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 Numbulwar and governments.

Introduction

Closing the Gap in Numbulwar

Closing the Gap Building Blocks

Numbulwar's Partnership with Government

Local Implementation Plan Process

How the Plan Developed

About Numbulwar

History

Location

Population

Languages

Clan Groups

Traditional Owners

Land Council

Local Government

Numburindi Community Reference Group

Early Childhood

Schooling

Health

Healthy Homes

Economic Participation

Safe Communities

Governance and Leadership

Schedule A: Numbulwar Priorities, Strategies and Actions

Schedule B: Baseline Mapping Summary

Schedule C: Summary of Community Engagement

Closing the Gap in Closing the gap in Numbulwar

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.

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

Transforming Numbulwar 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 Numbulwar 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.

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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.
	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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Numbulwar's Partnership with Government

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

Local Reference Group

The Numburindi Community Reference Group is the main way Numbulwar 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 Numbulwar.

The Numburindi Community Reference Group set the community priorities for the Numbulwar 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 Numburindi Community 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 Numbulwar 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 Numbulwar.

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 Numburindi Community 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 Numbulwar 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 Numbulwar 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.

Numbulwar'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 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 Numbulwar community and are committed to working in partnership with the Central Desert Shire Council to implement the Numbulwar Local Implementation Plan.

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

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Numbulwar Local Implementation Plan Process

How the plan developed

The Numburindi Community Reference Group was established to set priorities to improve the quality of life in its community. The Numburindi Community Reference Group was introduced to Local Implementation Planning at a local Visioning Forum convened by the Regional Operations Centre. Following this workshop, the Numburindi Community 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 Numburindi Community 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 Numbulwar'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 Numbulwar to get baseline mapping data. This information identifies the Numbulwar community's needs and is the starting point for measuring the results from the Numbulwar Local Implementation Plan. A summary of the baseline mapping data for Numbulwar is in Schedule B.

Start and finish dates

This iteration of the Numbulwar 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 Numburindi Community 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 Numburindi Community 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 Numbulwar Local Implementation Plan is a living, evolving document that can respond to the changing needs, gaps and priorities for Numbulwar. 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 Numbulwar 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 Numbulwar 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 Numburindi Community 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.

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

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

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About Numbulwar

History

Aboriginal people have inhabited this region for more than 40,000 years. The Rose River Mission, which later became Numbulwar, was established by Anglican missionaries of the Church Missionary Society in 1952. It developed into a township throughout the 1950s and 1960s. In 1962 the mission formed a community association to take responsibility for managing the township. Numbulwar became self-managing when this association formed a town council in 1973. The council became Numbulwar Numburindi Community Council in 1976, and the mission handed over control in 1978.

In 1989 the Numbulwar Numburindi Community Council became a community government council. In 2008 it was absorbed into the Roper Gulf Shire Council, which now provides local government to the region.

Location

Numbulwar is one of the most isolated of the main Arnhem Land communities. It is located on the sand hills of the far south-eastern coast of the Rose River estuary, 700 km east of Darwin.

Population

There is a lot of seasonal variation in the population size. The population of Numbulwar and its surrounds in 2006 was approximately 783, of which 713 were Indigenous (91 per cent).

The Indigenous population of Numbulwar and its surrounds is projected to increase from 713 people in 2006 to 968 in 2026, an increase of 36 per cent. The number of Indigenous people of working age (15 to 64 years) is projected to increase from 461 to 629 over this period. The greatest proportional increase is expected to be in the post-working population of 65 years and above, which is expected to triple over the next 20 years from 16 in 2006 to 54 in 2026.

The changing size and age composition of the Indigenous population of Numbulwar 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

The most common languages in Numbulwar are Kriol (48 per cent), Wubuy (14 per cent), English (11 per cent), and Anindilyakwa (6 per cent). Mara and Ngandi are also spoken.

Clan Groups

Numbulwar’s people are from a range of clans. These include Numamurdirdi, Nunggumajbarr, Nunggarrgalu, Nundhirribala, Ngalmi, Murrungun, Wurramarra, Lalara, Manggurra and Wilfreds. These traditional people have a close relationship with the sea and coastal areas, which feature strongly in their culture.

Traditional Owners

Numbulwar’s people are from a range of traditional owner groups, from Ngukurr up to Blue Mud Bay, including some from Groote Eylandt and Bickerton Island. The land Numbulwar is built on belongs to the Nunggayinbala clan.

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Land Council

The Northern Land Council, based in Darwin with a regional office inNgukurr, is the land council to the community and works in coordination with the Owners and Custodians of Numbulwar 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.

The community is part of the Arnhem Land reserve. Currently the traditional owners, the Northern Land Council and governments are negotiating longer term whole-of-township leases.

Local Government

The Roper Gulf Shire Council provides local government in Numbulwar, which is in the Shire’s Numbulwar Numburindi Ward. This is one of five wards in the Shire and elects one of the 12 council members. The Shire headquarters are in Katherine and it has a service delivery centre in Numbulwar.

The Shire consults community members through the Numbulwar Local Board, which has two members nominated by the Shire Services Manager in consultation with community leaders, and two members from each of the five groups of clans in Numbulwar.

Numburindi Community Reference Group

The Local Implementation Plan was formed through a collaborative effort between the Numburindi Community Reference Group, the Indigenous Engagement Officer, the Government Business Manager and the Numbulwar community.

The Numburindi Community Reference Group serves as Numbulwar’s Local Reference Group in the Local Implementation Plan process. It is made up of representatives from the five clan groups and includes men, women and youth. Reference group members are established community leaders from other governance areas such as the school council and the Shire Local Board. A youth community reference group is being formed to give young people more of a voice.

Numbulw ar is one of the most isolated of the main Arnhem Land communities. It is located on the sand hills of the far south-eastern coast of the Rose River estuary, 700 km east of Darwin

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Early Childhood Highlights

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

Community Strengths

 

• There is an informal playgroup on the veranda of the Numbulwar preschool.
• The Numbulwar Health Centre holds baby health centres.

Desired Community Outcomes

 

• Children are prepared for school through the establishment of a crèche and childcare facility and service.
• Capable and competent parents to care for children.

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 Numbulwar that will include an agreed program to implement these standards.
• Integrate universal services for families and their children.
• Parents participate in Indigenous Parenting Support Services.

Details of Numbulwar's early childhood priorities and actions are in Schedule A.

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Schooling Highlights

The Numbulwar School provides education up to Year 12.

The community is keen to improve school attendance and engagement.

Community Strengths

 

• The school is governed by a well-represented and active committee of local leaders.
• The school runs a nutrition program which provides a healthy breakfast and lunch.
• The Batchelor Institute offers skills development courses to the community.
• Centrelink has been contacting senior students who are eligible for Abstudy, and reports indicate that they are returning to school.

Desired Community Outcomes

 

• Trained Home Liaison Officers increased from two to five.
• Indigenous young people successfully transition from school to work and/or further study.
• New school building.
• Revisit the Remote Learning Partnership Agreement.

Commitments

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

 

• Establish a School Attendance Working Group to develop a localised school attendance strategy that will increase school attendance, and have young adults and parents returning to school.
• Maintenance and refurbishment program for the school.
• Parents and community encourage and support children to go to school.

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

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Health Highlights

The Numbulwar Health Centre provides medical and public health services and access to visiting doctors and specialists, through staff including nurses, Aboriginal health workers and a visiting general practitioner.

The community is keen to improve preventative health measures and to get a new health centre.

Community Strengths

 

• The number of malnourished children has reduced as a result of public health programs.
• The birth rate has significantly dropped as a result of making contraception more available.
• The Numbulwar Aged Care and Respite Centre helps with personal hygiene, laundry and home maintenance and provides a Meals on Wheels service.

Desired Community Outcomes

 

• Preventative medicine and health strategies supporting healthy lifestyle choices.
• New health centre with renal dialysis available.
• Resident general practitioner and dentist for Numbulwar.
• Residential aged care and mental care facility and support.

Commitments

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

• Undertake a health infrastructure review in Numbulwar and report back to the Numburindi Community Reference Group.
• Develop a local primary health care plan.
• Smoking reduction strategy to be provided, including that Numbulwar community stops people from smoking inside homes and cars.

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

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Healthy Homes Highlights

The community is keen to see Numbulwar developing in an orderly way and families living in suitable housing with access to all necessary utilities.

Community strengths

 

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

Desired Community Outcomes

 

• Development of town in an orderly manner with appropriate processes.
• Families live in appropriate housing with access to all basic utilities.
• Access to clean drinking water.
• Storage capability in Numbulwar homes.

Commitments

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

• Strategic Indigenous Housing Infrastructure Program to deliver new houses, rebuilds and refurbishments, subject to appropriate leasing.
• Establish a Healthy Homes Working Group that will identify and implement the type and timing of housing support than will be provided at Numbulwar that may include home budgeting and home care.

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

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Economic Participation Highlights

The community is keen for improved all-weather access to Numbulwar and wants to establish a central business district and better town infrastructure.

Community Strengths

 

• Major employers in Numbulwar include the Shire, Numbulwar Homelands Council Association Incorporated, the Numbulwar School, the health centre, the Aboriginal Air Service, the Traditional Credit Union, Northern Territory Power and Water, the Territory police and the Batchelor Institute.
• A Numbulwar person is participating in the Traditional Credit Union Financial Services Training Project, which offers three months workand opportunities for employment as financial services apprentices after that.
• The Workplace English Language Literacy Program provides literacy and numeracy training for employees at the Traditional Credit Union in Numbulwar.

Desired Community Outcomes

 

• Improved all-weather access to the community.
• Central business district and arts and crafts centre.
• Town infrastructure, including pool,oval and hall.
• Public transport for Numbulwar.
• Sufficient accommodation to support services and economic development.

Commitments

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

• Replacement of Rose River channel markers planned during the 2010-11 maintenance program, and commitment to undertake a detailed survey of the road network in and around Numbulwar including options for progressive road upgrades.
• Provide business support and mentoring to individuals and groups wanting to start a viable business.

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

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Safe Communities Highlights

The community is keen to ensure that all families are properly housed and that children and families are safe.

Community Strengths

 

• There is capacity to employ two Aboriginal community police officers—although both these positions are currently vacant.
• Catholic Care is establishing the No More Domestic Violence Program in the community to deal with domestic violence counselling and intervention orders.
• Youth diversion programs are being developed, and the community is getting a three-quarter-sized basketball court.

Desired Community Outcomes

 

• Families live in appropriate housing with access to all basic utilities.
• Children and families are safe.
• Safety at night.
• Parenting programs to assist in curbing antisocial behaviour.
• Community Safety Plan.

Commitments

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

• Develop a community safety plan.

Details of Numbulwar's safety priorities and actions are in Schedule A.

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Governance and Leadership Highlights

The community is keen to see improvements in governance and leadership training, communication and understanding.

Community Strengths

 

• The Numburindi Community Reference Group is a strong and widely representative leadership group.

Desired Community Outcomes

 

• Governance and leadership training for Numbulwar leaders.
• Improved communication and understanding between government and Numbulwar leaders.

Commitments

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

• Develop an integrated and strategic program of community governance and leadership support that suits the needs of the men, women and youth of Numbulwar.
• The Numburindi Community Reference Group and the Regional Operations Centre will work in partnership to progress Local Implementation Plan actions and report back to government.

Details of Numbulwar'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, Numbulwar, 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: Adequate infrastructure to deliver early childhood programs.

Strategy 1.1: Provide adequate creche and childcare facility.

Action		Responsible Party	Start When	Finish When
1.1.1	Complete study on future of education and associated infrastructure needs including the establishment of a crèche and childcare facility in Numbulwar.	Lead - DEEWR Supporting - DET DHF, FaHCSIA, RGSC, Community, Capital Working Group	Started	Review Jan-11
1.1.2	Establish an early childhood coordinator to lead the integration of family services tailored to the Numbulwar 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, RGSC, DHF, Government Service Providers, NGOs, Community	Started	Review Oct-11

Priority 2: Children are prepared for school.

Strategy 2.1: Parents start teaching their children at an early age and are capable and competent parents.

Action		Responsible Party	Start When	Finish When
2.1.1	DET in partnership with DHF, DEEWR, FaHCSIA, RGSC, non-government organisations and community will lead the integration of universal services for families and their children. (DET) Refer to 1.1.2 above.	Lead - DET Supporting - DHF, DEEWR, FaHCSIA, RGSC, NGOs	Started	Review Oct-11
2.1.2	Establish FaFT-IPSS program. This place-based integrated universal services program includes early learning and parenting support strategies.	Lead - DET Supporting - FaHCSIA, DHF	Started	Dec-12
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	Dec-13
2.1.4	Increased access to training for nutrition and food preparation.	Lead - DEEWR Supporting - DET, Numbulwar CEC, Community	Started	Jun-11
2.1.5	Deliver Certificate III Community Services in the workplace through the FaFT-IPSS program for the local Indigenous FaFT Family Liaison Officers and Locational Supported Playgroup staff.	Lead - DET Supporting - FaHCSIA	Started	Dec-11
2.1.6	Build parents capacity to engage in their children's education through community engagement workshops delivered through the PaCE program.	Lead - NTIEC Supporting - DEEWR, DET	Started	Review Jun-11
2.1.7	Parents take an active role in IPSS.	Lead - Community Supporting - DET	From date of agreement	Review Oct-11
2.1.8	Young mothers take an active role in nutrition programs.	Lead - Community Supporting - DHF, DET	From date of agreement	Review Oct-11

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Schedule A: Local Implementation Plan Priority Actions

Schooling

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

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

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

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 have young adults and parents returning to school.	Lead - DET Supporting - Community, NRETAS, Government Service Providers, RGSC, NGOs	Started	Review Feb-11
1.1.2	Parents participate in improving school attendance.	Lead - Community Supporting - DET	Started	Review Jun-11
1.1.3	Review the Remote Learning Partnership Agreement.	Lead - DET Supporting - Community	Started	Jul-11
1.1.4	NTG with support from RGSC guarantees all Year 12 leavers employment and training opportunities under the Jobs Guarantee Plan.	Lead - DBE/DET Supporting - RGSC Council	Started	Review Oct-11
1.1.5	The number of home liaison officers will increase in line with increased enrolments and attendance.	Lead - Community Supporting - DET	Started	Review Oct-11
1.1.6	There will be a range of education initiatives focused on the "Strong Start Bright Futures" approach to remote education and training, with a clear focus on locally tailored attendance strategies.	Lead - DET Supporting - DEEWR, Community	Started	Review Feb-11

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Priority 2: Education services and infrastructure in Numbulwar provide a rich learning environment.

Strategy 2.1: Our school responds to student, teacher and community priorities.

Action		Responsible Party	Start When	Finish When
2.1.1	Provide education and training pathways such as 'Strong Start Bright Futures' strategy.	Lead - DET	Feb-11	Review Jun-11
2.1.2	Maintenance and refurbishment program including the replacement of old buildings where required.	Lead - DET Supporting - DCI	Started	Review Feb-11

Strategy 2.2: Identify and deliver a range of adult education programs with a view to increasing the self-esteem of participants and employment opportunities for Indigenous adults.

Action		Responsible Party	Start When	Finish When
2.2.1	The PaCE program to consider employment of part-time staff who would work in similar capacity to Home Liaison Officers.	Lead - DEEWR Supporting - DET Community	Started	Review Aug-11
2.2.2	Implement the Schooling 3-9 program that makes school facilities available for local language courses and activities, such as adult literacy, IT, parenting skills, music, sport and the arts.	Lead - DET Supporting - LRG, NRETAS	Started	Review Feb-11

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Schedule A: Local Implementation Plan Priority Actions

Health

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

Priority 1: The people of Numbulwar have access to effective, comprehensive primary and preventative health care.

Strategy 1.1: Develop and deliver local programs supporting healthy life choices.

Action		Responsible Party	Start When	Finish When
1.1.1	Review the Oral Health Program to seek opportunities for service improvement and if appropriate, develop a fluoridation program.	Lead for Oral Health Program- DHF Lead for fluoridation-DHLGRS	Started	Sep-11
1.1.2	Undertake an analysis of water resources with a view to implementing a community driven approach to managing sustainable water consumption.	Lead - PWC Supporting - DHF	Jan-12	Dec-12

Strategy 1.2: The Numbulwar health centre meets community needs.

Action		Responsible Party	Start When	Finish When
1.2.1	Undertake an infrastructure review in Numbulwar and report back to Local Reference Group.	Lead - DHF	Started	Jul-12
1.2.2	Provide advice back to the LRG on proposed improvements to the health centre following the Infrastructure review.	Lead - DHF Supporting - LRG	Started	Sep-10
1.2.3	Provide advice on water quality at Numbulwar and its impact on renal services.	Lead - DHF Supporting - PWC	Started	Nov-10
1.2.4	Develop a local primary health care plan.	Lead - DHF Supporting - Community	Started	Oct-10
1.2.5	Assess the need for additional vehicles to support outreach services.	Lead - DHF Supporting - DoHA	Started	Sep-10

Strategy 1.3: Plan infrastructure to meet aged care and mental care service delivery needs.

Action		Responsible Party	Start When	Finish When
1.3.1	Undertake an assessment of what is currently available and what will be required for future aged care services in Numbulwar.	Lead - DoHA Supporting - DHF	Started	Nov-10
1.3.2	The findings and recommendations of the review of aged and disability care services will be reported back to the LRG.	Lead - DoHA Supporting - DHF	Started	Nov-10

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Schedule A: Local Implementation Plan Priority Actions

Priority 2: The people of Numbulwar will actively encourage and support family members to stop smoking.

Strategy 2.1: Develop local strategies that will reduce the levels of smoking.

Action		Responsible Party	Start When	Finish When
2.1.1	The Local Reference Group supported by the wider community: Encourage local shops to make nicotine abatement products available; Encourage community members to stop smoking inside homes, cars and around non-smokers (including children, the elderly and the sick); Provide support and encouragement to family members who are trying to quit smoking; Support the declaration of smoke free areas including playgrounds, buildings and other public areas; and provide support and encouragement for pregnant women to stop smoking.	Lead - Local Reference Group Supporting - Community, RGSC, DHF	Oct-10	Oct-11
2.1.2	Stop people smoking inside our homes and cars.	Lead - Community Supporting - DHF	From date of agreement	Review Oct-11
2.1.3	Declare playgrounds, schools and government buildings and grounds smoke free areas.	Lead - Whole of Government and RGSC	From date of agreement	Review Oct-11
2.1.4	Provide details, action and dates for developing a smoking reduction strategy in Numbulwar including expected community actions.	Lead - DHF	Oct-10	Oct-11
2.1.5	Pregnant women not smoking.	Lead - Community Supporting - DHF, DoHA	From date of agreement	Review Oct-11

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Healthy Homes

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

Priority 1: We have enough homes for Numbulwar people to reduce overcrowding.

Strategy 1.1:Determine how many new houses will be needed when SIHIP finishes.

Action		Responsible Party	Start When	Finish When
1.1.1	Undertake a review of Numbulwar housing requirements and develop a plan to provide enough housing in the future.	Lead – DHLGRS, FaHCSIA	Pending lease	Jun-11
1.1.2	Deliver new houses, rebuilds and refurbishments committed under SIHIP ($28.4m).	Lead - DHLGRS, NLC Supporting - Community	Pending leases	Dec-13
1.1.3	Housing Reference Group will be consulted on housing design. All new housing will be provided with appropriate storage space.	Lead - DHLGRS/FaHCSIA	Pending leases	Dec-13
1.1.4	Assess fencing requirements and develop a fencing program.	Lead – DHLGRS, FAHCSIA Supporting – RGSC, HRG	Started	Jan-11

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Priority 2: Numbulwar people have access to all basic utilities and the skills to maintain a healthy home.

Strategy 2.1: Deliver a range of tools and support services for Numbulwar 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 Numbulwar people to assist with maintaining their homes, ie home budgeting, home care (cleaning, minor repairs), life skills (cooking, nutrition, and safe food storage). The LRG has identified the following priorities: To look at a place based approach to life skills support including food security for old people, homemaker skills, bush tucker—how to collect it and how to use it, cooking—young girls and young married couples to learn to cook and hygiene and food preparation. Consider areas of influence and identification of potential funding sources from across government to support activity.	Lead - DHLGRS Supporting - Community	Pending leases	Jun-11
2.1.2	PWC will provide information and education regarding clean drinking water to Numbulwar in collaboration with DHLGRS.	Lead - PWC Supporting - DHLGRS	Started	Dec-10

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Schedule A: Local Implementation Plan Priority Actions

Economic Participation

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

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

Strategy 1.1: Improved access to Numbulwar.

Action		Responsible Party	Start When	Finish When
1.1.1	Undertake a detailed survey of road network in and around Numbulwar including options for progressive road upgrade, including sealing of road to airport. Prepare funding submission to upgrade roads.	Lead - DHLGRS(Submission) Supporting - DLP (Survey),EASC	Started	Dec-10
1.1.2	Replace channel markers (Rose River).	Lead - DCI	Started	Jun-11
1.1.3	acilitate workshops in partnership with the RGSC 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 and Town Centre Urban Design plan and promote walkability and the use of bicycles.	Lead - DLP Supporting - RGSC	Feb-11	Jul-11
1.1.4	Provide grader to Numbulwar community to maintain access to the airport during the wet season for essential service providers including health, emergency services, police and education.	Lead – RGSC Supporting - ROC	Started	Review Jun-11

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Strategy 1.2: Identify and create opportunities for small business development.

Action		Responsible Party	Start When	Finish When
1.2.1	Develop a proposal for a one stop shop for government services and other local businesses. 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, LRG, RGSC	Started	Review Jun-11
1.2.2	Provide business support and mentoring to individuals and groups wanting to start a viable business.	Lead – DHLGRS, Tourism NT(for tourism specific businesses) Supporting - RTEED	Started	Review Jun-11
1.2.3	Develop Numbulwar Economic and Opportunities Profile.	Lead - DHLGRS Supporting - RTEED	Started	Jun-11
1.2.4	Consider local job training and vacancies in furthering concepts around arts and crafts activities in the community.	Lead - DEEWR Supporting - IBA, Arts NT, JSA Provider	Started	Review Jun-12
1.2.5	Scope possibilities for commercial visitor accommodation (including camping and caravans) and develop an action plan to inform future work in this area. If viable, government will work with local entrepreneurs seeking to invest in these businesses.	Lead - DEEWR Supporting - IBA, RTEED, DBE, Tourism NT	Started	Review Jun-11
1.2.6	Government will work with financial institutions to assist with removing barriers to accessing finance for investment on ALRA land. Support will be provided to joint ventures and other partnership vehicles which enable local people to access capital and expertise. Government to ensure land tenure arrangements that encourage development are adopted.	Lead – DBE, DHLGRS Supporting - RTEED	Started	Review Oct-11
1.2.7	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-10	Ongoing
1.2.8	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
1.2.9	Government agency staff working in Numbulwar undertake locally delivered cross cultural training when available.	All Government	Started	Ongoing

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	Jun-11
2.1.2	Develop Town Centre Urban Design plan including community transport strategies.	Lead - DLP Supporting - DCI	Started	Dec-11

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

Strategy 3.1: People are ready to work.

Action		Responsible Party	Start When	Finish When
3.1.1	Vocational and Educational Training and Apprenticeships in Schools: VETiS programs and school based apprenticeships are aligned with community employment pathways.	Lead - DET Supporting - RTEED	Started	Review Feb-11
3.1.2	Jobs, training or further education offers guarantee for all NTCET graduates living in Numbulwar, through an organised transition to work program.	Lead - DBE , DET Supporting – All Agencies, RTEED, RGSC	Started	Review Oct-11
3.1.3	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, RGSC	Jun-12	Jun-13
3.1.4	Training for Work: Training delivered meets employment needs and assists community members in gaining employment and advancing their career.	Lead - DET Supporting - RTEED	Started	Review Oct-11
3.1.5	Work Readiness: Government will ensure that Job Services Australia and CDEP providers develop work experience activities that meet local needs, including accredited and non-accredited training and work readiness activities, which lead to employment outcomes.	Lead - DEEWR, FaHCSIA Supporting - JSA (IST, ITEC,Jobfind, GEBIE) CDEP (RGSC), RTEED	Started	Jun-12
3.1.6	Jobs in Local Industries: Support the development of workforce planning strategies for identified industries and major projects - ie mining, retail, RGSC, construction, tourism, community organisations and government.	Lead - DBE Supporting - RTEED	Started	Review Oct-11
3.1.7	Economic, Commercial and Financial Literacy: Training delivered meets community needs and assists with knowledge in the areas of money management, entrepreneurship, financial wealth and home ownership.	Lead - FaHCSIA/ DHLGRS Supporting - RTEED	Started	Review Oct-11
3.1.8	All training and development activities paid for by government are expected to achieve minimum participation for training courses.	Lead - Community	Started	Review Jun-11
3.1.9	Newstart Allowance recipients meet their allowance obligations, measured by an increase in the number of people taking up job-readiness programs.	Lead - Community Supporting - Centrelink	Started	Review Jun-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 - All agencies	Started	Review Oct-11
3.1.11	Community to develop strategy to open an internet café to access employment opportunities, e-banking and communication with government departments and agencies.	Lead - Community Supporting - RTEED	ASAP	Review Jun-11

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Safe Communities

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

Priority 1: Numbulwar community is a safe place to live.

Strategy 1.1: More street lights and traffic management.

Action		Responsible Party	Start When	Finish When
1.1.1	Maintain and improve street lighting as required.	Lead - RGSC Supporting - PWC	Started	Review Jun-11
1.1.2	Install speed signs and restrictors at important community locations.	Lead - RGSC Supporting - DLP	Review Feb-11	Oct-11

Strategy 1.2: Develop community safety plan for Numbulwar.

Action		Responsible Party	Start When	Finish When
1.2.1	A community safety working group will be established to develop a community safety plan which may include: care and protection of children, alcohol management and drug use reduction.	Lead - DoJ, NTPFES Supporting - DHF, FaHCSIA, AGD, DLP, RGSC, Community	Oct-10
1.2.2	Establish and support NT Emergency Service volunteer units capable of reacting to known hazards for the community.	Lead – NTPFES Supporting - RGSC	Ongoing
1.2.3	Maintain an all-hazard response plan for Numbulwar 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 - RGSC	Started	Review Oct-11
1.2.4	Maintain an effective animal management program.	Lead - RGSC Supporting - FaHCSIA	Started	Review Oct-11
1.2.5	Minimum service standards for child protection and related services will be developed in Numbulwar including an agreed program to implement these standards.	Lead - DHF Supporting - LRG	Started	Review Oct-11

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Governance and Leadership

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

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

Strategy 1.1: Provide governance and leadership training for Numbulwar leaders.

Action		Responsible Party	Start When	Finish When
1.1.1	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 Numbulwar.	Lead - FaHCSIA Supporting - RGSC	From date of agreement	Review Jun-11
1.1.2	Elected members of RGSC and other organisations will receive professional development to enable them to better understand and undertake their roles.	Lead – RGSC Supporting - FaHCSIA	Started	Ongoing
1.1.3	herever possible leadership and governance training and development programs will be held in Numbulwar.	Lead – FaHCSIA Supporting - Community	Started	Review Jun-11
1.1.4	Undertake a research project which will map the community governance arrangements and community engagement for Numbulwar.	Lead - DHLGRS Supporting - ROC	Oct-10	Mar-11
1.1.5	Develop and implement a system through which meetings and consultations are coordinated, streamlined and encourage community input.	Lead - ROC, LRG	Started	Review Jun-11

Strategy 1.2: The GBM and the ROC will support the LRG to monitor the progress and timelines of the Numbulwar Local Implementation Plan.

Action		Responsible Party	Start When	Finish When
1.2.1	The Numbulwar LRG 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 Numbulwar Baseline Mapping Report provides information about the people, services and infrastructure in Numbulwar 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 Numbulwar 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 Numbulwar 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 Numbulwar in these key areas.

Early Childhood

 

• Of the all births in the Numbulwar Numburindi Statistical Local Area, (which includes Numbulwar) from 2004-08, 26.5 per cent (18 births) were to teenage mothers aged 15 to 19. Births to mothers aged 20-24 comprised 33.8 per cent of all births (23 births).
• Since peaking in 2003 at 40 children, preschool enrolment at Numbulwar School has declined. In 2009, 22 children were enrolled, similar to the enrolment figure in 2001 (21 children). It should be noted that between 2004 and 2006, the Numbulwar Community Education Centre operated a preschool with additional enrolments of three, 22 and 39 children in 2004,2005 and 2006 respectively. As the 2006 census shows the zero to four year old Indigenous population to have been 80, this data indicates a low enrolment rate.
• The number and proportion of low, normal and high birth weight Indigenous babies in Numbulwar 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 Numbulwar 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, 104 students were enrolled in Yuendumu School from preschool to Year 6, and 31 were enrolled from Year 7 to Year 11. The 2006 census shows the school-aged Indigenous population (ages five to 14) to have been 147.
• The yearly average attendance at Yuendumu School increased from 49.6 per cent in 2008 to 54.7 per cent in 2009, alongside an average enrolment increase from about 131 to 145 students.
• Since 2001, the average yearly attendance rate (averaged over the eight collection points) at Yuendumu School has fluctuated greatly between a peak of 77 per cent in 2004 and a low of 44 per cent in 2007. By 2009, the attendance rate was 53 per cent, lower overall than in 2001 (65 per cent).
• Participation in the National Assessment Program—Literacy and Numeracy (NAPLAN) increased significantly between 2008 and 2009, and in 2009 nearly all years had 100 per cent participation in the reading and numeracy assessments. For example, there was a 75 per cent increase in Year 5 participants in the reading assessment, and an 81 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 in most subjects. For example, 12 per cent of Year 3 participants (with 100 per cent participation) and 11 per cent of Year 7participants (with 90 per cent participation) achieved at or above the national minimum standard for reading. When assessed for numeracy, 44 per cent of Year 3 participants, but less than five per cent of Year 7 and Year 9 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 Numbulwar health centre reported 10,460 episodes of care, with 58 per cent reported as care for female clients and 95.5 per cent reported as care for Indigenous clients.
• Seven to 12 year olds have an average of two permanent teeth affected by decay. Decay experience in permanent teeth in seven to 11 year olds is between 2.6 and 6.4 times the Northern Territory average and between 2.5 and 4.4 times the Australian average depending on age.
• In 2008-09 there were less than five reported Home and Community Care clients in Numbulwar, all of whom were Indigenous.
• In 2009-10 the Aged and Disability Program reported 21 open cases, seven referrals and three closed cases. Open cases are those cases being actively managed by a disability coordinator.

Healthy Homes

 

• In 2009, there were 92 residential dwellings in Numbulwar providing 211 bedrooms. This resulted in an average of 3.5 people per bedroom.Seventy six per cent of Numbulwar households are considered to be overcrowded.
• Seven of the assessed dwellings were deemed in need of refurbishment, and 33 were deemed in need of significant capital expenditure.
• Between 2003-04 and 2007-08, Indigenous people in the Numbulwar Numburindi Statistical Local Area were hospitalised for diseases associated with poor environmental health at a rate of 22.9 per 1,000.

Economic Participation

 

• An employment survey was undertaken in 2009 in Numbulwar. Of the 134 employed people, 92 were Indigenous—36 people were employed full-time, 39 were part-time, 14 were casual and three held Community Development Employment Projects positions.
• At the time of the survey 67 Indigenous people were employed in the public sector (33 full-time, 33 part-time and one casual) and 22 were employed in the private sector (three full-time, six part-time and 13 casual).
• Ninety two per cent of income support recipients were of workforce age (15–64 years of age). Fifty six per cent of all income support recipients were female.
• In Numbulwar and its associated communities, about 45 per cent of all income support recipients received Newstart Allowance (153 recipients) and about 10 per cent received Youth Allowance (33 recipients). Parenting Payment recipients made up around 24 per cent and Disability Support Pension recipients made up about 10 per cent.
• Between June 2008 and June 2009, there was an overall decrease in the number of income support recipients by 50 people, with the majority being of workforce age. The number of recipients on Newstart Allowance also decreased substantially by 44 people (24 per cent) while Disability Support Pension increased by eight people (24 per cent).
• None of the 176.3 km of roads surveyed in and around Numbulwar were found to be in good condition, 61 per cent were found to be in fair condition, and 39 per cent were found to be in poor condition.

Safe Communities

 

• From 2006–07 to 2008–09, a total of 317 offences were recorded in Numbulwar. There was an overall decline in the number of offences over the period. The main reductions from 2006–07 to 2008–09 were in public order offences(from 27 to five), traffic offences (from 26 to 10), ‘other’ offences (from 36 to 16) and police activities (from 24 to seven).
• Over the period from 2006–07 to 2008–09,seven per cent of all offences (21 offences) were classified by police as alcohol related. Forty eight per cent of alcohol related offences (10 offences) were public order offences.
• Nine per cent of all offences (30 offences) were classified by police as related to drugs or substance abuse. Break and enter and theft accounted for one-third of drug- and substance abuse–related offences.
• Seventeen per cent (54 offences) of all offences were classified as related to domestic or family violence. Twenty seven per cent of acts intended to cause injury were domestic/family violence related, there was only a small number of such offences.

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Schedule C: Summary of Community Engagement

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

Consultation with the Local Reference Group

The Numburindi Community Reference Group is the Numbulwar community’s key group for engagement in the Local Implementation Plan process. The Numburindi Community Reference Group comprises representatives from the five clan group structure. The Traditional Owner, although not a resident of Numbulwar, is represented through the family group structure and by the chair and a Shire Local Board Member who act as delegates. The traditional owner resident in Numbulwar is also represented as part of the five clan group structure.

The Numburindi Community Reference Group consists of men, women and youth. To ensure strong youth representation, the Numburindi Community Reference Group is keen to establish a separate Numburindi Youth Community Reference Group. This is in a formative stage.

The Numburindi Community Reference Group agreed to meet on a fortnightly basis and had their first official meeting in November 2009 to discuss and prioritise strategies for the Local Implementation Plan. Occasionally meetings were cancelled due to funerals and on one occasion due to the effects of cyclone Paul.

There has been a core group of members who have attended every formal meeting; other members were unable to regularly attend due to scheduling conflicts, work commitments and funerals.

Local Reference Group members

The Numburindi Community Reference Group members are: Galiliwa Nunggarrgalu, Cheryl Nundhirribala, Henry Nunggumajbarr, Mildred Numamurdirdi, Faye Mangurra, Jangu Nundhirribala, Virginia Nundhirribala, Timothy Wurramarra, Edwin Rami, Ngala Wilfred, Wulja Nunnggarrgalu, Margaret Minyowan, Sheila Nunggumajbarr and Ngathurin Murrungun.

Consultations with community members

The Indigenous Engagement Officer and the composition of the Numburindi Community Reference Group ensured that the five community clan groups were represented. Members had the primary responsibility of feeding information back to their family groups and ensuring that their family’s ideas and feedback were provided to the Reference Group at the next meeting. The Indigenous Engagement Officer would assist the clan group representatives with their family meetings when appropriate and answer questions on the Local Implementation Plan process.

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Schedule C: Summary of Community Engagement

Consultations with service providers and governance structures

The Numburindi Community 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 Governments building blocks. Many members of the Numburindi Community Reference Group hold other leadership roles including the president of the school council and the chairperson of the Numbulwar Homelands Council Association Incorporation. Other members are also members of the Shire Local Board, the Housing Reference Group, Miwatj Health and the board of the Traditional Credit Union.

The Government Business Manager also attended regular Shire meetings, and met regularly with the health centre, the police, the Homelands Resource Centre and the school to discuss the Local Implementation Plan process with particular emphasis on the relevant building block. Additionally, the Plan was developed in consultation with the Numbulwar School, Numbulwar Homelands Council Association Incorporation, and with external service providers such as Job Services Australia and ITEC Employment.

Engagement

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

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 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 will commence production in Numbulwar to profile a local initiative and how it contributes in Closing the Gap.
• A photographer visited Numbulwar in June 2010 and the photographs will be used by the Regional Operations Centre to create distinctive Numbulwar 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 Numbulwar. During this week the children created songs, artwork and mini-movies about their vision for the community.

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Capacity-building

The Numburindi Community 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 the Numburindi Community 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 Numbulwar community’s vision through a Local Implementation Plan. Over a series of in-community meetings between the Numburindi Community Reference Group, the Single Government Interface and the Regional Operations Centre, priorities under each building block were finalised and negotiated with government.

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

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