrition and food handing training for School Nutrition program staff.	Lead - DEEWR Supporting - DET, Ntaria School	Started	Review Jun-11

Priority 2: Young people leave the education system with skills and capacity to enter and progress in the workforce.

Strategy 2.1: Develop a clear education pathway that encourages "Strong Start Bright Futures", participation in education, training and tertiary studies.

Action		Responsible Party	Start When	Finish When
2.1.1	Develop an education, training and care strategy that outlines clear pathways from early childhood through to adult education and jobs.	Lead - DET Supporting - DEEWR, Remote Indigenous Education Working Group	Started	Review Oct-11
2.1.2	Tailor and coordinate literacy and numeracy programs ensuring participation of targeted youth.	Lead - DET Supporting - DEEWR	Started	Review Jun-11

Strategy 2.2: Enhance services and infrastructure to meet education needs.

Action		Responsible Party	Start When	Finish When
2.2.1	Upgrade Ntaria school to enhance secondary school facilities.	Lead - DET Supporting - DCI	Started	Oct-10
2.2.2	Work towards the development and construction of an Ntaria School VET Facility and Technical Studies Classroom. 2.2.2.1 Develop application to the Trades Training Centre in Schools Program in Round 4 to meet additional infrastructure requirements and to include access for adult learning and training needs in the community.	Lead - DET Supporting - DEEWR, Ntaria School	Started	Jul-05-11
2.2.3	Review current and future school staff housing requirements, prepare plan outlining future school staff housing needs.	Lead - DHLGRS Supporting - DET	Started	Dec-11
2.2.4	Implement strategies to attract and retain experienced teachers.	Lead - DET	Started	Review Date
2.2.5	Communities are encouraged to use school facilities from 3pm to 9pm to increase the community's contact with the school and to help improve school attendance. After hours access can be for local language courses and activities, as well as adult literacy, IT, parenting skills, music, sport and the arts.	Lead - DET Supporting - Community	2011	Review Oct-11
2.2.6	Support, encourage and provide training for indigenous school staff.	Lead - DET	Started	Review Jun-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: Ntaria children, parents and adults have access to quality health programs and services that promote healthy lifestyle and prevent illness.

Strategy 1.1: Comprehensive primary health and aged care services are available to all Ntaria residents.

Action		Responsible Party	Start When	Finish When
1.1.1	Undertake strategic health planning to determine health service needs and staffing levels for future years.	Lead - WAHAC Supporting - DHF	Started	Oct-10
1.1.2	Support training of local staff to deliver health service programs.	Lead - DHF Supporting - WAHAC	Started	Jul-11
1.1.3	Conduct education and outreach programs, in particular targeting children, youth, parents and the aged.	Lead - WAHAC Supporting - DHF, MSC	Started	Review Dec-11
1.1.4	Early childhood nurse to provide outreach service to mothers and children.	Lead - WAHAC	Started	Review Jun-11
1.1.5	Develop smoking reduction strategy in consultation with community.	Lead - WAHAC Supporting - DHF	Started	Review Dec-11
1.1.6	Prepare plan and develop a service level agreements for additional specialist outreach services to Ntaria.	Lead - DHF Supporting - WAHAC	Started	Jun-11
1.1.7	Review the Oral Health Program to seek opportunities for service improvement and if appropriate, develop a fluoridation program.	Lead - Fluoride Program - DHLGRS, Lead - Oral Health Program - DHF	Started	Mar-11

Strategy 1.2: Provision and planning of adequate health, aged care, sport and recreation infrastructure and facilities to meet service and community needs.

Action		Responsible Party	Start When	Finish When
1.2.1	Facilities for renal and visiting specialists to be installed.	Lead - DoHA Supporting - DHF	Started	Aug-10
1.2.2	Undertake a comprehensive review of Aged Care and Disability services to inform service and facility development.	Lead - DoHA Supporting - DHF, MSC	Started	Oct-10
1.2.3	Conduct joint infrastructure planning in the context of future health service delivery requirements.	Lead - WAHAC Supporting - DoHA, DHF	Started	Mar-11
1.2.4	Obtain quotations to install water supply and shade at Cultural Business Area, submit funding application to the Commonwealth Flexible Funding Pool.	Lead - MSC Supporting - GBM	Started	Review Jun-11
1.2.5	Additional three staff housing units to be constructed.	Lead - WAHAC Supporting - DoHA	Started	Jun-11
1.2.6	Conduct review of sports and recreational facilities. Prepare report on options to develop and improve.	Lead - NRETAS Supporting - MSC	Started	Jun-11
1.2.7	Facilitate a review of sport and recreation facilities in Ntaria, and assist in the identification of additional funding to complement youth funds provided by ABA for the development of a multi-purpose facility that can include youth. The development of which will be guided by the youth strategy identified in 2.1.1 below.	Lead - NRETAS Supporting - FaHCSIA, ROC, LRG, MSC, Capital Working Group, DCI	Jan-11	Jun-11
1.2.8	Implementation of MSC Waste Management Strategy.	Lead - MSC Supporting - NTG, AG, DLP	Started	Review Oct-11
1.2.9	Upgrade internal telecommunication services to support Health eTowns project, supporting health, education and police business systems.	Lead - DBE	Started	Review Oct-11

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Schedule A: Local Implementation Plan Priority Actions

Priority 2: Ntaria residents with support from stakeholders improve self management of personal health and wellbeing.

Strategy 2.1: Encourage and facilitate better health outcomes for youth through participation in cultural, sport and recreational activities.

Action		Responsible Party	Start When	Finish When
2.1.1	Facilitate the development a youth strategy which will identify options for improved engagement with youth and increased participation in recreation and educational activities. The strategy will take into account the ABA funding provided to build a youth facility in the community and inform action 1.2.7 above.	Lead - DHF Supporting - NRETAS, FaHCSIA, MSC, LRG, ROC	Jan 11	Review Oct-10
2.1.2	Community and stakeholders encourage and support children and youth to participate in cultural, sporting and recreational activities.	Lead - LRG Supporting - MSC, School, NRETAS	From date of agreement	Review Jun-11

Strategy 2.2: Residents seek and live healthy lifestyles.

Action		Responsible Party	Start When	Finish When
2.2.1	Identify strategies that will encourage people to attend specialist appointments.	Lead - WAHAC Board Supporting - LRG, DHF	From date of agreement	Review Jun-11
2.2.2	Residents attend specialist appointments as scheduled.	Lead - LRG	From date of agreement	Review Jun-11
2.2.3	Ntaria residents reduce smoking. The Local Reference Group supported by the wider community will: encourage local shops to make nicotine abatement products available; encourage community members to stop smoking inside cars, homes and around non-smokers (including children, the elderly and the sick); provide support and encouragement to family members who are trying to quit smoking; and support the declaration of smoke free areas including playgrounds, buildings and other public areas.	Lead - LRG Supporting - DHF, WAHAC	From date of agreement	Review Jun-11
2.2.4	Ntaria residents support each other to reduce alcohol, marijuana, petrol sniffing and other drug consumption.	Lead - Community	From date of agreement	Review Jun-11

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: There are adequate and appropriate homes for Ntaria residents with access to all basic utilities.

Strategy 1.1: Build and refurbish appropriate housing in the Ntaria community through the Strategic Indigenous Housing Infrastructure Program.

Action		Responsible Party	Start When	Finish When
1.1.1	Finalise housing lease.	Lead - DHLGRS and CLC Supporting - Community	Started	Dec-10
1.1.2	Provide advice on number of new houses, refurbishments and rebuilds.	Lead - DHLGRS	Pending lease	2011
1.1.3	Commence refurbishments and construction of new homes.	Lead - WAHAC Supporting - DHF, MSC	Lead - DHLGRS	Dec-13
1.1.4	Seek policy guidance on "local" staff housing and housing maintenance.	Lead - FaHCSIA		Complete

Strategy 1.2: Determine how many new houses will be needed when the Strategic Indigenous Housing Infrastructure Programs is completed.

Action		Responsible Party	Start When	Finish When
1.2.1	Commence planning for the provision of additional housing following the completion of the current SIHIP which includes the immediate housing need and future demand based on population estimates.	Lead - DHLGRS/FaHCSIA Supporting - Community	Started	Jun-11

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Schedule A: Local Implementation Plan Priority Actions

Priority 2: Ntaria 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 Ntaria 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 Ntaria people to assist with maintaining their homes including home budgeting, home care (cleaning, minor repairs), life skills (cooking, nutrition, safe food storage).	Lead - DHLGRS Supporting - Centrelink, Community, DHF, DET	JPending lease	Review Jun-11
2.1.2	Assess fencing requirements and develop a fencing program.	Lead - DHLGRS, FAHCSIA Supporting - MSC, HRG	Started	Jan-11

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: Local people in local jobs.

Strategy 1.1: Local businesses and jobs are developed.

Action		Responsible Party	Start When	Finish When
1.1.1	Government agency staff working in Ntaria undertake locally delivered Cross Cultural Training where available.	All Government	Started	Ongoing
1.1.2	Scope possible local tourism ventures in Western MacDonnell region.	Lead - DHLGRS with the Western MacDonnell Eco Dev Committee, Tourism NT Supporting - LRG, NRETAS	Started	Jan-11
1.1.3	Provide business support and mentoring to individuals and groups wanting to start aviable business.	Lead - DHLGRS, Tourism NT(for tourism specific businesses) Supporting - RTEED, Tourism NT	Started	Review Jun-11
1.1.4	Develop Ntaria Economic and Opportunities Profile.	Lead - DHLGRS Supporting - RTEED	Started	Jan-11
1.1.5	Support the development of workforce planning strategies for identified industries and major projects.	Lead - DBE Supporting - RTEED	Started	Review Oct-11

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Schedule A: Local Implementation Plan Priority Actions

Action		Responsible Party	Start When	Finish When
1.1.6	Jobs, training or further education offers guarantee for all NTCET graduates living in Ntaria, through an organised transition to work program.	Lead - DBE , DET Supporting - All Agencies, RTEED, MSC	Started	Review Oct-11
1.1.7	Government will work together to define and support employment pathways for people employed in the SIHIP after program completion.	Lead - DHLGRS Supporting - RTEED	Started	Ongoing
1.1.8	Government will work with financial institutions to assist with removing barriers to accessing finance for investment on ALRA land. Support will be provided to joint ventures and other partnership vehicles which enable local people to access capital.	Lead - DBE / DHLGRS Supporting - RTEED	Started	Review Oct-11
1.1.9	Work with the Tjwunpa Rangers to develop their park management skills with a view to contract more park management activities in Finke Gorge NP to them.	Lead - NRETAS	Started	Review Jun-11
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	Apr-11
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

Strategy 1.2: Provision and planning of infrastructure and services that support economic development.

Action		Responsible Party	Start When	Finish When
1.2.1	Establish branch of Traditional Credit Union and provide access to banking and financial literacy training.	Lead - FaHCSIA	Started	Dec-10
1.2.2	Develop a proposal for a Government Business and Service Centre at Ntaria. 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, Western MacDonnell Economic Development Committee	Started	Dec-10
1.2.3	Facilitate workshops in partnership with the MSC 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 Area Plan, Town Centre Urban Design Plan and promote walkability and the use of bicycles.	Lead - DLP Supporting - MSC	Started	Jun-11
1.2.4	Scope possibilities for commercial visitor accommodation and develop an action plan to inform future work in this area. If viability established, work with local entrepreneurs seeking to invest in this businesses.	Lead - DEEWR Supporting - IBA, DBE, DHLGRS, RTEED, Tourism NT	Started	Dec-10
1.2.5	Visual and environment aspects of Ntaria town are improved, including dust suppression, tree planting and parks.	Lead - MSC Supporting - LRG, DLP	Started	Review Oct-11
1.2.6	Land tenure arrangements that encourage development are adopted.	Lead - Community, CLC Supporting - DLP, SDCU	ASAP	Review Dec-10
1.2.7	Review and report on provision of multi purpose community centre or facilities that could include public library, ICT and training facilities.	Lead - NRETAS	Started	Jun-11
1.2.8	Conduct review of Adult Education Training Facilities. Determine and report on training facility needs for future years.	Lead - DET Supporting - DET, Ntaria School, DCI	ASAP	Review Dec-10
1.2.9	Ensure access to appropriate TV, radio and ICT Services.	Lead - ROC Supporting DBCDE, Office of the Arts, PM&C	Started	Review Jun-11
1.2.10	Complete a detailed road survey and prepare funding submission to upgrade roads.	Lead - DHLGRS(Submission) Supporting - DLP (Survey), MacDonnell Shire Council	Started	Report:Dec-10

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Schedule A: Local Implementation Plan Priority Actions

Priority 2: The working age population has the depth and breadth of skills and capabilities required to enter the labour market.

Strategy 2.1: DNtaria residents acquire the skills required to find and take up jobs.

Action		Responsible Party	Start When	Finish When
2.1.1	Participation in training and development activities paid for by Government will be maximised surpassing minimum participation rates.	Lead - Community Supporting - RTEED	From date of agreement	Review Jun-11
2.1.2	Develop Labour Market profile that demonstrates current positions, skill requirements and jobs that are available.	Lead - DBE Supporting - RTEED	Started	Complete
2.1.3	In partnership with community champions hold Futures Forums that provide information on employment options and business development services available to community members. Provide information on opportunities arising from potential private sector involvement.	Lead - DHLGRS Supporting - All government agencies, MSC	Started	Jun-11
2.1.4	Deliver Training for Work: targeted to meet employment needs that assist community members in gaining employment and advancing their careers.	Lead - DBE Supporting - DEEWR, DET,Community	Started	Review Jun-11
2.1.5	Work Readiness: Government will ensure that JSA and CDEP providers develop work experience activities that meet local needs, including accredited and non-accredited training and work readiness activities, which lead to employment outcomes.	Lead - DEEWR, FaHCSIA Supporting - JSA (ITEC Employment), CDEP (CEA), RTEED	Started	Jun-12
2.1.6	VETiS programs and school-based apprenticeships are aligned with community employment pathways.	Lead - DET Supporting - RTEED	Started	Review Jun-11
2.1.7	Ntaria community members learn safe driving practices, access driver training and acquire driver's licences.	Lead - LRG Supporting - DLP	ASAP	Review Jun-11
2.1.8	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	ASAP	Review Oct-11
2.1.9	Government Contracts: All procurement processes undertaken in remote areas will optimise opportunities in Indigenous employment and enterprise development.	Lead - RTEED Supporting - All Agencies	Started	Review Oct-11

Priority 3: Town develops in an orderly manner with appropriate process.

Strategy 3.1: Develop a town plan.

Action		Responsible Party	Start When	Finish When
3.1.1	Complete and gazette a town plan (area plan).	Lead - DLP	Started	Dec-10
3.1.2	Develop Town Centre Urban Design plan including community transport strategies.	Lead - DLP Support - DCI	Started	Jun-11

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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: Ntaria people are safe from violence, abuse and neglect.

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

Action		Responsible Party	Start When	Finish When
1.1.1	Establish a Community Safety Working Party to work with Ntaria community members to develop place based strategies that will address safety concerns. The Ntaria 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, MSC, LGANT	Oct-10	Review Jun-11
1.1.2	Communicate the supported recommendations of the Remote Police Review.	Lead - NTPFES	ASAP	Review Jun
1.1.3	Prepare proposal on requirements for Ntaria Women's Safe House and Men's Wellbeing Facility.	Lead - GBM Supporting - FaHCSIA, DHF	ASAP	Review Jun

Strategy 1.2: Minimise alcohol and other drug use.

Action		Responsible Party	Start When	Finish When
1.2.1	Develop alcohol management plan. The Ntaria 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 - FaHCSIA, MSC, LRG Community Safety Working Party, DHF	Started	Review Jun
1.2.2	Provide alcohol and other drug counselling service.	Lead - WAHAC Supporting - Community Safety Working Party, DHF	ASAP	Review Jun
1.2.3	Develop strategies to reduce petrol sniffing.	Lead - WAHAC Supporting - LRG, CAYLUS, Community Safety Working Party	ASAP	Review Jun

Priority 2: Make Ntaria a safer place.

Strategy 2.1: Enforce laws ensuring children and families are safe.

Action		Responsible Party	Start When	Finish When
2.1.1	Install speed signs and restrictors at important community locations (eg. school, health centre store, sporting facilities).	Lead - MSC Supporting - LRG, DLP	Feb-11	Oct-11
2.1.2	Establish an animal management program in consultation with the community.	Lead - MSC Supporting - FaHCSIA	Started	Review Oct
2.1.3	Maintain and improve street lighting as required.	Lead - MSC Supporting - PWC	Started	Review Oct
2.1.4	Local police work in liaison with Community Safety Working Party.	Lead - NTPFES	Started	Review Oct
2.1.5	Minimum service standards for child protection and related services will be developed in Ntaria including an agreed program to implement these standards.	Lead - DHF	Started	Jun-12
2.1.6	Establish and support NT Emergency Service volunteer units capable of reacting to known hazards for the community.	Lead - NTPFES Supporting - MSC	Started	Review Oct
2.1.7	Maintain an all hazard response plan for Ntaria and review or establish specific hazard response plans for the community (eg. flood plan) as necessary. This will include ensuring adequate community education and preparedness (including where necessary public shelters) for known hazards.	Lead - NTPFES Supporting - MSC	Started	Review Oct

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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: Ntaria leaders and elected council members have the skills, tools and information to effectively govern their community.

Strategy 1.1: Enhance and improve local peoples understanding of governance and leadership practises.

Action		Responsible Party	Start When	Finish When
1.1.1	Establish a Community Safety Working Party to work with Ntaria community members to develop place based strategies that will address safety concerns. The Ntaria community have noted the following to be considered as part of the safety plan: child protection and welfare; alcohol management and drug reductions.	Lead - MSC Supporting - LGANT	Started	Ongoing
1.1.2	Work with the community to develop an integrated and strategic program of community governance and leadership support that suits the needs of the men, women and youth of Ntaria.	Lead - FaHCSIA	Jan-11	Review Jun-11

Strategy 1.2: Develop and provide tools and information that enhances local people's governance capacity.

Action		Responsible Party	Start When	Finish When
1.2.1	Undertake a research project which will map the community governance arrangements and community engagement for all Ntaria organisations and enterprises.	Lead - DHLGRS Supporting - ROC	Oct-10	Mar-11
1.2.2	Develop a clear profile of community owned enterprises, detailing ownership and governance structures.	Lead - DHLGRS	Started	Jun-11

Strategy 1.3: Improve consultation and engagement processes.

Action		Responsible Party	Start When	Finish When
1.3.1	Ensure interpreters are used for all meetings, consultation and negotiations with community members.	Leads - AG and NTG	Started	Review Jun-11
1.3.2	Develop and implement a system through which meetings and consultations are coordinated, streamlined and encourage community input.	Lead - ROC Supporting - MSC	Started	Review Jun-11

Strategy 1.4: The GBM and the ROC will support the LRG to monitor the progress and timelines of the Ntaria Local Implementation Plan.

Action		Responsible Party	Start When	Finish When
1.4.1	The Ntaria Local Reference Group and the ROC will work in partnership to progress Local Implementation Plan actions and report back to government.	Lead - LRG Supporting - ROC	From date of agreement	Review Jun-11

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Schedule B: Baseline Mapping Summary

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

Early Childhood

• Of the all births in the Tanami Statistical Local Area (which includes Ntaria) in 2004-08, 30.7 percent (107 births) were to teenage mothers aged 15 to 19. Births to mothers aged 20-24 comprised 37.9 per cent of all births (132 births).
• Since peaking in 2003 at 27 children, preschool enrolments at Ntaria School declined to nine enrolments in 2006. In 2009 enrolments increased to 17 children, less overall than in 2001 (23 children). As the 2006 census shows the zero to four year old Indigenous population to have been 107, this data indicates a low enrolment rate.
• The number and proportion of low, normal and high birth weight Indigenous babies in Ntaria 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 Ntaria 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, 123 students were enrolled in Ntaria School from preschool to Year 6, and 61 were enrolled from Year 7 to Year 12. The 2006 census shows the school-aged Indigenous population (ages five to 14) to have been 197.
• The yearly average attendance at Ntaria School increased from 62.9 per cent in 2008 to 74.7 per cent in 2009, alongside an average enrolment increase from 140.75 to 173.17 students.
• Since 2001, the average yearly attendance rate (averaged over the eight collection points) at Ntaria School has increased overall, from 65 percent in 2001. In 2009, the attendance rate was 73 per cent, the highest during the period, having increased from the lowest attendance rate of the period of 52 per cent in 2002.
• Participation in the National Assessment Program-Literacy and Numeracy (NAPLAN) increased significantly between 2008 and 2009, with a 54 increase in Year 7 participation in the reading assessment and a 64 per cent increase in Year 5 participation in the numeracy assessment.
• Overall results in 2009 indicate that students are achieving below the national minimum standard for reading, but at or above the national minimum standard for numeracy. For example, 30 per cent Year 5 participants (noting 88 per cent participation) achieved at or above the national minimum standard for reading, however 71 per cent of Year 3 participants achieved the standard (noting 100 per cent participation). When assessed for numeracy, 100 per cent of Years 5 and 7 participants achieved at or above the national minimum standard.
• >More information on NAPLAN results is available online at www.myschool.edu.au.

Health

• In 2009-10 the Ntaria health centre reported 11,497 episodes of care, with 60 per cent reported as care for female clients and 93.1 per cent reported as care for Indigenous clients.
• In 2008-09 there were 30 reported Home and Community Care clients in Ntaria, all of whom were Indigenous.
• In 2009-10 the Aged and Disability Program reported 74 open cases, 16 referrals and seven closed cases. Open cases are those cases being actively managed by a disability coordinator.

Healthy Homes

• In 2009, there were 69 residential dwellings in Ntaria providing 195 bedrooms. This resulted in an average of 3.11 people per bedroom. Fifty four per cent of Ntaria households are considered to be overcrowded, seven assessed dwellings were deemed in need of refurbishments and six were deemed in need of significant capital expenditure.
• Between 2003-04 and 2007-08, Indigenous people in the Tanami Statistical Local Area were hospitalised for diseases associated with poor environmental health at a rate of 107.4 per 1,000.

Economic Participation

• An employment survey was undertaken in 2009 in Ntaria. Of the 173 employed people, 115 were Indigenous-48 people were employed full-time, 46 were part-time, nine were casual and 12 held Community Development Employment Projects positions.
• At the time of the survey 61 Indigenous people were employed in the public sector (17 full-time, 36 part-time and eight casual) and 42 were employed in the private sector (31 full-time, 10 part-time and one casual).
• Ninety three per cent of income support recipients were of workforce age (15-64 years of age). Fifty seven per cent of all income support recipients were female.
• In Ntaria, about 41 per cent of all income support recipients received Newstart Allowance (98 recipients) and about 15 per cent received Youth Allowance-Other support (37 recipients). Between June 2008 and June 2009, there was a slight increase in the number of income support recipients, contrary to the experiences in the majority of other Remote Service Delivery communities.
• Thirty six per cent of the 464.2 km of roads surveyed in and around Ntaria were found to be in good condition, 23 per cent were found to be in fair condition, and 41 per cent were found to be in poor condition.

Safe Communities

• From 2006-07 to 2008-09, a total of 919 offences were recorded in Ntaria. The data shows a 27 per cent decrease in recorded offences between 2007-08 and 2008-09, but only a seven per cent decrease over the whole period from 2006-07 to 2008-09.
• In total, forty percent of recorded offences were alcohol related. Only four per cent were drug and/or substance abuse related. Eighteen per cent were domestic/family violence related.

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Schedule C: Summary of Community Engagement

The Ntaria Indigenous Engagement Officer and Government Business Manager worked with community groups and individuals, as well as key stakeholders, service providers and non-governmental organisations to guide the Ntaria 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

A Local Reference Group was established in Ntaria to consult on the Local Implementation Plan. Ntaria community members renamed the group the Wurla Nyinta Reference Group, which translates to "one mob" in Western Arrarnta.

Wurla Nyinta members were nominated by the Shire Local Board and sanctioned by the MacDonnell Shire CEO and Council. The members of the Shire Local Advisory Board are all members of Wurla Nyinta, with the addition of several other key community members who have participated in leadership programs and other Remote Service Delivery-related activities. Members of Wurla Nyinta are visionary and have actively participated in the Local Implementation Plan process. A number of the Wurla Nyinta members have had considerable community development planning experience through their involvement in other community organisations. Community members have worked to ensure that Wurla Nyinta is evenly representative of the community, including youth representation.

To date, Wurla Nyinta meetings have had varying attendance, largely due to member involvement in traditional cultural business, leadership workshops and other important community matters, as well as bad weather interrupting a number of planned meetings. To ensure that the communities priorities have been captured a range of smaller meetings have been held with the Single Government Interface which have fed into the Wurla Nyinta discussions.

Local Reference Group members

The members of Wurla Nyinta Reference Group who were consulted with in the Local Implementation Plan process include: Patrick Oliver, Marion Swift, Helen Stuart, Ralph Malbunka, Sonya Braybon, Clarabelle Swift, Conrad Ratara, Marcus Wheeler, Mark Inkamala, Wally Malbunka, Elfreda Maclean, Darryl Fowler, Selwyn Kloeden, Darryl Kantawara, Mildred Inkamala, Carl Inkamala, Roxanne Kenny, Renita Kantawara,Mervyn Raggett and Marjorie Wheeler.

Consultations with community members

The Indigenous Engagement Officer and Government Business Manager held multiple consultations with individual community members who contributed to the prioritising of the Local Implementation Plan. Prior to each Wurla Nyinta meeting the Single Government Interface consulted with community members broadly.

Consultations with service providers and governance structures

The Wurla Nyinta Reference Group includes representation from a range of service providers and stakeholders, and from individuals whose expertise spans the interests of each of the seven Council of Australian Government (COAG) building blocks.

There have also been a series of consultations held with the Women's Safe House Workers, the Western Arrarnta Health Aboriginal Corporation, the Men's Well being House participants, and the artists at Hermannsburg Potters. A number of community meetings have also been held to ensure the community as a whole have had the opportunity to input into the planning process. The National Coordinator General of Remote Indigenous Services was involved in four community meetings on the Local Implementation Plan.

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 Ntaria profiling the success of the Men's Wellbeing Centre and its contribution to Closing the Gap.
• A photographer visited Ntaria in August 2010.The Regional Operations Centre will create distinctive Ntaria communications materials with the photographs.

Capacity-building

Wurla Nyinta Reference Group has been supported in its capacity-building by the Single Government Interface and the Regional Operations Centre. On 10 February 2010, the Regional Operations Centre convened an in-community Visioning Forum for Wurla Nyinta 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 Ntaria 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 Wurla Nyinta Reference Group, the Single Government Interface and the Regional Operations Centre,priorities under each building block were finalised and negotiated with government.

Wurla Nyinta Reference Group members, including youth leaders, also participated in a local Remote Service Delivery Governance and Leadership Workshop held in Ntaria on 15-16 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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