Local Implementation Plan - Wadeye

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 Wadeye and governments.

On this page:

• Closing the Gap in Wadeye
• Closing the Gap Building Blocks
• Wadeye’s Partnership with Government
• Local Implementation Plan Process
• About Wadeye
  • History
  • Location
  • Population
  • Languages
  • Clan Groups
  • Traditional Owners
  • Land Council
  • Local Government
  • Thamarrurr Incorporated as Local Reference Group
• Early Childhood Highlights
• Schooling Highlights
• Health Highlights
• Healthy Homes Highlights
• Economic Participation Highlights
• Safe Communities Highlights
• Governance and Leadership Highlights
• List of Acronyms
• Schedule A: Priorities, Strategies and Actions
• Schedule B: Baseline Mapping Report Snapshot
• Schedule C: Summary of Community Engagement

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Closing the Gap in Wadeye

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.

Wadeye is one of the 29 remote Indigenous communities across Australia where this approach is being started through Local Implementation Plans.

The Wadeye Local Implementation Plan has been developed through close consultation between governments and the Wadeye community through the Wadeye Local Reference Group, a role filled by Thamarrurr Incorporated. It sets out the priorities for the Wadeye community and includes targets, actions, success measures and timelines for achieving those priorities. Existing community and government plans and agreements in Wadeye complement the Remote Service Delivery approach. All the signatories agree to work together to deliver the actions in the Plan.

Transforming Wadeye 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 Wadeye Local Implementation Plan, and
• governments agree to listen to the community and provide resources and planning to improve infrastructure, services and access to services.

 

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Closing the Gap Building Blocks

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

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

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Wadeye's Partnership with Government

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

Local Reference Group

Thamarrurr Incorporated is the main way Wadeye consults and negotiates with government on the Local Implementation Plan. Its members are community people from across the different clans, age groups, areas of expertise and other interests in Wadeye.

Thamarrurr Incorporated set the community priorities for the Wadeye Local Implementation Plan. To do this it consulted with clan groups, participated in capacity-building workshops and took advice from community members with experience in service delivery.

With support from the Indigenous Engagement Officer and the Government Business Manager, Thamarrurr Incorporated 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 Thamarrurr Incorporated and the Local Implementation Plan process. They both work with the Northern Territory and Australian Governments, as well as having strong connections with the Shire Council. They both live and work in Wadeye.

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 Thamarrurr Incorporated 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 Wadeye 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 Wadeye 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.

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

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

The Board of Management will:

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

Local Government

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

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Wadeye Local Implementation Plan Process

How the Plan developed

Members of the pre-existing social group Thamarrurr Incorporated also served as the Wadeye Local Reference Group and set priorities to improve the quality of life in their community. Thamarrurr Incorporated was introduced to Local Implementation Planning at a local Visioning Forum convened by the Regional Operations Centre. Following this workshop, Thamarrurr Incorporated 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, Thamarrurr Incorporated 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 Wadeye’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 Wadeye to get baseline mapping data. This information identifies the Wadeye community’s needs and is the starting point for measuring the results from the Wadeye Local Implementation Plan. A summary of the baseline mapping data for Wadeye is in Schedule B.

Start and finish dates

This iteration of the Wadeye 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 Thamarrurr Incorporated 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, Thamarrurr Incorporated 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 Wadeye Local Implementation Plan is a living, evolving document that can respond to the changing needs, gaps and priorities for Wadeye. 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 regular reports from government agencies on the Plan’s progress. The Regional Operations Centre will also receive regular reports from Thamarrurr Incorporated 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 Thamarrurr Incorporated, 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 Thamarrurr Incorporated 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.

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

 

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About Wadeye

History

Aboriginal people have inhabited the region for more than 40,000 years. In 1935 the Catholic Church began a mission on the coast at Port Keats, at a site known as Wentek Nganayi by traditional owners. They had been asked to do this by the Australian Government. The protection and services offered by the mission attracted people from seven different language groups and more than 20 clans. The mission moved inland in 1939 to Yidiyi, which provided a sheltered boat landing and a place for an airstrip. The Australian Government oversaw the mission until 1978.

Local government was handed over to the Kardu Numida Council by the Northern Territory Government in 1978, when the community’s name was changed to Wadeye. The council later evolved into the Thamarrurr Regional Council, which was made up of representatives from the 20 clan groups in the region. In 2008 Wadeye became part of the Victoria Daly Shire and the Shire took over local government.

Location

Wadeye is 270 km south-west of Darwin in the Daly River/Port Keats Aboriginal Land Trust, close to the coast of the Joseph Bonaparte Gulf. The surrounding area is known as the Thamarrurr region.

Population

The population of Wadeye and its surrounds in 2006 was approximately 2,222, of which 2,074 were Indigenous (93 per cent). The Wadeye population has a very young age profile: over half of the Wadeye Indigenous population is aged less than 20 years of age. Wadeye is the sixth most populous town in the Northern Territory and has the largest Aboriginal community.

The Indigenous population of Wadeye and its surrounds is estimated to have been 2,472 in 2009. This is projected to increase by 63 per cent to 4,032 in 2029. The number of Indigenous people aged 15 to 64 is expected to increase from 1,388 to 2,399 over this period (an increase of 73 per cent). The number of Indigenous people aged over 50 is expected to increase by 108 per cent, from 179 people in 2009 to 372 people in 2029.

About 29 per cent of Wadeye residents move frequently between associated communities and Darwin town camps, staying for short periods of time then moving again. There is population movement into Wadeye during the wet season due to accessibility issues and the need to access essential services.

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

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

Languages

The Thamarrurr Region has three ceremonial groups, with at least five languages and four dialects spoken. Languages include Murrinhpatha, Marri Ngarr, Murrinh Nuwayn, Marri Tjevin, and Ngangi Tjemerri. Dialects are Murrinh Kura, Magati Ke, Marri Ammu, and Menhdhe. Murrinhpatha is the most commonly spoken language though it may be a person’s second or third language. English is not widely spoken and is used mostly to communicate with non-Indigenous people. The majority of Indigenous people under the age of 50 speak Murrinhpatha.

Clan groups

Wadeye is home to 22 land owning clan groups from the Thamarrurr region. These clan groups are: Kardu Yek Diminin, Kardu Yek Maninh, Rak Kirnmu, Kardu Yek Dirrangarra, Kardu Kura Thipmam, Kardu Wakal Bengkunh, Kardu Yek Wunh, Kardu Yek Yederr, Kardu Yek Naninh, Rak Perrederr, Rak Thinti, Rak Nardirri, Kardu Wakal Thay, Kardu Yek Nangu, Kardu Wakal Thirnang, Rak Kulingmirr, Rak Merrepen, Rak Nemarluk, Rak Kimul, Kardu Yek Nganthawurdi, Kardu Wakal Malgin, and Kardu Kira Ngaliwe.

Traditional owners

The traditional owners for a large part of the greater Wadeye township are the Kardu Yek Diminin. This clan consists of eight family groups. The subdivision of Manthathpe sits on a separate clan estate belonging to the Yek Maninh people.

Culturally, only traditional owners have any land ownership rights at Wadeye, and the other clans living at Wadeye respect these rights.

Land Council

The Northern Land Council, based in Darwin, is the land council to the community. 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.

Wadeye traditional owners negotiated a 40-year lease arrangement with the Australian and Northern Territory governments through the Northern Land Council under the Strategic Indigenous Housing and Infrastructure Program.

Local Government

The Victoria Daly Shire Council provides local government in Wadeye, which is in the Shire’s Thamarrurr / Pindi Pindi Ward. This is one of eight wards in the Shire and elects four of the 12 council members. The Shire headquarters are in Katherine and it has a service delivery centre in Wadeye. Approximately 40 per cent of the Shire’s population live in Wadeye. The Shire consults community members through a Local Board.

Thamarrurr Incorporated as the Local Reference Group

The Wadeye Local Implementation Plan was formed through a collaborative effort between Thamarrurr Incorporated in its role as Local Reference Group, the Indigenous Engagement Officer, the Government Business Manager and the Wadeye community. Traditional owners were consulted formally and through their representation in Thamarrurr Incorporated.

Other key groups consulted through the Local Implementation Plan engagement process include Palngun Wurnangat Association Incorporated, Murinbata Tribal Development, Makura Wunthay Association Incorporated, Our Land of the Sacred Heart Thamarrurr School Leadership Group and senior traditional owners.

 

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Early Childhood Highlights

The community is keen to have a strong, well-coordinated network of early childhood services. 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.

Community strengths

• The childcare centre (operated by Batchelor College) offers long day and vacation care.
• The health centre provides baby health care services.
• The Wadeye Library and Knowledge Centre offers picture books, educational toys and playgroups for early childhood development.
• The Wadeye Jobs Education and Training program provides crèche services to its trainees and participants.

Desired community outcomes

• Strong and coordinated early childhood services in the Thamarrurr region.

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 Wadeye that will include an agreed program to implement these standards.
• Review all government and non-government early childhood services at Wadeye and develop a strategy for integrating future universal service delivery for families and their children.
• Thamarrurr leaders and local parents and guardians commit to provide input to the design and delivery of early childhood programs at Wadeye.

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

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Schooling Highlights

Our Lady of the Sacred Heart Thamarrurr Catholic School runs from preschool to Year 12. Some students go to boarding school in Darwin. Improving school attendance is a top priority for Wadeye.

The community is keen to improve school attendance and community participation.

Community strengths

• Our Lady of the Sacred Heart Thamarrurr Catholic School has local Indigenous qualified teachers and assistant teachers. Accreditation has been achieved through Charles Darwin University and Batchelor College.
• The school provides bilingual preschool, primary school and secondary school education.
• It runs a nutrition program that provides breakfast and lunch.
• The Charles Darwin University Literacy Training Unit and the Bachelor Institute of Indigenous Tertiary Education both have operations in Wadeye.
• The Wadeye Library and Knowledge Centre is a resource for students.
• A trial of the School Enrolment and Attendance through Welfare Reform Measure is under way in Wadeye. This links parents’ income support payments to their children’s school attendance.
• Vocation Education and Training strengthens pathways for students from school to further study, employment training and work. Courses include construction, automotive, hospitality and manufacturing pathways

Desired community outcomes

• All children and youth of school age within the Thamarrurr region attend school or an appropriate educational or training facility.
• Strong community participation in the school.
• Improve reading and writing so that children in the Thamarrurr region achieve the same standard of reading and writing as the broader community.
• Children with learning difficulties, disabilities or behavioural problems are provided with counselling and support.
• Recruiting and keeping good teachers.

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 strategies, based on best practice and localised solutions, to encourage children to attend and remain at school on a regular basis and to pursue further education opportunities.
• Thamarrurr leaders, parents and guardians will take more responsibility in encouraging children and youth to attend school regularly.

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

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Health Highlights

The Wadeye Community Health Centre provides medical and public health services and access to visiting doctors and specialists, however the amount of acute and specialist health care available in Wadeye is limited.

The community is keen to have the same levels of health care and life expectancy as other Australians.

Community strengths

• A number of strategies are under way to develop a local health workforce and attract skilled staff.
• Aged care is provided by the Thamarrurr Flexible Aged Care Service.
• Mental health services are provided on a fly-in, fly-out basis but there is funding for resident mental health staff when housing becomes available.

Desired community outcomes

• Improve health services so that people in the Thamarrurr region achieve the same levels of health standards and life expectancy as other Australians.
• Improve aged care services for people in the Thamarrurr region.

Commitments

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

• Adequately resource the new health centre to ensure all services and programs can be properly delivered.
• Thamarrurr leaders have committed to provide advice in the planning and delivery of culturally appropriate health services.
• Undertake a comprehensive review of aged and disability services to inform service and facility development.

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

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Healthy Homes Highlights

The community is keen to reduce overcrowding and increase the amount and standard of housing.

Community strengths

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

Desired community outcomes

• Reduce the overcrowding of houses in the Thamarrurr region.
• Improving housing support in the Thamarrurr region.
• Better housing for people through good repairs and maintenance programs.
• Strong and careful planning with future housing in the Thamarrurr region.

Commitments

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

• Ensure the Strategic Indigenous Housing and Infrastructure Program delivers the committed number of new, replacement and refurbished houses within a reasonable time.
• Commence planning for the provision of additional housing following completion of the current Strategic Indigenous Housing and Infrastructure Program which includes the immediate housing need and future demand (based on population estimates).
• Provide training and support to Wadeye to assist Wadeye people with maintaining their homes.

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

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Economic Participation Highlights

The community is keen for more land to be available for development.

Community strengths

• Community Development Employment Projects, Job Services Australia and Centrelink services are functioning in the community.
• Indigenous people involved in the Strategic Indigenous Housing and Infrastructure Program in Wadeye get literacy and numeracy support through the Workplace English Language Literacy Program.

Desired community outcomes

• Land made available for future developments in the Thamarrurr region.
• Regional economic development plan is developed for the Thamarrurr region.
• Thamarrurr Development Corporation is recognised as the peak Indigenous authority for regional economic development.
• Local Indigenous participation and training is part of all major housing and infrastructure programs in the Thamarrurr region.

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 incorporating government services and other local businesses where possible.
• Local organisations could consider the option to build and own the one-stop-shopfront with long-term tenancy established by government agencies.
• Upgrade the access road to Wadeye.

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

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Safe Communities Highlights

The Wadeye police station serves a patrol area of roughly 13,650 km2, assisted by a night patrol service.

The community is keen for youth services to improve and for people in the region to work together to make Wadeye safe for families.

Community strengths

• A safe house complex has been built and commenced operations in April 2011.
• A children’s services centre has been built and provides a range of early childhood services to the community.
• The Northern Territory Australian Football League operates a regional AFL program.
• The Red Cross has been engaged to provide youth services at Wadeye, two Youth Workers and two Local Indigenous Youth Trainees have commenced working in the community.

Desired community outcomes

• Improve youth, sport and recreational services in the Thamarrurr region.
• Working together to make the community safe, keeping people out of trouble with the law and supporting families and each other.
• Make Wadeye a safe community for families.

Commitments

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

• Review the current sport and recreational services for youth at Wadeye, gauge effectiveness and make appropriate changes to achieve enhanced participation.
• Thamarrurr leaders and emerging Thamarrurr youth leaders have committed to provide advice on the delivery of culturally appropriate youth, sport and recreational services; and promote, encourage and support youth participation at Wadeye.

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

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Governance and Leadership Highlights

The community is keen to see strong leadership and governance from Thamarrurr Incorporated enhanced.

Community strengths

• Thamarrurr Incorporated has broad community and cultural support. It focuses on community priority areas like youth services, housing, education, health, governance and leadership, and had a major role in developing the Wadeye Local Implementation Plan.
• The Thamarrurr Development Corporation is a community-owned organisation focusing on economic development and local employment. It manages services in a wide range of areas, including building and construction, a mechanical workshop and fuel sales, commercial accommodation, post office, retail, employment and training, and nursery and ranger programs. It is also looking into setting up a business centre and an art and cultural centre.
• Murinbata Tribal Development Association manages the Murrinhpatha Nimmipa Store. Its members are from the Murrinhpatha language speaking clans.
• The Palngun Wurnangat Association governs the Women’s Resource Centre, the takeaway and the bakery (the latter two are managed by the Arnhem Land Progress Association under contract). Its members are Indigenous women from Wadeye.
• Makura Wunthay Association is a group of dedicated local people helping Catholic Care to run family recovery programs at Wadeye.
• The privately funded Thamarrurr Foundation supports cultural activities including ceremonies, funerals and visits to country.
• Murin Association manages Murin Travel and Freight Services, its members are from the Thamarrurr Region and are members of the Murrinhpatha, Marri Ngarr, Marri Tjevin and Magati Ke language groups.

Desired community outcomes

• Thamarrurr to provide strong leadership and governance.
• Good planning for the future.
• Bringing services together for improving the lives of people in the Thamarrurr region.

Commitments

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

• Elected members of Shires will receive professional development to enable them to better understand and undertake their roles.
• Thamarrurr Leaders to encourage broad membership (including women and young leaders) of Thamarrurr Incorporated and support and encourage participation in leadership training.
• Thamarrurr Incorporated leaders will assume responsibility for engaging the community in addressing broad social issues.
• Thamarrurr Incorporated and the Regional Operations Centre will work in partnership to implement the Local Implementation Plan.

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

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List of Acronyms

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

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Schedule A: Priorities, Strategies and Actions

Thamarrurr Foreword

The Local Implementation Plan is all about building better lives for our people and is a result of many years of hard work through planning and consultations amongst Thamarrurr Leaders working together as partners with Governments.

Nanthi Local Implementation Plan-ka mange ngarra manhimanpi-nu da ngarra patha warda paninungime mange da ngarra wurlk ngala pardidha ngalantharr neki thangunu ngarra Governments.

Thamarrurr Leaders throughout all our business have to maintain our core values as Aboriginal people. This includes our close connections to family, clan, culture, language and homelands as this makes us who we are.

Kardu Thamarrurr ngarra kumparra panarnnhengime pumayit da patha ngarra neki. Mange kardu darrikardu neki, nanthi neki, murrinh thanamngerren neki i da putek neki nhini-wa kardu thamam kanhi-yu.

Thamarrurr Leaders recognise the importance of the Local Implementation Plan and look forward to working closely with Governments and Service Providers to improve our future through work.

Kardu Thamarrurr ngarra kumparra panarnnhengime da ngala the panthin da Local Implementation Plan kanhi-yu i da wurlk parninu ngarra Goverments i ngarra Service Providers da patha pirranu da kurran kathu.

We encourage our partners to look beyond these COAG Building Blocks through the Local Implementation Plan and work with us on two other key Community Building Blocks as Aboriginal people and they are strengthening and maintaining our Culture and Homeland Services.

Nganki ngumantirda-nu pubangkardu puy wangu punuwewut-nu da COAG Building Blocks-yu mange kanhi warda Local Implementation Plan wurlk pamanu da perrkenku kanhi Community Building Blocks da nganki ngarra kardu pumantirda-nu i pumayit-nu da ngarra Mange Neki i Da Neki-nu

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: Children have access to early childhood education services and support.

Strategy 1.1: Ensure early childhood services in the Thamarrurr region are strong and coordinated and incorporate support for parents.

Action		Responsible Party	Start When	Finish When
1.1.1	Establishment of an early childhood coordinator to lead the integration of family services tailored to the Wadeye 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 to be inclusive of Indigenous culture and link to elders. 1.1.1.1 Coordinate playgroup and outreach services with the Children Services Centre; 1.1.1.2 Consider the option to have Early Childhood health checks and vaccinations available at the Children Services Centre; and 1.1.1.3 Develop and implement a community education program highlighting the importance of physical and mental health linkages to early childhood learning.	Lead - DET Supporting - VDSC, DHF, Government Services, CEO, NGOs, Community	Started	Review Jun-11
1.1.2	Thamarrurr leaders and local parents and guardians commit to provide input to the design and delivery of early childhood programs at Wadeye.	Lead - Community	Started	Review Jun-11
1.1.3	Establish FaFT-IPSS program. This place based integrated universal services program includes early learning and parenting support strategies.	Lead - DET Supporting – DHF, FaHCSIA	Started	Dec-12
1.1.4	Deliver the Certificate III Community Services in the workplace through the FaFT-IPSS for the local Indigenous FaFT Family Liaison Officers	Lead - DET Supporting - FaHCSIA	Oct-10	Jun-12
1.1.5	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 - CEO, DEEWR	Started	Dec-13
1.1.6	Plan future early childhood infrastructure ensuring any proposal is comprehensive and meets service delivery requirements. Planning to include operational funding, staff housing requirements, employment opportunities for local people and coordination and staging of other local infrastructure projects.	Lead - DEEWR Supporting -, DET, DHF, Capital Working Group	Started	Review Jun-11

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: Promote and encourage children to attend school on a regular basis.

Action		Responsible Party	Start When	Finish When
1.1.1	Develop and implement strategies, based on best practice and localised solutions, to encourage children to attend and remain at school on a regular basis and to pursue further education opportunities.	Lead – CEO Supporting - DET, NRETAS Community, Service Delivery Organisations, DEEWR, Centrelink, VDSC	Started	Review Jun-11
1.1.2	Thamarrurr leaders, parents and guardians will take more responsibility in encouraging children and youth to attend school regularly.	Lead - Community	Started	Review Jun-11

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

Strategy 2.2: Enhance services delivery and infrastructure to meet long-term education needs.

Action		Responsible Party	Start When	Finish When
2.2.1	Develop a coordinated and integrated child and family approach to schooling, tailored to Wadeye and its surrounding service delivery area. Strategies raised by the community include: 2.2.1.1 Review student support programs (eg. Counselling, anger management, conflict resolution), identify areas requiring improvement; develop and implement appropriate programs. 2.2.1.2 A recruitment and attainment strategy be developed for engaging and keeping high standard educational staff to ensure the highest quality service can be achieved. Attractors include competitive salary packaging, quality accommodation and access to contemporary resources. 2.2.1.3 Local Indigenous culture to be valued and included as part of the education system. 2.2.1.4 A direct pathway is established for youth in the school to access employment and training in the Thamarrurr region incorporating vocational employment and training or transition to work education for all secondary students. Secondary students are equipped for employment opportunities in the region. 2.2.1.5 Review infrastructure and services to ensure adequate and appropriate support is provided to children with special needs. 2.2.1.6 Construct additional accommodation for teachers.	Lead - CEO Supporting - DET, OLSHTCS, DEEWR, Community, VDSC, TDC	Started	Review Jun-11
2.2.2	Plan future schooling infrastructure ensuring any proposal is comprehensive and meets service delivery requirements. Planning to include operational funding, staff housing requirements, employment opportunities for local people, and coordination and staging of other local infrastructure projects.	Lead - DEEWR Supporting - Capital Working Group, DET, CEO, DCI	Started	Review Jun-11

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: People in the Thamarrurr region have access to services and programs that promote a healthy lifestyle and prevent illness.

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

Action		Responsible Party	Start When	Finish When
1.1.1	Adequately resource the new health centre to ensure all services and programs can be properly delivered from the health centre including: Emergency/General services (Acute care), Renal dialysis, Dental services, Preventative Health Services, Health education/outreach services, Nutritional/ Dietician, Mental Health and counselling services, Optometrist services, Basic hygiene skills, and Men’s health.	Lead - DHF Supporting - DoHA	Started	Jun-12
1.1.2	Thamarrurr leaders have committed to provide advice in the planning and delivery of culturally appropriate health services.	Lead - Community	Started	Review Feb-11
1.1.3	Planning of health services to include the following strategies outlined by the Wadeye Local Reference Group: 1.1.3.1 Strong planning is in place guided by evidenced-based need. A holistic approach is developed to achieve better health outcomes for the Thamarrurr region. 1.1.3.2 Review existing programs against the health profile of the community. Identify gaps in health services and develop appropriate support programs to Closing the Gap in services. 1.1.3.3 The renal dialysis service is supported to enable onsite self-care and training at Wadeye.	Lead - DHF Supporting - Community	Started	Feb-11
1.1.4	Review the Oral Health Program to seek opportunities for service improvement and if appropriate, develop a fluoridation program.	Lead – DHF for Oral Health Program Lead – DHLGRS, PWC for fluoridation	Started	Mar–11

Priority 2: Old people in the Thamarrurr region are properly cared for.

Strategy 2.1: Ensure services and infrastructure are appropriate and adequate for the care of aged people at Wadeye.

Action		Responsible Party	Start When	Finish When
2.1.1	Undertake a comprehensive review of aged care and disability services to inform service and facility development noting the following strategies are suggested by the Wadeye Local Reference Group: Tailor aged care services for both men and women; and Aged care can accommodate live-in, respite and outreach services.	Lead - DoHA Supporting - DHF, VDSC	Started	Jul-11
2.1.2	Thamarrurr leaders have committed to provide advice in the delivery of culturally appropriate aged care services.	Lead - Community	Started	Review Jun-11

Priority 3: The people of Wadeye quit or reduce smoking.

Strategy 3.1: Develop local Strategies that will encourage people to stop or reduce the levels of smoking.

Action		Responsible Party	Start When	Finish When
3.1.1	The Wadeye Local Reference Group, supported by the wider community: 3.1.1.1 Encourage local shops to make nicotine abatement products available. 3.1.1.2 Encourage community members to stop smoking inside homes and around non smokers (including children, elderly and the sick). 3.1.1.3 Provide support and encouragement to family members who are trying to quit smoking. 3.1.1.4 Support consultation for establishing smoke free areas including playgrounds, buildings and other public areas.	Lead - Community Supporting - DHF, ROC, VDSC	From date of agreement	Review Oct-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: Wadeye people do not live in overcrowded houses or improvised dwellings.

Strategy 1.1: P rovide adequate housing for all people at Wadeye.

Action		Responsible Party	Start When	Finish When
1.1.1	Ensure the SIHIP delivers the committed number of new, replacement and refurbished houses within a reasonable time.	Lead – DHLGRS, FaHCSIA	Started	Dec-13
1.1.2	Commence planning for the provision of additional housing following completion of the current SIHIP which includes the immediate housing need and future demand (based on population estimates). 1.1.2.1 The Wadeye Local Reference Group have provided the following issues for consideration when planning commences: 1.1.2.2 Develop a 5 to 10 year housing construction program to reduce overcrowding that provides for continuation of building and job prospects; 1.1.2.2 Future housing developments incorporate a range of housing options including aged care, three bedroom houses, duplex, single units and flats; 1.1.2.2 Negotiate what is an acceptable number of people per house/room in the Thamarrurr region; and 1.1.2.2 Thamarrurr leaders and Traditional Owners are consulted on future housing and infrastructure planning and programs.	Lead – DHLGRS, FaHCSIA Supporting - Community, LRG	Started	Dec-13

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

Strategy 2.1: Coordinate a range of training and support services for Wadeye people to access to assist with maintaining their homes at a required standard and living healthy.

Action		Responsible Party	Start When	Finish When
2.1.1	Provide training and support to Wadeye 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 - DHF, PWC, Centrelink, DET, VDSC, Service providers, Community	Started	Jun-11
2.1.2	Develop an adequate model for providing housing repairs and maintenance that addresses timeliness and quality of repairs: cyclical maintenance, minor new works e.g. verandas, shed, fencing, concrete paths etc).	Lead - DHLGRS Supporting – VDSC, FaHCSIA	Started	Jun-11
2.1.3	Thamarrurr leaders and TOs provide input to tenancy support and housing maintenance programs being developed for Wadeye with VDSC and HRG.	Lead - Community Supporting - DHLGRS, VDSC, HRG	Started	Jun-11
2.1.4	Assess fencing requirements and develop a fencing program.	Lead – DHLGRS, FAHCSIA Supporting – VDSC, 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: The town of Wadeye becomes a hub for the region.

Strategy 1.1: Improve transport arrangements for the Wadeye region.

Action		Responsible Party	Start When	Finish When
1.1.1	Develop a proposal for a government business centre at Wadeye. 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, Community	Started	Dec-10
1.1.2	Provide business support and mentoring to individuals and groups wanting to start a viable business including support for a small business to provide 'back office' service to assist Wadeye small businesses to meet statutory reporting and accounting requirements.	Lead – DHLGRS, Tourism NT (for tourism specific businesses) Supporting - DEEWR, IBA	Started	Review Jun-11
1.1.3	Facilitate workshops in partnership with the VDSC 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 - VDSC, DCI	Oct-10	Dec-10
1.1.4	Upgrade the access road to Wadeye including bridging the Daly River, Moyle River flood plain and Tom Turner crossing.	Lead - DLP Supporting - DCI, Capital Working Group	Started	Dec-12
1.1.5	Relocate taxiway and apron of the Port Keats aerodrome to facilitate subdivisional development - source funding.	Lead - DLP Supporting - DHLGRS, DCI, Capital Working Group	Started	Assessment completed Nov-10
1.1.6	Government recognises Thamarrurr Development Corporation and the VDSC as two of the key organisations for regional economic development at Wadeye.	Lead - DHLGRS Supporting -RTEED, DCI, TDC, VDSC	Started	Ongoing
1.1.7	Undertake economic profiling and development of an investment and opportunities prospectus.	Lead - DHLGRS Supporting - RTEED	Started	Jun-11
1.1.8	In partnership with community champions hold a Futures Forum at Wadeye that provides information on employment options and business development services available to Wadeye community members. Provide information on opportunities arising from potential private sector involvement.	Lead - DHLGRS Supporting - All government agencies, VDSC	Started	Jun-12
1.1.9	Complete a detailed road survey and prepare a funding submission to upgrade roads.	Lead - DHLGRS Supporting - DLP, EASC	Started	Dec-10
1.1.10	In close coordination with the current rollout of E-health and on-line education initiatives, develop an integrated ICT strategy that covers infrastructure requirements; deployment of equipment; use of new technologies by government agencies and; access to ICT services by businesses, NGOs and local people.	Lead – DBE Supporting – RTEED	Oct–10	Ongoing
1.1.11	Explore partnership opportunities in the private sector, with a particular emphasis on building formal links with industries operating in the region. These partnerships could include (but not be limited to) training, employment, infrastructure and community development.	Lead – DBE Supporting – RTEED	Oct–10	Apr-11
1.1.12	Government agency staff working in Wadeye undertake locally delivered cross cultural training when available.	All Government	Started	Ongoing

Priority 2: The Wadeye township develops in an orderly manner with appropriate process.

Strategy 2.1: Develop a formal town plan to underpin future growth of Wadeye.

Action		Responsible Party	Start When	Finish When
2.1.1	Complete and gazette a town plan (area plan and zoning map) including options for more sub-divisions.	Lead - DLP	Started	End 2010
2.1.2	Develop Town Centre Urban Design plan including community transport strategies.	Lead - DLP Supporting - DCI	Started	Dec-10
2.1.3	Thamarrurr leaders and traditional owners work together with the relevant agencies to ensure land availability for future developments.	Lead - Community Supporting - DLP	Started	Review Oct-11

Priority 3: Real jobs and meaningful work opportunities are available to Wadeye people capable of entering the workforce.

Strategy 3.1: Local Indigenous people are afforded opportunity to undertake local jobs through education, training, and participation.

Action		Responsible Party	Start When	Finish When
3.1.1	Jobs, training or further education offers guarantee for all NTCET graduates living in Wadeye, through an organised transition to work program.	Lead - DBE , DET Supporting – All Agencies, RTEED, VDSC	Started	Review Oct-11
3.1.2	Government will work together to define and support employment pathways for people employed in the SIHIP after program completion.	Lead - DHLGRS Supporting - DEEWR	Started	Ongoing
3.1.3	JSA and CDEP providers will develop work experience activities that meet local needs, including accredited and non-accredited training and work readiness activities, which lead to real employment outcomes.	Lead - DEEWR, FaHCSIA Supporting - JSA (Job Futures), CDEP (Jobfind)	Started	Jun-12
3.1.4	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
3.1.5	Government Contracts: All procurement processes undertaken in remote areas will optimise opportunities in Indigenous employment and enterprise development.	Lead –DBE Supporting - RTEED, All Agencies	Started	Review Oct-11
3.1.6	Newstart Allowance recipients will meet their allowance obligations, measured by an increase in the number of people taking up job-readiness programs.	Lead – Community Supporting - Centrelink	Started	Review Jun-11

Priority 4: Homelands continue to benefit from initiatives implemented at Wadeye.

Strategy 4.1: Ensure Homelands are considered for economic development opportunities and ensure services continue to be provided at Homelands.

Action		Responsible Party	Start When	Finish When
4.1.1	In close cooperation with service providers based in Wadeye and residents of homelands in the Thamarrurr region, achieve improved and more transparent service delivery.	Lead - DLGHRS	Started	Ongoing
4.1.2	Work with residents and traditional owners of the homelands in the Thamarrurr region to implement economic development initiatives that create jobs on country and ensure ongoing sustainability of homelands communities.	Lead - DHLGRS	Started	Ongoing
4.1.3	Work with residents and traditional owners of homelands in the Thamarrurr region to put in place effective and efficient asset management processes on homelands.	Lead - DHLGRS	Started	Ongoing
4.1.4	Work with service providers and businesses in Wadeye to maximise access to their services by residents of Thamarrurr region homelands.	Lead - DHLGRS	Started	Ongoing

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: Wadeye is a safe place for all people living in, and visiting, Wadeye.

Strategy 1.1: Provide effective youth, sport and recreational facilities and services in Wadeye, that encourage youth participation and reduce antisocial behaviour.

Action		Responsible Party	Start When	Finish When
1.1.1	Review the current sport and recreational services for youth at Wadeye, gauge effectiveness and make appropriate changes to achieve enhanced participation. The following items raised by the Wadeye Local Reference Group should be considered: 1.1.1.1 Review the effectiveness of youth, sport and recreational type programs. Identify gaps in youth services and related infrastructure. 1.1.1.2 Develop appropriate support programs to Closing the Gap in youth, sport and recreational services. 1.1.1.3 Develop a holistic youth strategy to effectively coordinate all youth related programs and services in the Thamarrurr region (eg. youth, sport and recreational programs; health, counselling and wellbeing services; youth leadership, cultural maintenance; and diversionary programs). 1.1.1.4 The delivery of youth services programs is delivered through local providers.	Lead - NRETAS Supporting - VDSC	Started	Sep-12
1.1.2	Thamarrurr leaders and emerging Thamarrurr Youth leaders have committed to: 1.1.2.1 Provide advice on the delivery of culturally appropriate youth, sport and recreational services; and 1.1.2.2 Promote, encourage and support youth participation in sport and recreational activities at Wadeye through active local volunteering to support programs.	Lead - Community	Started	Review Oct-11

Strategy 1.2: Wadeye people have access to services and infrastructure to effectively manage community safety, including proactive prevention strategies.

Action		Responsible Party	Start When	Finish When
1.2.1	A Community Safety Working Party will be established to work with the Wadeye community to develop place based strategies that will address community safety concerns. The Wadeye community have noted the following to be considered as part of the safety plan: Child Protection and Welfare; Community engagement with the justice system; Promotion of culturally appropriate ways to deal with issues; Empowering the role of elders in the justice system and justice services; Support for youth diversionary programs; Street lighting; Community members capacity to respond to emergency situations including cyclone, fire, core emergency services; Requirement for additional fire hydrants throughout the community; and Night patrol	Lead - DoJ Supporting - NTPFES, DHF, FaHCSIA, AGD, DLP, LGANT, community, VDSC	Started	Review Jun-11
1.2.2	Thamarrurr leaders have committed to provide advice on the development and implementation of safety and justice programs and services.	Lead - Community	ASAP	Review Jun-11
1.2.3	The supported recommendations of the recently finalised Remote Policing Review will be communicated to the Wadeye community, including timeframes and strategies for implementing the recommendations.	Lead - NTPFES	ASAP	Review Jun-11
1.2.4	Maintain an effective animal management program.	Lead - VDSC Supporting - DHLGRS, FaHCSIA	Started	Review Jun-11
1.2.5	Minimum service standards for child protection and related services will be developed in Wadeye including an agreed program to implement these standards.	Lead - DHF Supporting - LRG	Started	Review Oct-11

Strategy 1.3: Road safety and traffic management programs are effectively in place at Wadeye.

Action		Responsible Party	Start When	Finish When
1.3.1	Undertake road safety and traffic management audits at Wadeye to inform the planning of infrastructure, services and education requirements for Wadeye, including requirements for speed bumps, street signs, pedestrian and school crossings, speed signs.	Lead - VDSC Supporting - DLP	Started	Review Jun-11
1.3.2	Thamarrurr leaders have committed to promote and encourage road safety strategies throughout the community focusing on young inexperienced drivers.	Lead – Community and VDSC	ASAP	Review Jun-11
1.3.3	Establish and support NT Emergency Service volunteer units capable of reacting to known hazards for the community.	Lead – NTPFES	ASAP	Review Oct-11
1.3.4	Maintain an all-hazard response plan for Wadeye and review or establish specific hazard response plans for the community (e.g. cyclone plan) as necessary. This will include ensuring adequate community education and preparedness (including public shelters where necessary) for known hazards.	Lead – NTPFES Supporting - VDSC	ASAP	Review Oct-11

Governance and Leadership

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

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

Strategy 1.1: Governance and leadership training is provided for all current and emerging Thamarrurr leaders.

Action		Responsible Party	Start When	Finish When
1.1.1	Elected members of VDSC will receive professional development to enable them to better understand and undertake their roles.	Lead - VDSC Supporting - LGANT	Started	Ongoing
1.1.2	Work with the Wadeye 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 Wadeye.	Lead - FaHCSIA	ASAP	Review Jun-11
1.1.3	Thamarrurr Leaders to encourage broad membership (including women and young leaders) of Thamarrurr Inc and support and encourage participation in leadership training.	Lead - Community	ASAP	Review Jun-11

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

Action		Responsible Party	Start When	Finish When
1.2.1	Undertake a research project that will map the community governance arrangements and community engagement for Wadeye.	Lead – DHLGRS Supporting - ROC	Oct-10	Mar-11
1.2.2	Develop and implement a system through which meetings and consultations are coordinated, streamlined and encourage community input.	Lead - ROC, LRG	Started	Review Jun-11

Strategy 1.3: Good planning for the future.

Action		Responsible Party	Start When	Finish When
1.3.1	Thamarrurr leaders develop a long-term plan that extends beyond the LIP.	Lead - Community	Started	Review Jun-11
1.3.2	Thamarrurr leaders monitor the implementation of the LIP and advise the wider community with assistance from government.	Lead - LRG Supporting - ROC	From date of agreement	Review Jun-11
1.3.3	Thamarrurr Incorporated Leaders will assume responsibility for engaging the community in addressing broad social issues.	Lead - Thamarrurr Incorporated	2010	2014
1.3.4	VDSC will undertake local planning for Wadeye, consistent with their statutory obligation.	Lead - VDSC	Annually	Annually

Strategy 1.4: The GBM and the ROC with the LRG will monitor the progress and timelines of the Wadeye Local Implementation Plan.

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

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Schedule B: Baseline Mapping Report Snapshot

The Wadeye Baseline Mapping Report provides information about the people, services and infrastructure in Wadeye 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 Wadeye 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 Wadeye Baseline Mapping Report that relates specifically to the ‘Progress Output Indicators’ in Schedule A of the Local Implementation Plan. These measures will give an indication of the progress being achieved in Wadeye in these key areas.

Early Childhood

• Of the all births in the Thamarrurr Statistical Local Area, which includes Wadeye, from 2004-08, 26.5 per cent (82 births) were to teenage mothers aged 15 to 19. Births to mothers aged 20-24 comprised 32.9 per cent of all births (102 births).
• Overall, the number of children enrolled in preschool at Our Lady of the Sacred Heart Thamarrurr Catholic School has increased slightly from 35 children in 2001 to 38 children in 2009. As the 2006 census shows the zero to four year old Indigenous population to have been 384, this data indicates a low enrolment rate.
• The number and proportion of low, normal and high birth weight Indigenous babies in Wadeye 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 Wadeye 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

• Since January 2009, Wadeye has been one of the Northern Territory’s six pilot locations for the School Enrolment and Attendance through Welfare Reform Measure, which attaches conditions of school enrolment and attendance to income support payments for parents of eligible school-aged children.
• In August 2009, 338 students were enrolled in Our Lady of the Sacred Heart Thamarrurr Catholic School from preschool to Year 6, and 122 were enrolled from Year 7 to Year 12. The 2006 census shows the school-aged Indigenous population (ages five to 14) to have been 681.
• The yearly average attendance at Our Lady of the Sacred Heart Thamarrurr Catholic School decreased from 48.8 per cent in 2008 to 47.4 per cent in 2009, alongside an average enrolment decrease from approximately 640 to 534 students. Since 2001, the average yearly attendance rate (averaged over the eight collection points) at Our Lady of the Sacred Heart Thamarrurr Catholic School has declined since a peak in that year of 66 per cent. In 2009, the attendance rate was 47 per cent, the lowest rate over this period.
• Participation in the National Assessment Program—Literacy and Numeracy (NAPLAN) mostly decreased between 2008 and 2009, but with an increase in Year 5 participation in reading of three per cent and an increase in Year 5 participation in numeracy of one per cent.
• Overall results in 2009 indicate that students are achieving below the national minimum standard in most subjects. For example, 18 per cent of Year 3 participants (with 63 per cent participation) and 10 per cent of Year 5 participants (with 66 per cent participation) achieved at or above the national minimum standard for reading.
• When assessed for numeracy, six per cent of Year 3 participants (with 61 per cent participation) and less than five per cent of Year 5 participants (with 62 per cent participation) 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 Wadeye health centre reported 23,057 episodes of care, with 59 per cent reported as care for female clients and 90.5 per cent reported as care for Indigenous clients.
• Seven to 12 year olds have an average of 1.2 permanent teeth affected by decay. Decay experience in permanent teeth in seven to 11 year olds is between 0.7 and 4.2 times the Northern Territory average and between 0.5 and 3.1 times the Australian average depending on age.
• In 2008-09 there were 69 reported Home and Community Care clients in Wadeye, all of whom were Indigenous.
• In 2009-10 the Aged and Disability Program reported 79 open cases, 18 referrals and four closed cases. Open cases are those cases being actively managed by a disability coordinator.

Healthy Homes

• In 2009, there were 149 residential dwellings in Wadeye providing 391 bedrooms. This resulted in an average of 4.6 people per bedroom. Eighty five per cent of Wadeye households are considered to be overcrowded.
• One of the assessed dwellings was deemed in need of refurbishment, and eight were deemed in need of significant capital expenditure.
• Between 2003-04 and 2007-08, Indigenous people in the Thamarrurr Statistical Local Area were hospitalised for diseases associated with poor environmental health at a rate of 22.6 per 1,000.

Economic Participation

• An employment survey was undertaken in 2009 in Wadeye. Of the 571 employed people, 406 were Indigenous—210 people were employed full-time, 65 were part-time, nine were casual and 122 held Community Development Employment Projects positions.
• At the time of the survey 198 Indigenous people were employed in the public sector (137 full-time, 55 part-time and six casual) and 86 were employed in the private sector (73 full-time, 10 part-time and three casual).
• Ninety five per cent of income support recipients were of workforce age (15–64 years of age). Sixty one per cent of all income support recipients were female.
• In Wadeye, about 36 per cent of all income support recipients received Newstart Allowance (251 recipients) and about seven per cent received Youth Allowance-Other support (48 recipients). A total of 43 per cent were on Newstart Allowance and Youth Allowance— Other combined, 32 per cent were on Parenting Payments and 16 per cent were on Disability Support Pension.
• Three per cent of the 511.7 km of roads surveyed in and around Wadeye were found to be in good condition, 22 per cent were found to be in fair condition, and 75 per cent were found to be in poor condition.

Safe Communities

• from 2006–07 to 2008–09, a total of 957 offences were recorded in Wadeye. Figures in 2006-07 and 2007-08 only differed by 30 offences, but between 2007-08 and 2008-09 figures increased by 195 offences (80 per cent). Increases were in all offence categories except for theft which decreased by 11 offences.
• Thirteen per cent of offences were recorded as alcohol related, including 79 per cent of ‘other’ offences against the person, 19 per cent of acts intended to cause injury and 22 per cent of public order offences.
• Six per cent of all recorded offences were considered to be drug or substance abuse related. Such offences tended to be illicit drug offences and sexual offences.
• Fifteen per cent of all offences were recorded as domestic/family violence related.

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Schedule C: Summary of Community Engagement

The Wadeye Indigenous Engagement Officer and Government Business Manager engaged with community groups and individuals, as well as key stakeholders, service providers and non-government organisations to guide the Wadeye Local Implementation Plan process. This section outlines the kinds of consultation, engagement and capacity-building that occurred.

Consultation with the Local Reference Group

Thamarrurr Incorporated was established prior to the local government reform and implementation of the shires. The organisation was established with a social and political focus and has broad community and cultural support. Thamarrurr Incorporated is an inclusive community model that provides government and community with social policy guidance and with a level of community expertise on issues affecting the Thamarrurr region.

Thamarrurr Incorporated accepted a Northern Territory Government Special Purpose Grant on 29 June, 2009 to establish and administer a Remote Service Delivery engagement group. The funding was used to create an administrative position that provides secretariat support, ensuring meetings are held regularly, are structured, are recorded, and action items followed up.

Thamarrurr Incorporated has a Chairperson, Governing Committee, General Manager and representatives from each of the 22 clan estates in the Thamarrurr Region. The group meets monthly and has been consulting on desired community outcomes with government since August 2009, with a particular focus on prioritising and negotiating for the Wadeye Local Implementation Plan since February 2010.

Local Reference Group members

The members of Thamarrurr Incorporated who were consulted with in the Local Implementation Plan process include: Tobias Nganbe, Bonaventure Ngarri, William Parmbuk, Marie Tirak, Gerald Longmair, Valentine Karui, Peter Mardigan, Alphonsus Kungul, Patrick Nudjulu, Francis Kolumboort, Christopher Kolumboort, Matthew Pultchen, Robert Mollinjin, Ethelreda Dartinga, Ernest Perdjert, Boniface Perdjert, Leon Melpi, Mark Martin, Mathias Nemarluk, Alex Nilco, Martin Mullumbuk, Timothy Dumoo, Stephanie Berida, Cyril Ninnal, Mark Ninnal, Basil Jimarin, Thaddeus Dartinga, Geraldine Jabinee, Phillip Jinjair, Basil Dodd, John Luckan, Virgil Warnir, Columbanus Warnir, Anne-Marie Nudjulu, Damien Tunmuck, Zita Mullumbuk, Marita Chula and April Warnir.

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. There has also been a strong focus on youth engagement, with 40-50 young people attending several consultations and the establishment of a Thamarrurr Incorporated youth subcommittee.

Consultations with service providers and governance structures

Thamarrurr Incorporated includes representation from across a range of service providers and stakeholders, and from individuals whose expertise spans the interests of each of the seven building blocks. Additionally, Thamarrurr Incorporated meeting agendas were circulated in advance to give interested stakeholders—including shire councillors, health centre managers and the school principal—the opportunity to attend meetings. The Government Business Manager and Indigenous Engagement Officer also held two meetings with the school leadership group, and two with the Palngun Wurnangat Association Incorporated (the women’s group.)

Engagement

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 Thamarrurr Incorporated 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 will commence production in Wadeye to profile a local initiative and how it contributes to Closing the Gap.
• A photographer visited Wadeye in June 2010 and the photographs will be used by the Regional Operations Centre to create distinctive Wadeye engagement materials.

Capacity-building

Thamarrurr Incorporated has been supported in its capacity-building by the Single Government Interface and the Regional Operations Centre. On 18 February 2010, the Regional Operations Centre convened an in-community Visioning Forum for Thamarrrurr Incorporated facilitated by an experienced Indigenous facilitator. The Visioning Forum explored government’s vision in Closing the Gap and Remote Service Delivery, and the Wadeye 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 Thamarrurr Incorporated, the Single Government Interface and the Regional Operations Centre, priorities under each building block were finalised and negotiated with government.

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

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