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 Yuendumu and governments.

Governance and Leadership

Schedule A: Yuendumu Priorities, Strategies and Actions

Schedule B: Baseline Mapping Report Snapshot

Schedule C: Summary of Community Engagement

Welcome to Country

Nganimpa Yuendumu Local Reference Group, Yurntumu wardingki patu manu nyampu wardinki patu Traditional Owner patu nglua kanalu jarnku mirnimirni warrki-jarrimi Government kirli manu nyanungurra nyangu warrkini patu kurlu Yurntumurla, jaru kanalu yirrarni panungku-juku jintangka pipangka yungurlipa ngurrjungku nyampu Yuntumu mardani man run-mani. Government wardingki patu manu nganimpa-rnalu jinta yungurnalu ngurrju jaru yirrarni nyampuku Yurntumuku jalanguku manu ngakaku manu kajilipa ngalipaYurntumu wardingki patu pirrjirdi karrimi nyampuku nganimpa nyangu communityki Yurntumuku panu-juku, nyampurra puru nyiyakanti-kanti kuja kalu nganpa changes-kanyirni.

Nganimpa-rnalu meeting-rla wangkaja community nyampu kurlu yangka nyinya-kantikantiki kuju karlipa wangkami nyampuku Yurntumuku, Government kalu nganpa ngungurrnyina kujakuju, kuja karlipa jarnku-mirnimirni warrki-jarrimi manu jaru jinta kurra mani.

Kuja karlipa nyampuku wangkami future-ku Yurntumuku, wangkamirlipa jung-nyayirni ngalipa Yurntumu wardingki patu. Jalanguju warrki-jarrimi kaluGovernment, nyurrurlku nyampurla plan-rla manu kalu finalize manilki.

Kapirlipa sign-mani warrki Government-kirra manu wardinyi jarrimi kapirli-nganpa nganimpa nyangu jaruku manu kapirlipa warrki jarrimi janku mirnimirni manu kapirlipa nyanu warra-warra kanyi kuja karlipa nyarrpa warrki jarrimi yungurlipa Yurntumu nyampu ngurrju mardarni.

We the Yuendumu Local Reference Group, as representatives of the Yuendumu Community members with the Traditional Owners, have been working side by side with the Governments and their representatives in Yuendumu to put together a plan that will benefit the Yuendumu Community. We have formed a partnership between Government and Community to get positive outcomes for the Yuendumu Community future, so that Yuendumu will become a stronger community through the changes that will see our community grow and prosper for our generation and our future generations.

We have had many meetings and lots of discussions on what our community needs, and have come up with our list of priorities with the Government agreeing to them, which is a positive sign of our partnership and our trust in each other.

For the Yuendumu Community to grow in the future we need everyone to commit to this plan and we as the representatives of the Yuendumu Community have made our commitment by working on this plan to get it ready and finalized.

We will sign the plan showing our commitment to Government and are proud and honoured that the Government has listened to our Community needs. We will work together to make sure that Yuendumu Community becomes a better place to live.

Closing the Gap in Closing the gap in Yuendumu

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.

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

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

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 schoolâ€“community partnerships. Transition pathways into schooling and into work, and post-school education and training are also important. So are lifelong learning and the development of adult literacy and numeracy skills.
	Health	Access to effective, comprehensive primary and preventative health care is essential to improving Indigenous Australians' health and life expectancy and reducing excess mortality from chronic disease. All health services play an important role in providing Indigenous people with access to effective health care. These services need to be responsive to government and community health priorities and accountable for achieving them. Closing the Indigenous health gap requires intense efforts in preventing, managing and treating chronic disease. Indigenous children and their parents need to use programs and services that promote healthy lifestyles.

COAG Targets	Building Blocks	Achieving COAG Targets
Halve the gap in mortality rates for Indigenous children under five within a decade. Halve the gap in employment between Indigenous and non-Indigenous Australians within a decade. Halve the gap for Indigenous students in rates of Year 12 or equivalent attainment by 2020.
	Health Homes	A healthy home is a fundamental precondition of a healthy population. Important contributors to the current unsatisfactory living conditions include inadequate water and sewerage systems, waste collection, electricity and housing infrastructure (including design, availability and maintenance). Children need to live in houses that are free from overcrowding and provide the infrastructure they need for good hygiene and study.
	Economic Participation	Indigenous people and communities should be able to benefit from the mainstream economy. This includes real jobs, business opportunities, economic independence and wealth creation. Economic participation needs to extend to disadvantaged job seekers and those outside the labour market. Access to land and native title can be leveraged to secure practical benefits for Indigenous people. Economic participation also needs other financial assets, capacity building, employment and training programs, incentive structures, and infrastructure such as communications and transport. Through economic participation, adults can become good role models for their family and community. The design and delivery of welfare (transfer payments and services) needs to encourage active engagement, greater capability and positive social norms. Ensuring that communities have support to overcome barriers to engagement such as problem gambling is critical.
	Safe Communities	Indigenous men, women and children need to be safe from violence, abuse and neglect. Meeting this need involves improving family and community safety through law and justice responses (including accessible and effective policing and an accessible justice system), victim support (including safe houses and counselling), child protection, and preventative measures. Addressing related problems such as alcohol and substance abuse is critical to improving community safety as well as improving health.
	Governance and Leadership	Strong Indigenous leadership is needed to champion and demonstrate ownership of reform. Effective governance arrangements in communities and organisations, as well as strong engagement by governments at all levels, are essential for long-term sustainable results. Indigenous people need to engage in developing reforms that will affect them. They need greater opportunities to build capacity in governance and leadership in order to play a greater role in exercising their rights and responsibilities as citizens.

Yuendumu's Partnership with Government

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

Local Reference Group

The Yuendumu Local Reference Group is the main way Yuendumu 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 Yuendumu.

The Yuendumu Local Reference Group set the community priorities for the Yuendumu 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 Yuendumu Local Reference Group consulted traditional owners and sought their agreement on the various community issues in the plan.

Indigenous Engagement Officer and Government Business Manager

The Indigenous Engagement Officer and the Government Business Manager support the Yuendumu 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 Yuendumu.

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

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

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

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

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

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

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

The Board of Management will:

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

Local Government

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

The Yuendumu Local Reference Group set the community priorities for the Yuendumu 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

Yuendumu Local Implementation Plan Process

How the plan developed

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

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

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

Start and finish dates

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

Government agencies and the shires will:

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

Supported by the Single Government Interface and the Regional Operations Centre, the Yuendumu Local Reference Group will:

check that the community is meeting its commitments in the plan,
meet regularly and keep the community well informed,
help raise awareness on agency progress on the ground, and
agree on any new priorities or changes to the plan that are needed to meet targets.

Reviewing the plan

The Yuendumu Local Implementation Plan is a living, evolving document that can respond to the changing needs, gaps and priorities for Yuendumu. 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 the Yuendumu 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 Yuendumu 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 Yuendumu Local Reference Group may raise an issue on behalf of the people they represent.

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

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

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

About Yuendumu

History

Aboriginal people have inhabited this region for more than 40,000 years. The first settlement at Yuendumu was established in 1946 by the Australian Government to deliver rations and welfare services. In 1947 a Baptist mission began there. Yuendumu Aboriginal Reserve was claimed in 1952. By 1955, many Warlpiri people had settled in the town. The reserve became Aboriginal freehold land under the Aboriginal Land Rights Act (Northern Territory) 1976 and the land the community is on became the Yuendumu Aboriginal Land Trust Area. The Yuendumu Community Council administered the area.

In 2008 the Yuendumu Community Council was absorbed into the Central Desert Shire Council, which now provides local government to the region.

Location

Yuendumu is 290 km north-west of Alice Springs along the Tanami Highway, in the Tanami Desert.

Population

The population of Yuendumu and its surrounds in 2006 was approximately 794, of which 701 were Indigenous (88 per cent).

The Indigenous population of Yuendumu and its surrounds is projected to increase from 701 in 2006 to 946 in 2026. The number of Indigenous people aged 15 to 64 (the working age population) is projected to grow from 448 people in 2006 to 612 people in 2026. The number of Indigenous people aged 65 years and over is expected to double from 26 in 2006 to 53 in 2026.

The increasing size and ageing population of Yuendumu 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 two main languages spoken in Yuendumu are Anmatyerre and Warlpiri. There are also a number of people from the Pintupi language group living at Yuendumu.

Language Groups

Yuendumu is home to a mixture of people and language groups. The members of the local descent group are divided into two main categories and various sub-categories. The two main categories are Kirda and Kurdungurlu. The Kirda are those who belong to the same patrimoiety as ancestors who are considered to have an endless patrilineal link with the country. The Kurdungurlu belong to the opposite patrimoiety.

Traditional Owners

Yuendumu is on the border of Anmatyerre and Walpiri country. Traditional ownership currently rests with families who collectively form the Warlpiri Land Trust. Yuendumu is on the southeastern border of the extent of traditionally owned Warlpiri land. Anmatyerre land extends to the east, Pintubi/Luritja land to the south and Kukatja land to the west.

Land Council

The Central Land Council, based in Alice Springs and with a regional office in Yuendumu, 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.

Currently the Central Land Council is negotiating on behalf of the community with government on community leases.

The Central Land Council also sponsors the Granite Mines Aboriginal Affected Areas Corporation. The corporationâ€™s board of directors oversees the distribution of Granite Mines royalties for Yuendumu community projects.

The Central Land Council has an agreement - the Tanami Regional Partnership with Newmont Asia Pacific, the Australian and Northern Territory governments and the Victoria Daly and Central Desert Shire Councils to improve education, create jobs in the mining industry, support Aboriginal businesses and build the capacity of Yuendumu, Lajamanu and Kalkarindji.

Local Government

The Central Desert Shire Council provides local government in Yuendumu, which is in the Shire's Southern Tanami Ward. This is one of four wards in the Shire and elects four of the 12 council members. The Shire headquarters are in Alice Springs and it has a service delivery centre in Yuendumu.

The Shire consults community members through the Shire Local Board, whose members are elected by the Yuendumu community.

Local Reference Group

The Yuendumu Local Reference Group has 36 nominated members who are leaders or employees of a range of community organisations, including the Shire Local Board. Together they represent all sectors of the community.

The Indigenous Engagement Officer, the Government Business Manager and Regional Operations Centre staff consulted with the Yuendumu Local Reference Group, service providers, other key stakeholders, family groups and individual community people to set the priorities in this Local Implementation Plan.

The Yuendumu Local Reference Group has 36 nominated members who are leaders or employees of a range of community organisations, including the Shire Local Board. Together they represent all sectors of the community

Early Childhood Highlights

The protection of children is everybodyâ€™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

Yuendumu Kurdu Kurdu Kurlangu Childcare Centre runs a playgroup and crÃ¨che.
The childcare centre has a number of local staff members, most of them employed through Community Development Employment Projects.

Desired Community Outcomes

Coordinated childcare services and parents with skills to care for children.
All children up to five have access to crÃ¨che and child care.
Playgroup for children.
Capable and confident parents raising 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 Yuendumu that will include an agreed program to implement these standards.
Develop a Children and Families Centre to national quality standards, including a childcare centre that caters for 50 children.
Parents ensure children attend health centre for regular checkups and immunisations.

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

Schooling Highlights

The Yuendumu School provides preschool, primary school and secondary school education.

The community is keen to see barriers to learning reduced and bilingual education supported.

Community Strengths

The school is governed locally by a school council made up of community parents.
The school runs a nutrition program providing recess snack and lunch.

Desired Community Outcomes

Barriers to learning are reduced.
Support bilingual education within the school system.

Commitments

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

A bilingual approach to education will be delivered with English as the predominant language of instruction supported by first language and enriched with an early years biâ€“literacy approach up to Year 2.
School Council members to work with the broader community and the school to address strategies to increase attendance and reduce bullying and teasing problems in and around school.
Parents will send their children to school.

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

Health Highlights

The Yuendumu Health Centre provides medical and public health services and access to visiting doctors and specialists, through staff including trainee Aboriginal health workers and a visiting General Practitioner.

The community is keen to improve youth health.

Community Strengths

The community health board is known as WYN Health (Willowra, Yuendumu and Nyirripi).
Mt Theo Centre, through the Walpiri Youth Development Aboriginal Corporation, provides services such as substance abuse early intervention, alcohol and drug education and counselling, petrol sniffing strategies, and diversionary programs.
A Tanami renal dialysis centre is being established by Western Desert Nganampa Walytja Palyantjaku Tjutaku Aboriginal Corporation.
The Old People's Program, incorporated as the Mampu Maninja-Kurlangu Jarlu Patu-Ku Aboriginal Corporation, provides an outreach service for meals, washing and laundry, as well as day care and short-term residential respite care.

Desired Community Outcomes

Improve health and wellbeing of youth through participation in sport.
Health service that provides outreach and preventative services.
Reduce ear, nose and skin problems through ongoing management of the swimming pool.
Increase community recreational opportunities.

Commitments

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

Early childhood nurse to provide outreach services to mothers and children.
Upgrade sports oval to Australian Rules Football Northern Territory Standard in a staged approach, contingent on school attendance improving.
Review sources of funding for the ongoing management of the swimming pool.
The Yuendumu residents support each other to reduce alcohol, marijuana, petrol sniffing and other drug consumption.

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

Healthy Homes Highlights

The community is keen to ensure that families have suitable housing with all essential utilities.

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 Yuendumu Housing Reference Group to ensure local people have a say in decisions about housing in their community. Members of this group were elected at a community meeting.

Desired Community Outcomes

Families live in appropriate housing with access to all basic utilities.
Enough housing for all community members.

Commitments

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

Undertake a review of housing requirements and develop a plan to provide enough housing in the future.
Provide training and support to Yuendumu people to assist with maintaining their homes.
Assess fencing requirements and develop a fencing program.

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

Economic Participation Highlights

The community is keen for local people to take up local jobs and for land to be available for development.

Community Strengths

The Warlukurlangu Artists Aboriginal Corporation is a local enterprise that employs Yuendumu community members.
PAW Media is a locally governed, non-profit broadcasting company that employs kardiya (non-Indigenous) and yapa (Indigenous) staff.
Mt Theo Centre operates a mechanical workshop, training and employment program for Yuendumu.

Desired Community Outcomes

Local people taking up local jobs.
Adequate land available for economic development.
Access to a public library with public internet access.
Young people have computer literacy and internet technology skills required to enter the labour market.
Adult education centre established.

Commitments

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

Provide business support, mentoring and training for people wanting to start viable businesses.
The community will endeavour to achieve maximum participation in all governmentfunded training and development activities.
Establish branch of Traditional Credit Union and provide access to banking and financial literacy training.

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

Safe Communities Highlights

The Yuendumu Police Station has five officers and is responsible for patrolling an area of about 120,000km², assisted by a night patrol service.

The community is keen for laws to be enforced so that children and families are safe.

Community Strengths

Yuendumu has a men's cooling-off house, and a women's refuge managed by the Yuendumu Women's Centre Aboriginal Corporation.
Mt Theo Centre provides substance abuse education, intervention and counselling, and diversionary programs.
The Yuendumu Mediation and Justice Group, made up of eight Indigenous elders and respected people, aims to help strengthen family relationships and develop strategies that promote community safety and address family violence.
The Yuendumu Youth Centre provides snooker and other diversionary activities. The community is well known for its sporting talents, and an undercover basketball court has been built.
A family wellbeing program provides projects to change behaviour and attitudes of individuals and the community.

Desired Community Outcomes

Laws are enforced, ensuring children and families are safe.
Reduce grog and drug abuse.
Street lighting, better roads and road signage to ensure children and families are safe at night.
Children and families are safe moving around the community.
Locals are equipped to respond to local emergencies and disasters.

Commitments

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

Develop Alcohol Management Plan.
Maintain and improve street lighting as required.
Development of appropriate emergency response strategies.

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

Governance and Leadership Highlights

The community is keen for the Racial Discrimination Act to be reinstated, and for local people's decision-making capabilities to increase.

Community Strengths

Strong community organisations including the Womenâ€™s Centre, the Old Peoples Program, PAW Media, the Yuendumu Mining Company, the Mt Theo Centre, the Willowra Yuendumu Nyirrpi Health Corporation board and the Yuendumu Mediation and Justice Group.

Desired Community Outcomes

Reinstate the Racial Discrimination Act.
Enhance and improve local people's decision-making practices and capabilities.
Improve and streamline government consultation processes and local knowledge.
Local people managing local organisations.

Commitments

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

Work with the community to develop an integrated and strategic program of community governance and leadership support that suits the needs of the men, women and youth of Yuendumu.
Develop and implement a system through which meetings and consultations are coordinated, streamlined and encourage community input.
The Local Reference Group and the Regional Operations Centre will work in partnership to implement the Local Implementation Plan.

Details of Yuendumu's governance and leadership priorities and actions are in Schedule A.

Schedule A: List of Acronyms
ABA	Aboriginal Benefits Account	CSP	Community Safety Plan
ACPO	Aboriginal Community Police Officer	CWG	Capital Working Group
ACW	Aboriginal Community Worker	DBCDE	Department of Broadband, Communications and the Digital Economy
AFL	Australian Footbal League	DBE	Department of Business and Employment
AG	Australian Government	DCI	Department of Construction and Infrastructure
AGD	Attorney Generals Department	DEEWR	Department of Education, Employment and Workplace Relations
AIS	Australian Interpreter Services	DET	Department of Education and Training
ALC	Anindilyakwa Land Council	DHF	Department of Health and Families
ALPA	Arnhem Land Progress Association	DLP	Department of Lands and Planning
ALRA	Aboriginal Land Rights (NT) Act 1976	DoHA	Department of Health and Aging
AMRRIC	Animal Management in Rural and Remote Indigenous Communities	DoJ	Department of Justice

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

Schedule A: Local Implementation Plan Priority Actions

Early Childhood

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

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

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

Action		Responsible Party	Start When	Finish When
1.1.1	Review future child and family centre/childcare staff requirements, prepare report on staffing requirement for new facility (50 childcare places).	Lead - DET Supporting - DEEWR	Started	Review Jun-11
1.1.2	Establish an early childhood coordinator to lead the integration of family services tailored to the Yuendumu community and its surrounding service delivery area. This will be achieved through a whole of government approach across all levels of government, non-government organisations and the community to develop and implement the integrated service model. All program content will be inclusive of Warlpiri culture and have links to elders.	Lead - DET Supporting - CDSC, Government Service Providers, DHF, NGOs, Community, LRG	Started	Review Jun-11
1.1.3	Provide childcare training for local staff engaged in delivery of childcare services.	Lead - WET Supporting - World Vision, CDSC, DEEWR, DET	Started	Review Jun-11

Strategy 1.2: Provide universal access to preschool for every child in the year before full-time school.

Action		Responsible Party	Start When	Finish When
1.2.1	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

Priority 2: Adequate infrastructure to deliver early childhood programs.

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

Action		Responsible Party	Start When	Finish When
2.1.1	Develop a child and families centre to national quality standards, including childcare centre to cater for 50 children. Work progressing is dependent on gaining land tenure to appropriate site.	Lead - DET Supporting - DEEWR, DCI, CDSC, NGOs, Community, LRG	Dec-10	Dec-11
2.1.2	Prepare report on childcare staff housing requirements for operation of new children and families centre	Lead - DET Supporting - DEEWR	Started	Review Jun-11

Schedule A: Local Implementation Plan Priority Actions

Priority 3: Children are prepared for school.

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

Action		Responsible Party	Start When	Finish When
3.1.1	Develop a coordinated and integrated child and family approach tailored to Yuendumu and its surrounding service delivery area including the care and welfare of children. Establish an early childhood integrated service hub, including FaFT-IPSS, LSP and other programs in Yuendumu supported by establishment of an early childhood coordinator.	Lead - DET Supporting - CDSC, DHF, DEEWR, FaHCSIA, Community	Started	Review Jun-11
3.1.2	FaFT-IPSS program to be established. This place-based integrated universal services program includes early learning and parenting support strategies.	Lead - DET Supporting - DHF, FaHCSIA, Community	Oct-10	Dec-12
3.1.3	FaFT-IPSS is delivering Certificate III Community Services in the workplace for the local Indigenous FaFT Family Liaison Officers.	Lead - DET Supporting - FaHCSIA	Oct-10	Dec-11
3.1.4	Investigate opportunities for local people to deliver parenting programs for young mothers and fathers.	Lead - WET Supporting - World Vision, CDSC, DEEWR, DET	Started	Review Jun-11

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

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

Action		Responsible Party	Start When	Finish When
4.1.1	ducation and support programs to reduce smoking, drinking and poor nutrition during pregnancy.	Lead - DHF Supporting - DoHA	Started	Jun-11
4.1.2	Pregnant women attend regular ante-natal checks.	Lead - LRG Supporting - DHF	Started	Jun-11
4.1.3	Deliver antenatal, nutrition and healthy baby programs.	Lead - DHF	Started	Jun-11
4.1.4	Parents ensure children attend health centre for regular checkups and immunisations.	Lead - DHF Supporting - LRG	Started	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: Increase student attendance and parents participation across all levels of the education system.

Action		Responsible Party	Start When	Finish When
1.1.1	Establish a School Attendance Working Group to develop a localised school attendance strategy that will: increase school attendance and increases the number of young adults and parents returning to school.	Lead - DET Supporting - School, NRETAS, Men's Group, LRG, Mt Theo, WET	Started	Review Feb-11
1.1.2	Yuendumu School Council to prioritise implementation of attendance and community engagement strategies outlined in school Annual Operational Plan.	Lead - School Council Supporting - School, DET, LRG	Started	Review Feb-11
1.1.3	School Council members to work with broader community and school to address strategies to reduce bullying and teasing problems in and around school.	Lead - School Council Supporting - School, DET, LRG	Started	Review Feb-11
1.1.4	Parents and community encourage and support children to go to school.	Lead - LRG Supporting - Community Organisations, Parents, School Council	Started	Review Jun-11
1.1.5	Home Liaison Officer to assist linkage and communication between school and community.	Lead - DET Supporting - School, LRG	Started	Review Feb-11
1.1.6	Women's Centre to deliver Parent and Community Engagement Project.	Lead - DEEWR Supporting - Women's Centre	Started	Dec-12

Schedule A: Local Implementation Plan Priority Actions

Action		Responsible Party	Start When	Finish When
1.1.7	Provide quality nutrition for school students.	Lead - DEEWR Supporting - Women's Centre	Started	Jun-12
1.1.8	A bilingual approach to education will be delivered with English as the predominant language of instruction, supported by first language and enriched with an early years bi-literacy approach up to Year 2.	Lead - DET Supporting - School Council	2011	Review Feb-11
1.1.9	Warlpiri Warriors/ Men's Group encourage and support males to engage with and return to education system.	Lead - Warlpiri Warriors	From date of agreement	Review Jun-11
1.1.10	DET to deliver Parent and Community Engagement Program "Literacy and Numeracy in the Home for Parents" which will publish and produce a set of resources for parents of Indigenous student's age five-11 years old in Yuendumu and a number of other communities.	Lead - DET Supporting - DEEWR	Started	Review Jun-11

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

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

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

Strategy 2.2: Enhance services to meet education needs.

Action		Responsible Party	Start When	Finish When
2.2.1	Support, encourage and provide training for Indigenous school staff.	Lead - DET Supporting - WET	Started	Review Feb-11
2.2.2	Communities are encouraged to use school facilities from 3pm to 9pm to increase the community's contact with the school and to help improve school attendance. After hours access can be for local language courses and activities, as well as adult literacy, IT, parenting skills, music, sport and the arts.	Lead - DET Supporting - DEEWR, School, CDSC, LRG, NRETAS	Started	Review Feb-11
2.2.3	Introduce cultural training for all teachers.	Lead - DET Supporting - LRG	Started	Review Feb-11
2.2.4	Implement strategies to attract and retain experienced teachers.	Lead - DET	Started	Review Feb-11

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: Yuendumu children, parents and adults have access to quality health programs and services that promote healthy lifestyle and prevent illness.

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

Action		Responsible Party	Start When	Finish When
1.1.1	Undertake strategic health planning to determine health service needs and staffing levels for future years.	Lead - DHF Supporting - DoHA, WYN	Nov-10	Jun-11
1.1.2	Support pathways to community control working with communities and existing health boards to develop and define a sustainable service region.	Lead - DoHA Supporting - WYN, AMSANT, DHF	Started	2012
1.1.3	Support training of local staff to deliver health service programs.	Lead - DHF	Started	Jun-12
1.1.4	Conduct education and outreach programs, in particular targeting children, youth, parents and the aged.	Lead - DHF	Started	Jun-11
1.1.5	The early childhood nurse to provide outreach service to mothers and children.	Lead - DHF	Started	Jun-11
1.1.6	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 Supporting - WYN	Started	Mar-11

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

Action		Responsible Party	Start When	Finish When
1.2.1	Conduct joint infrastructure planning in the context of future health service delivery requirements.	Lead - DoHA Supporting - DHF, WYN Board	Jun-11	Jun-12
1.2.2	Review sources of funding for the ongoing management of the swimming pool. NTG will contribute to the pool's ongoing operation.	Lead - NRETAS Supporting - Mt Theo, ROC	Started	Jan-11
1.2.3	Review of sports and recreation facilities and infrastructure with focus on opportunities for a Multi Functional Youth Facility. Prepare report on options to develop and improve facilities.	Lead - NRETAS Supporting - CDSC, Mt Theo	Started	Jun-11
1.2.4	Implement Central Desert Shire Waste Management Strategy.	Lead - CDSC Supporting - DHLGRS, DCI	Started	Review Oct-11
1.2.5	Development and construction of Mt Theo Warlpiri Regional Youth Development Complex Stages 2 and 3.	Lead - Mt Theo	Started	Review Oct-11
1.2.6	Upgrade sports oval to AFL NT Standard in a staged approach, contingent on school attendance improving.	Lead - NRETAS Supporting - Mt Theo, DET, CDSC	Started	Jun-11
1.2.7	Upgrade telecommunication services to support Health eTowns project, supporting health, education and police business systems.	Lead - DBE	Mar-11	Jun-11

Schedule A: Local Implementation Plan Priority Actions

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

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

Action		Responsible Party	Start When	Finish When
2.1.1	Develop a simpler, streamlined and integrated approach to sport and recreation services, including an assessment of sport and recreation programs.	Lead - NRETAS Supporting - CDSC, LRG	Started	Jun-11
2.1.2	Deliver a 12-month sport demonstration project.	Lead - NRETAS Supporting - CDSC, ASC, FaHCSIA	Jan-11	Dec-12
2.1.3	Fund outside hours care project (including vacation care).	Lead - DEEWR Supporting - Funded Provider Mt Theo	Started	Jun-11
2.1.4	Residents and stakeholders encourage and support children and youth to participate in cultural, sporting and recreational activities.	Lead - Mt Theo, LRG Supporting - CDSC, School, NRETAS	From date of agreement	Review Oct-11

Strategy 2.2: Residents seek and live healthy lifestyles.

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

Schedule A: Local Implementation Plan Priority Actions

Healthy Homes

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

Priority 1: There are adequate and appropriate homes for Yuendumu residents with access to all basic utilities.

Strategy 1.1: B uild and refurbish appropriate housing in the Yuendumu community through the SIHIP.

Action		Responsible Party	Start When	Finish When
1.1.1	Finalise housing lease.	Lead - CLC Supporting - Community, DHLGRS	Started	2010
1.1.2	Provide advice on number of new houses, refurbishments and rebuilds.	Lead - DHLGRS/FaHCSIA	Pending leases	2010
1.1.3	Commence refurbishments and construction of new homes.	Lead - DHLGRS/FaHCSIA	Pending leases	Dec-13
1.1.4	Seek policy guidance on "local" staff housing and housing maintenance.	Lead - FaHCSIA	Started	Feb-11

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

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

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

Strategy 2.1: Deliver a range of tools and support services for Yuendumu 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 Yuendumu people to assist with maintaining their homes including home budgeting, home care (cleaning, minor repairs), life skills (cooking, nutrition, safe food storage).	Lead - DHLGRS	Pending leases	Jun-11
2.1.2	Assess fencing requirements and develop a fencing program.	Lead - DHLGRS, FAHCSIA Supporting - CDSC, HRG	Jan-11	Jun-11

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: Local businesses and projects are developed, creating local jobs.

Strategy 1.1: I dentify jobs, assist the development of small businesses.

Action		Responsible Party	Start When	Finish When
1.1.1	Government agency staff working in Yuendumu undertake locally delivered cross cultural training when available.	All Government	Started	Ongoing
1.1.2	Provide business support and mentoring to individuals and groups wanting to start a viable business, including the Yuendumu Women's Centre.	Lead - DHLGRS, Tourism NT (for tourism specific businesses only) Supporting - RTEE D, DEEWR, IBA, Tanami RPA	Started	Review Jun-11
1.1.3	Develop an economic opportunities profile.	Lead - DHLGRS Supporting - RTEE D, Tanami RPA	Started	Jun-11
1.1.4	Support the development of workforce planning strategies for identified industries and major projects.	Lead - DBE Supporting - TRPA, RTEED, DCI	Started	Review Jun-11

Action		Responsible Party	Start When	Finish When
1.1.5	Australian Jobs Conversion: AG-funded and MES Jobs are offered to Indigenous Australians.	Lead - FaHCSIA Supporting - AGD, DEEWR, DSEWPAC, Office of the Arts, PM&C, DoHA, ILC, RTEED, CDSC	Started	Jun-13
1.1.6	Jobs, training or further education offers guarantee for all NTCET graduates living in Yuendumu, through an organised transition to work program.	Lead - DBE , DET Supporting - All Agencies, RTEED, CDSC	Started	Review Oct-11
1.1.7	Government will work together to define and support employment pathways for people employed in SIHIP after program completion.	Lead - DHLGRS Supporting - RTEED	Started	Ongoing
1.1.8	Government will work with financial institutions to assist with removing barriers to accessing finance for investment on ALRA land. Support will be provided to joint ventures and other partnership vehicles which enable local people to access capital.	Lead - DBE / DHLGRS Supporting - RTEED	Started	Review Oct-11
1.1.9	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
1.1.10	Explore partnership opportunities in the private sector, with a particular emphasis on building formal links with industries operating in the region. These partnerships could include (but not be limited to) training, employment, infrastructure and community development.	Lead - DBE Supporting - RTEED	Oct-10	Apr-11

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

Action		Responsible Party	Start When	Finish When
1.2.1	Establish branch of TCU and provide access to banking and financial literacy training.	Lead - FaHCSIA	Started	Review Oct-11
1.2.2	Develop a proposal for a Government Business Centre. A range of services may be provided from this building and options will be considered for local organisations to build and own the shopfront with long-term tenancy.	Lead - DBE Supporting - RTEED	Started	Review Dec-10
1.2.3	Facilitate workshops in partnership with the CDSC to investigate passenger transport needs, potential community resources and partnerships. This work will include economic viability, business opportunities and potential support through joint ventures and organisations such as IBA. This work will need to link to the area plan and town centre urban design plan and promote walkability and the use of bicycles.	Lead - DLP Supporting - CDSC	Feb-11	Jul-11
1.2.4	Scope possibilities for commercial visitor accommodation and develop an action plan to inform future work in this area. If viability established, work with local entrepreneurs seeking to invest in this businesses.	Lead - DEEWR Supporting - DBE, IBA, RTEED, Tourism NT	Started	Dec-10
1.2.5	Visual and environment aspects of Yuendumu town are improved, including dust suppression, tree planting, parks.	Lead - CDSC Supporting - LRG, DLP	Started	Review Oct-11
1.2.6	Land Tenure arrangements that encourage development are adopted.	Lead - Community/CLC/DHLGRS Supporting - FaHCSIA	Started	Review Oct-11
1.2.7	Conduct review of adult education training facilities, determine and report on training facility needs for future years.	Lead - DET Supporting - DEEWR, Yuendumu School	Feb-11	Jun-11
1.2.8	Review and report on provision of multi purpose community centre/facilities that could include public library, ICT and training facilities, sport and recreation facilities.	Lead - NRETAS Supporting - DBE, Capital Working Group	Started	Jun-11
1.2.9	Ensure access to appropriate TV, radio, and ICT Services in to digital era.	Lead - ROC Supporting - DBCDE, Office of the Arts, PM&C	Started	Jan-11
1.2.10	Complete a detailed road survey and prepare funding submission to upgrade roads.	Lead - DHLGRS (Submission) Supporting - DLP (Survey)	Started	Dec-10

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

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

Action		Responsible Party	Start When	Finish When
2.1.1	Develop Labour Market profile that demonstrates current positions, skill requirements and jobs that are available.	Lead - DBE Supporting - RTEED	Started	Complete
2.1.2	Deliver Training for Work: targeted to meet employment needs, assists community members in gaining employment and advancing their careers.	Lead - DBE Supporting - DEEWR, DET	Started	Review Oct-11
2.1.3	In partnership with community champions hold Futures Forums that provide information on employment options and business development services available to community members. Provide information on opportunities arising from potential private sector involvement.	Lead - DHLGRS Supporting - All government agencies, CDSC	Jul-12	Jun-13
2.1.4	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 in work readiness activities, which lead to employment outcomes.	Lead - DEEWR, FaHCSIA Supporting - JSA (JobFind, ITEC Employment, Job Futures), CDEP (CDSC), RTEED	Started	Jun-12
2.1.5	VETiS programs and school-based apprenticeships are aligned with community employment pathways.	Lead - DET Supporting - RTEED, DCI	Started	Review Oct-11
2.1.6	Community members learn safe driving practices, access driver training and acquire driver's licences.	Lead - CDSC Supporting - LRG/DLP	Started	Jun-11
2.1.7	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
2.1.8	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 Jun-11

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

Strategy 3.1: Develop a town plan.

Action		Responsible Party	Start When	Finish When
3.1.1	Complete and gazette a town plan (area plan and zoning map).	Lead - DLP	Started	Dec-10
3.1.2	Develop town centre urban design plan including community transport strategies.	Lead - DLP Supporting - DCI	Started	Jun-11

Schedule A: Local Implementation Plan Priority Actions

Safe Communities

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

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

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

Action		Responsible Party	Start When	Finish When
1.1.1	Establish Community Safety Working Party to work with community members to develop a plan and place based strategies that will address safety concerns; such as care and protection of children; and promotion of culturally appropriate ways to deal with issues.	Lead - DoJ Supporting - NTPFES, CDSC, DHF, FaHCSIA, AGD, DLP, LGANT	Started	Review Jun-11
1.1.2	The supported recommendations of the recently finalised Remote Policing Review will be communicated to the Yuendumu community, including timeframes and strategies for implementing the recommendations.	Lead - NTPFES	ASAP	Review Jun-11
1.1.3	Develop appropriate emergency response strategies, allowing Yuendumu residents to manage and respond effectively to emergency situations.	Lead - NTPFES Supporting - DoJ	Started	Review Oct-11
1.1.4	Work with Telstra to seek the provision of adequate public phones in residential areas.	Lead - ROC	Started	Feb-11
1.1.5	Establish and support NT Emergency Service volunteer units capable of reacting to known hazards for the community.	Lead - NTPFES Supporting - CDSC	ASAP	Review Oct-11
1.1.6	Maintain an all hazard response plan for Yuendumu and review or establish specific hazard response plans for the community (e.g. Flood Plan) as necessary. This will include ensuring adequate community education and preparedness (including public shelters where necessary) for known hazards.	Lead - NTPFES Supporting - CDSC	ASAP	Review Oct-11

Strategy 1.2: Minimise alcohol and other drug use.

Action		Responsible Party	Start When	Finish When
1.2.1	Develop Alcohol Management Plan.	Lead - DoJ Supporting - FaHCSIA, CDSC	ASAP	Review Oct-11
1.2.2	Provide access to Alcohol and other Drug counselling service.	Lead - DHF Supporting - DoHA	Oct-10	Oct-11
1.2.3	Develop strategies to reduce petrol sniffing.	Lead - Mt Theo Supporting - DHF, LRG, DoHA	Started	Review Oct-11

Priority 2: Make Yuendumu a safer place.

Strategy 2.1: E nforce laws ensuring children and families are safe.

Action		Responsible Party	Start When	Finish When
2.1.1	Install speed signs and restrictors at important community locations.	Lead - CDSC Supporting, DLP	Started	Review Feb-11
2.1.2	Establish an animal management program in consultation with the community.	Lead - CDSC Supporting - FaHCSIA	Started	Review Oct-11
2.1.3	Maintain and improve street lighting as required.	Lead - CDSC Supporting - PWC	Started	Review Jun-11
2.1.4	Minimum service standards for child protection and related services will be developed in Yuendumu including an agreed program to implement these standards.	Lead - DHF	Started	Review Jun-11

Schedule A: Local Implementation Plan Priority Actions

Governance and Leadership

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

Priority 1: Yuendumu leaders and elected council members have the skills, tools and information to effectively govern their community.

Strategy 1.1: Enhance and improve local people's understanding of governance and leadership practises.

Action		Responsible Party	Start When	Finish When
1.1.1	Elected members of CDSC will receive professional development to enable them to better understand and undertake their roles.	Lead - CDSC Supporting - LGANT	Started	Ongoing
1.1.2	Work with the community to develop an integrated and strategic program of community governance and leadership support that suits the needs of the men, women and youth of Yuendumu.	Lead - FaHCSIA	Started	Review Jun-11

Strategy 1.2: Develop and provide tools and information that enhances local peopleâ€™s governance capacity.

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

Strategy 1.3: Improve consultation and engagement processes.

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

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

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

Schedule B: Baseline Mapping Report Snapshot

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

Early Childhood

Of the all births in the Yuendumu Statistical Local Area in 2004-08, 46.6 per cent (41 births) were to teenage mothers aged 15 to 19. Births to mothers aged 20-24 comprised 28.4 per cent of all births (25 births).
Overall, preschool enrolments at Yuendumu School declined between 2001 and 2009. In 2001, 30 children were enrolled in preschool, declining to seven children in 2003. By 2009, there were 17 preschool children enrolled at Yuendumu School. 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 Yuendumu 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 Yuendumu 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, with 100 per cent participation for nearly all years in the reading and numeracy assessments in 2009. For example, there was an 83 per cent increase in Year 3 participation in reading and a 43 per cent increase in Year 5 participation in numeracy.
Overall results in 2009 indicate that students are achieving below the national minimum 51 Local Implementation Plan YUENDUMU standard for reading, but at or above the national minimum standard for numeracy. For example, 31 per cent of Year 7 participants and less than five per cent of Years 5 and 9 participants achieved at or above the national minimum standard for reading. When assessed for numeracy, no more than 11 per cent of any year 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 Yuendumu health centre reported 11,162 episodes of care, with 59 per cent reported as care for female clients and 91 per cent reported as care for Indigenous clients.
In 2008-09 there were 21 reported Home and Community Care clients in Yuendumu, all of whom were Indigenous.
In 2009-10 the Aged and Disability Program reported 86 open cases, 19 referrals and six closed cases. Open cases are those cases being actively managed by a disability coordinator.

Healthy Homes

In 2009, there were 105 residential dwellings in Yuendumu providing 235 bedrooms. This resulted in an average of 3.10 people per bedroom. Sixty seven per cent of Yuendumu households are considered to be overcrowded, one assessed dwelling was deemed in need of refurbishments and 30 were deemed in need of significant capital expenditure.
Between 2003-04 and 2007-08, Indigenous people in the Yuendumu Statistical Local Area were hospitalised for diseases associated with poor environmental health at a rate of 90.7 per 1,000.

Economic Participation

An employment survey was undertaken in 2009 in Yuendumu. Of the 373 employed people, 273 were Indigenous- 97 people were employed full-time, 65 were part-time, 82 were casual and 29 held Community Development Employment Projects positions.
At the time of the survey 79 Indigenous people were employed in the public sector (42 full-time, 17 part-time and 20 casual) and 165 were employed in the private sector (55 full-time, 48 part-time and 62 casual).
Ninety one per cent of income support recipients were of workforce age (15â€“64 years of age). Fifty nine per cent of all income support recipients were female.
In Yuendumu, about 43 per cent of all income support recipients received Newstart Allowance (136 recipients) and about eight per cent received Youth Allowance-Other support (27 recipients).
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).
About 13 per cent of the 463.4 km of roads surveyed in and around Yuendumu were found to be in good condition, 72.3 per cent were found to be in fair condition, and 14.8 per cent were found to be in poor condition.

Safe Communities

From 2006-07 to 2008-09, a total of 706 offences were recorded in Yuendumu.
Thirty per cent of offences were alcohol related. Offences against the person (98 per cent) and public order offences (84.4 per cent) were the most likely to be alcohol related. Property offences, traffic offences and police activities were rarely alcohol related.
About 1.4 per cent of offences were drug and/or substance abuse related. Justice procedure offences had the highest percentage of drug and/or substance abuse involvement.
Other offences against the person were recorded as 11 in 2006-07, 24 in 2007-08 and 12 in 2008-09.

Schedule C: Summary of Community Engagement

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

Consultation with the Local Reference Group

The Yuendumu Local Reference Group is the key community group for engagement in the Local Implementation Plan process. The Yuendumu Local Reference Group was established, from its early formative stages, during the in-community Visioning Forum in February 2010. Following advertising for membership by the Government Business Manager, members self-nominated or were nominated by others.

The group has 36 members in total, with about six core members in attendance of every meeting. Other members attend meetings less regularly, depending on their work schedules, the weather, and their points of interest relative to the meeting agenda.

Meetings were originally held on a regular schedule, but due to scheduling conflicts the group now holds meetings as frequently as possible depending on the availability of the Local Reference Group members, Regional Operations Centre staff and other stakeholders and service providers. In total the Local Reference Group has met six times to consult and negotiate on the Yuendumu Local Implementation Plan.

The Yuendumu Local Reference Group is evenly represented across language groups, genders, and areas of expertise.

Local Reference Group members

The Yuendumu Local Reference Group Members are: Robert Robertson, Connie Walit, Adrian Nelson, Janet Spencer, Eddie Robertson, Lottie Robertson, Ned Hargraves, Francis Kelly, Elizabeth Katakarintja, Dennis Williams, Tommy Watson, Judith McKay, Gina Wilson, Lindsay Williams, Albert Wilson, Barbara Martin, Chris Poulson, Nancy Oldfield, Anthony Egan, Simon Fisher Snr, Nola Wilson, Freda Jurrah, Wendy Baarda, Simon Fisher Jnr, Derek Williams, Lizzie Lechleitner, Donovan Rice, Sebastian Watson, Jimmy Langdon, Sherman Spencer, Kasman Spencer and Ned Wilson.

Consultations with community members

The Indigenous Engagement Officer and Government Business Manager held many consultations with individual community members who contributed to the Local Implementation Plan.

Consultations with service providers and governance structures

Several meetings were held with stakeholders, service providers and governance structures to develop the Local Implementation Plan, including: biweekly meetings with the Shire Services Manager; weekly meetings with the school principal; one meeting with the childcare centre, the health board and the health centre; and regular meetings with PAW Media, Mt Theo Centre, the Womenâ€™s Centre and the police.

Furthermore, the Yuendumu Local 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 COAG building blocks.

Engagement

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

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 on Closing the Gap.
A DVD was produced in Yuendumu by local production company PAW Media profiling the success of the Here at Home elderly care facility.

Capacity-building

The Yuendumu Local Reference Group has been supported in its capacity-building by the Single Government Interface and the Regional Operations Centre. On 25 February 2010, the Regional Operations Centre convened an in-community Visioning Forum for the Yuendumu Local Reference Group facilitated by an experienced Indigenous facilitator. The Visioning Forum explored government's vision in Closing the Gap and Remote Service Delivery, and achieving the Yuendumu community's vision through a Local Implementation Plan. The community's desired outcomes were presented for prioritisation. Over a series of in-community meetings between the Yuendumu Local Reference Group, the Single Government Interface and the Regional Operations Centre, priorities under each building block were finalised and negotiated with government.

Yuendumu Local Reference Group members also participated in a local Remote Service Delivery Governance and Leadership Workshop held in Yuendumu on 19-20 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.

Signatory Page

Introduction

COAG Targets

Building Blocks

Achieving COAG Targets

COAG Targets

Building Blocks

Achieving COAG Targets

Local Reference Group

Indigenous Engagement Officer and Government Business Manager

Regional Operations Centre and Board of Management

Local Government

Start and finish dates

Keeping the plan on track

Reviewing the plan

Reviewing progress

Addressing issues with plan progress

Community Strengths

Desired Community Outcomes

Commitments

Community Strengths

Desired Community Outcomes

Commitments

Community Strengths

Desired Community Outcomes

Commitments

Community strengths

Desired Community Outcomes

Commitments

Community Strengths

Desired Community Outcomes

Commitments

Community Strengths

Desired Community Outcomes

Commitments

Community Strengths

Desired Community Outcomes

Commitments

Schedule A: Local Implementation Plan Priority Actions

Early Childhood

Progress Output Indicators

COAG Target

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

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

Action

Responsible Party

Start When

Finish When

Strategy 1.2: Provide universal access to preschool for every child in the year before full-time school.

Action

Responsible Party

Start When

Finish When

Priority 2: Adequate infrastructure to deliver early childhood programs.

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

Action

Responsible Party

Start When

Finish When

Schedule A: Local Implementation Plan Priority Actions

Priority 3: Children are prepared for school.

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

Action

Responsible Party

Start When

Finish When

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

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

Action

Responsible Party

Start When

Finish When

Schooling

Progress Output Indicators

COAG Target

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

Strategy 1.1: Increase student attendance and parents participation across all levels of the education system.

Action

Responsible Party

Start When