Table of contents
- Artist Acknowledgement
- Statement from Doomadgee Aboriginal Shire Council
- What is Closing the Gap
- Welcome to Closing the Gap for Doomadgee
- About Doomadgee
- Closing the Gap ‘Building Blocks’
- Remote Service Delivery National Partnership Agreement (RSD NPA)
- About the Doomadgee Local Implementation Plan (LIP)
- The Doomadgee LIP Action Plans
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Artist’s Acknowledgement
The cover art for the Doomadgee Local Implementation Plan and the paintings depicting the COAG Building Blocks that can be found throughout the document were commissioned by the Mt Isa Regional Operations Centre (ROC) from local Doomadgee woman Pietta Aplin, specifically for this purpose.
Pietta’s grandfather Willie Doomadgee was a Gangalidda /Waanyi man. Her grandmother was a Garawa and Yanyula woman. Pietta’s mother is Rita Doomadgee.
Pietta is a mother of four young children and has lived most of her life in Doomadgee. She has only been painting for three years after attending an art workshop held by Margaret Chatfield in Doomadgee.
The artist is hoping to get better at her painting so that she can capture more of the dreaming stories from around her community and country.
The Cover Art
The snake represents the Rainbow Serpent which is the dreaming story of the area and the paw print represents the Dingo Dreaming, another significant dreaming story of the region.
Statement from Doomadgee Aboriginal Shire Council
Doomadgee is a strong community built on family, leadership and culture. Community enjoys a lifestyle that bonds its ancestral heritage with a progressive vision for the future.
This vision recognises the importance of our children, parents and elders being healthy, active, respectful, educated, safe, well cared for and supported by family.
Doomadgee Aboriginal Shire Council acknowledges the importance of an equal and sustainable partnership with Government to achieving long-term benefits for its people while maintaining traditional cultural links to country. Council and community are committed to working in partnership with Government to build a stronger and more prosperous Doomadgee now and for our children’s children.
Mayor Frederick O’Keefe
What is Closing the Gap
In December 2008, the Council of Australian Governments (COAG) agreed to a partnership between all levels of government to work with Indigenous communities to close the gap on Indigenous disadvantage.
In recognition that outcomes for Indigenous Australians remain well below those of non-Indigenous Australians, COAG agreed to six targets.
- To close the life expectancy gap within a generation.
- To halve the gap in mortality rates for Indigenous children under five within a decade
- To ensure access to early childhood education for all Indigenous four year olds in remote communities within five years.
- To halve the gap in reading, writing and numeracy achievements for children within a decade.
- To halve the gap for Indigenous students in Year 12 attainment or equivalent by 2020.
- To halve the gap in employment outcomes between Indigenous and non-Indigenous Australians within a decade.
As a result of this commitment, the Governments and Doomadgee community have worked together to identify the key community aspirations that they will partner together on, to enable the achievement of the COAG targets.
- The Community’s early childhood aspiration is for our babies to be happy, safe, strong and well cared for, and that parents and grand parents also get the help they need to raise our children.
- The Community’s schooling aspiration is that all our children are educated and go on to live good lives, with good jobs. No matter what their circumstance, all children are to be treated well and looked after, and supported to achieve their best.
- The Community’s health aspiration is for our people to be healthy, well and grow old with their families in community.
- The Community’s healthy home aspiration is for our people to live in good homes, which are looked after and meet the needs of our growing community.
- The Community’s safe communities aspiration is for all our community to be safe, healthy and active. Be respectful of culture and each other and make this an even better place to live.
- The Community’s economic participation aspiration is for our people to be in the local jobs and run the local businesses.
- The Community’s governance and leadership aspiration is for our community to produce strong, respectful leaders that will guide us to a better future for our children.
The Community’s aspirations also include:
- That we recognise and support our young people who are our future;
- That we and the services in our community are accountable for good results; and
- That we actively participate in making a better future for our community.
Key priorities for achieving the vision.
- A good relationship between community and government, based on honesty, integrity and respect for one another, and delivering on commitments made by each.
- The alignment of training, employment and business development support to the local economy and mobility potential.
- Coordination of services on the ground as a first step towards improved service quality.
- Housing that meets the environmental and social needs of the community and designed with community input.
- A “whole of community” drive and commitment to all children attending and attaining quality learning outcomes from school.
- Organised sport, recreational or cultural activities.
- Positive and active leadership being shown by the community. The Local Implementation Plan (LIP) is the document that captures the aspirations and commitments of government and community in closing the gap on disadvantage. It is a work-in-progress, meaning that it will continue to change and improve.
Signatories to this Agreement:
Mayor Frederick O’Keefe
Doomadgee AboriginalShire Council
Michael Hogan
Government Champion
Rachel Hunter
Government Champion
Kevin Keeffe
Qld State Manager FaHCSIA
Anne-Marie Roberts
Mt Isa ROC Manager
Welcome to Closing the Gap for Doomadgee
As a key output of the Remote Service Delivery National Partnership a Local Implementation Plan for Doomadgee has been developed. Strategies and actions have been identified and committed to by the Doomadgee Community and Australian and Queensland Governments and the Doomadgee Aboriginal Shire Council. All parties are committed to working together towards a better future in achieving the Council of Australian Governments (COAG) Closing the Gap targets in order to reduce the high levels of disadvantage being experienced.
We would like to acknowledge and thank the Doomadgee Community for their approach in engaging with government. Sharing their aspirations and commitment to their community’s future, by participating in the creation of a Local Implementation Plan that will grow and evolve as the level of service delivery matures. We would especially like to thank and acknowledge the leadership of the Doomadgee Aboriginal Shire Council for their support, guidance and participation in this process.
We would like to acknowledge the staff of the Mt Isa Regional Operations Centre and their work with community, the Doomadgee Aboriginal Shire Council, consultants, and representatives of Australian and Queensland Government agencies in an extensive consultation process in preparation of this plan. We would also like to recognise the strategic leadership and support of both the Regional Leadership Group (RLG) and the Queensland Remote Service Delivery Board of Management (B0M).
It has been a privilege to oversee this very important work and we thank you for the opportunity. We endorse the Doomadgee Local Implementation Plan and look forward to working with you implementing the agreed strategies and actions in the years ahead.
Yours sincerely,
Brian Gleeson
Coordinator General
For Remote Indigenous Services
Ron Weatherall
Queensland Coordinator General
Co-Chair
Qld Remote Service Delivery BOM
1. About Doomadgee
The Aboriginal mission of Doomadgee was originally established on the coast in 1931. It was established by the Christian Brethren and the settlement was moved inland to its present location after a cyclone in 1936 made conditions on the coast impossible. The coastal site had never been satisfactory as it lacked a good and reliable water supply. The present site was settled in 1937.
Doomadgee is on the Nicholson River and is in the semi-arid region of the Carpentaria plain. Doomadgee is 93kms west of Burketown in the Gulf Savannah region of North Queensland and 104kms from the Northern Territory border. It is 500km northwest of Mt Isa - the nearest large town, with mostly unsealed road (about 6 hours drive)—a 4WD vehicle is strongly recommended. Roads are often impassable during the wet season. Doomadgee was originally a Christian Mission community located near Burketown. The community is primarily made up of Gangalidda and Waanyi people, as well as the tribal groups of Lardil, Mingginda and Garawa.
The Indigenous languages of the area are not widely spoken. According to the 2006 Census, 90% of Doomadgee Indigenous residents spoke English only and 1% spoke English and an Australian Indigenous language fluently. Gangalidda and Waanyi are the main Australian Indigenous languages spoken.
The population of Doomadgee was estimated to be 1,005 people in 2006. This estimation was based on the 2006 Census data at a time when Aboriginal status was not required to be reported and it should be noted it may represent an undercount of Indigenous peoples. Local estimates place the population at around 1500 people.The Doomadgee Aboriginal Shire Council was established in 1985 and is now a fully constituted local government under the Local Government Act 2009. The council consists of a Mayor and four councillors, with a Chief Executive Officer and other council staff to deliver municipal services to the community.In 1983, the community was gazetted as a Deed of Grant in Trust (DOGIT) community under the Community Services Act (Qld), and in 1987 a Deed of Grant in Trust was issued with land covering 186,300 ha. In 2005, the Gangalidda and Garawa Peoples lodged claims over land in Queensland’s north-west.
On 23 June 2010 the Federal Court made two consent determinations over parts of the Gangalidda and Garawa Peoples’ two native title claims, recognising their exclusive native title rights over 1,860sq km of an Aboriginal Land Trust area and their non-exclusive rights over 3,950sq km of predominantly pastoral leases. The claim falls within the local government area of Burke Shire.
| Building Blocks | Doomadgee Representation | Outcomes |
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For an equal start in life, Indigenous children need early learning, development and socialisation opportunities. Access to quality early childhood education and care services, including pre-school, child care and family support services such as parenting programs and supports, is critical. Appropriate facilities and physical infrastructure, a sustainable early childhood education and health workforce, learning frameworks and opportunities for parental engagement are also important and require attention. Action in the areas of maternal, antenatal and early childhood health is relevant to addressing the child mortality gap and to early childhood development. |
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Human capital development through education is key to future opportunity. Responsive schooling requires attention to infrastructure, workforce (including teacher and school leader supply and quality), curriculum, student literacy and numeracy achievement and opportunities for parental engagement and school / community partnerships. Transition pathways into schooling and into work, post school education and training are also important and attention is also needed regarding adult literacy and numeracy skills. |
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Indigenous Australians’ access to effective, comprehensive primary and preventative health care is essential to improving their health expectancy, and reducing excess mortality caused by chronic disease. All health services play an important role in providing Indigenous people with access to effective health care, and being responsive to and accountable for achieving government and community health priorities. Closing the Indigenous health gap requires a concerted effort in the prevention, management and treatment of chronic disease. Indigenous children and their parents need to access programs and services that promote healthy lifestyles. |
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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 (design, stock and maintenance). Children need to live in accommodation with adequate infrastructure conducive to good hygiene and study, and free of overcrowding. |
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Indigenous people (men, women and children) need to be safe from violence, abuse and neglect. Fulfilling 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 also preventative approaches. Addressing related factors such as alcohol and substance abuse will be critical to improving community safety, along with the improved health benefits obtained. |
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Indigenous people of working age participate effectively in all sectors of the labour market Individuals and communities should have the opportunity to benefit from the mainstream economy – real jobs, business opportunities, economic independence and wealth creation. Economic participation needs to extend to disadvantaged job seekers and those outside of the labour market. Access to land and native title assets, rights and interests can be leveraged to secure real and practical benefits for Indigenous people. Other financial assets, capacity building, employment and training programs, incentive structures and social and physical infrastructure, including communications and transport, are needed to foster economic participation and community engagement. Through this participation, parents and other adults can become effective role models for their families and community. The design and delivery of welfare (both transfer payments and services) needs to promote active engagement, enhanced capability and positive social norms. Ensuring that communities have support to address factors that are a barrier to engagement such as problem gambling is critical. |
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Strong 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 to long term sustainable outcomes. Indigenous people need to be engaged in the development of reforms that will impact on them. Improved access to capacity building in governance and leadership is needed in order for Indigenous people to play a greater role in exercising their rights and responsibilities as citizens. |
3. Remote Service Delivery National Partnership Agreement (RSD NPA)
The Remote Service Delivery National Partnership Agreement (RSD NPA) between the Commonwealth and Queensland (the Governments) is the operational framework that ensures the commitment from all of government. It is through this agreement, that the Governments will work together with local Indigenous people to close the gap on Aboriginal disadvantage in Doomadgee.
The RSD NPA involves:
- engagement with communities
- baseline mapping and service audits
- establishment of integrated plans
- coordination and service reporting mechanisms
- the creation of local implementation plans (LIP) that improves service design and delivery
- sharing best practice
- risk management
The Governments have established a single Government interface for the community. This interface is the Mt Isa Regional Operations Centre (ROC). The ROC is responsible for ensuring the coherent and coordinated implementation of the Remote Service Delivery National Partnership Agreement for Doomadgee.
This includes:
- community engagement so that community knows and understands what, when and why action is happening;
- data gathering and monitoring, including identification of service gaps;
- co-ordinated delivery of resources and activities which address agreed actions identified in the LIP;
- employment of Remote Service Delivery Co-ordinators and Partnership Community Project Officers, in Doomadgee. These roles are the Government Engagement Co-ordination Officer (GECO) and the Indigenous Engagement Officers (IEO’s);
- the IEO’s work mainly with the Doomadgee community and liaise between community and government on issues raised by the community. The IEO’s are local Indigenous people from within the community; and
- liaison with the Australian Government, the Queensland Government, Local Governments and other relevant stakeholders to achieve identified outcomes.
4. About the Doomadgee Local Implementation Plan (LIP)
4.1 LIP Development
The Doomadgee LIP has developed out of a series of conversations. Some of these conversations have been going on for a number of years, with the Doomadgee community talking to government about the issues facing their community through processes and structures such as the Negotiation Tables. It has been important to acknowledge what community has said before, what has been achieved and why some things haven’t, and to build on this to develop the LIP.
Key to the LIP development process for Doomadgee has been the commitment of three key partner groups (community, service providers and government) to actively engage and contribute. The LIP engagement process has involved multiple conversations with a diverse range of people including:
- Clan and family groups,
- Mothers;
- Health workers;
- Teacher aides;
- CDEP participants;
- Sporting groups;
- Community leaders;
- Elders;
- Justice group members;
- Student leaders;
- Local business owners;
- Groups of men and groups of women;
- Service providers; and
- Government at all levels ie Doomadgee Aboriginal Shire Council, Queensland Government and Australian Government.
Through this process the Doomadgee community and Government have committed to work together towards a better future for Doomadgee, acknowledging that this will mean:
- the Mt Isa Regional Operations Centre (ROC) will assist, support and facilitate this process;
- the Government and Community will work together to identify needs and take action to address immediate concerns, without compromising the long term outcome;
- not all needs or issues identified will require a response by Government, however Government will support community to implement a response should they require it; and
- the LIP will be a primary mechanism to drive Government business in Doomadgee, and as such, Government will support the development of a comprehensive and robust LIP and continue to do so as the LIP matures and evolves.
It should be noted that the statutory business of Government (eg policing, child safety and justice) will be implemented as required under the relevant legislative frameworks.
4.2 LIP Governance Structures
In order to drive forward and progress the LIP in accordance with the commitment of COAG, and on the basis of the relationships and commitments that have been established through the LIP development process, a governance system that represents the cultural, organisational and government authority and structures will be established.
At the Community level:
The Doomadgee community recognises how critical an effective and holistic governance approach is to Closing the Gap on disadvantage in their community. Central to this is the formation of Building Block Working Groups who will be responsible for informing, promoting and monitoring the progress of the Local Implementation Plan in achieving COAG Outcomes.
There will be six Working Groups in Doomadgee addressing the seven Building Blocks. The Building Blocks ‘Early Childhood’ and ‘Schools’ will be addressed by a single Working Group.
To the greatest extent possible the Working Groups will incorporate appropriate representation from the various cultural and family groups, as well as being inclusive of existing community based committees. Membership of the Working Groups will comprise community members with a special interest in the Building Block, representatives from service providers and Mt Isa ROC staff including the GECO and IEO’s. Council will be represented on an opt-in basis, with Council electing which Working Groups it will join.
Expressions of interest will be called to establish the membership of the working groups.
The Working Groups will be solutions focussed, with members bringing their own diverse experiences and knowledge, whilst maintaining a focus on LIP implementation and achieving the COAG Outcomes. GECOs will provide secretariat support to the Working Groups and ensure that Working Groups are not ‘siloed’ but continue to recognise and contribute to other Building Blocks.
Representatives of each of the working groups will also form a LIP Reference Group to work with the ROC, Council and the Queensland Government Champion to monitor progress, and provide feedback to government, through engagement mechanisms such as Negotiation Tables.
At the Government level:
There are a variety of structures to ensure agencies are meeting their accountabilities for the LIP:
- The ROC Regional Leadership Group (RLG) has been established to oversight the effective implementation of the LIP. Its membership consists of the most senior regional officer from each of the Australian and Queensland government agencies with responsibilities for delivery of services in Doomadgee. The RLG is led by the Mt Isa ROC Manager who will provide regular reports to the Qld RSD BoM.
- The RSD Board of Management (BOM), is co-chaired by the State Manager of the Australian Government Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA) and the Queensland Government Coordinator of RSD. BOM members include heads of Australian and Queensland government agencies and departments, the ROC Managers, and the Coordinator General for Remote Indigenous Services.
- The role of the BOM is to monitor the work of Government in progressing the LIPs. Where actions are not progressing in a timely manner, or to an acceptable standard, the BOM will endeavour to find the solutions and cut through the barriers.
- The Coordinator General for Remote Indigenous Services is an independent authority appointed to oversee the implementation of RSD across the 29 communities. The Coordinator General has a critical role in reporting to the Minister for Families, Housing, Community Services and Indigenous Affairs and has the ability to call all government agencies to account for their responsibilities in achieving the Closing the Gap outcomes in these communities. The Coordinator General reports to government every 6 months.
The governance arrangements for the LIP commence at the community level and progress to a formal governance structure enunciated via the Board of Management (BoM). The BoM is co-chaired by the State Manager of the Australian Government Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA) and the Queensland Government Coordinator of RSD. BoM members include heads of Australian and Queensland government agencies and departments, ROC Managers and the Coordinator General for Remote Indigenous Services.
4.3 Addressing Concerns
Concerns can be raised by Community members via the following mechanisms:
- Through members of the working groups or LIP Reference Group;
- Directly through the GECO and IEOs who will work with the LIP Reference Group to ensure that concerns are heard; or
- Contact with the Mt Isa ROC Manager.
The above indicates a sequence of events for problem solving, and if a resolution cannot be reached at the local or regional level, the ROC Manager will determine the need to escalate to the RLG and / or BOM.
It is critical that any concerns raised by community and follow up actions are documented, and that they are followed up in a timely manner. As such, all concerns should be followed up within one month of them being raised, or sooner if they are deemed to be of a critical nature.
4.4 LIP Principles
The LIP recognises the critical need for collaboration and demonstrates the commitment of all signatories to work together in partnership to achieve better outcomes for all residents of Doomadgee.
The Government agrees to implement the LIP in accordance with the principles set out in the RSD NPA:
- National principles for investments in remote locations;
- Principles taken into account in deciding sequencing; and
- Service delivery principles for programs and services for Indigenous Australians.
These principles are included at Attachment A.
4.5 LIP Duration and Review Process
The LIP covers the period from 2010 through to 2014 and will be reviewed every six months, with an annual opportunity for improvement of the LIP. The first review will occur in December 2010.
Working Groups will meet on a monthly basis for the first six months. During this time each Working Group will focus on developing a Theory of Change (Logic Model). The Theory of Change (Logic Model) will allow them to identify intermediate and short term outcomes that are stepping stones to achieving the COAG outcomes.
Developing the Theory of Change will also allow the Working Groups to explore why previous related initiatives were not able to deliver the required outcomes. The Theory of Change (Logic Model) will provide the Working Groups with a clear framework and scope within which to develop a monitoring plan. This monitoring plan will help assess whether the LIP in relation to their building block is progressing and meeting needs, and will enable the group to identify data requirements to assist with this. It is anticipated that the majority of data will be through stories of significant change.
The Working Groups will also initiate data collection, sharing and analysis. This will include existing data that is collected by government via the baseline community profile, relevant service level data from providers, and any additional data that the Working Groups feel is necessary and accessible.
Qualitative data collection in the community may be undertaken by Working Group members, by the ROC GECO and IEO’s. A role of the Working Groups will be to assist in setting the measures and reviewing, analysing and discussing the data.
During the first six months of operation it is anticipated that Working Group members will require specialist support and training. This will include but not be limited to leadership training and skills based training to ensure that they have the tools to monitor LIP progress, and the confidence to use those tools.
In the first six months Working Groups will receive intensive support from the ROC, assisting them to put the groundwork in place that will provide a firm foundation for further work. After six months the Working Groups will meet on a bi- monthly basis, with a regular schedule of data collection between meetings. Meetings will be an opportunity to share and analyse data, and assess progress against intermediate outcomes. Findings will be utilised to inform and adjust LIP strategies, actions and key milestones at the bi-annual review points. They will also form the basis of presentations to Negotiation Tables, RLG and to the BOM.
Data collected by the Working Groups may also contribute to a ‘final’ evaluation undertaken towards the end of the LIP period by an external body. This evaluation should examine the extent to which the LIP activities have contributed to COAG outcomes and could also consider the extent to which the initiative has been effective and appropriate in order to ensure that the governments and community learn from experience.
5. The Doomadgee LIP Action Plans
- 5.1 Early Childhood
- 5.2 Schooling
- 5.3 Health
- 5.4 Healthy Homes
- 5.5 Safe Communities
- 5.6 Economic Participation
- 5.7 Governance & Leadership
The LIP Action Plans included in this section represent a collective plan that brings together the needs and aspirations of the Doomadgee community and all levels of government.
There is an Action Plan for each of the seven COAG building blocks and they are prefaced by artwork and stories provided by the community to represent the significance of these priority areas in their traditional and cultural ways.
Following on from this cultural representation of the significance of each building block is a table that maps the same from a government perspective (the COAG Outcomes) and the National COAG Outputs committed to against each of these Outcomes.
The Action Plans include:
- The Doomadgee Outcome – a brief statement reflective of the vision the Community has determined would demonstrate improved life outcomes for themselves, their families and most importantly, their children. This vision forms the rationale and basis upon which the Community and government have worked together to unpack and articulate the detail of the Action Plans.
- Agreed Goals, Strategies and Actions – The Agreed Goals are a direct reflection of the conversations community has shared with government through the LIP engagement process. The Strategies and Actions are a combination of work undertaken with the community to identify how we can achieve the goals, and extensive work undertaken with government to gain commitment to work together to implement items that are reasonable and achievable. The Actions represent a mix of government, community and shared actions.
- Lead and Responsible Agencies – For each Strategy a lead government agency or agencies have been identified. In addition to this, other agencies who are likely to have some responsibility or contribution to make in achieving these actions have been identified. These responsibilities and contributions are spread across all levels of government.
- Milestones and Measures – key milestones and options to measure progress have been assigned to actions. As these Action Plans are primarily focussed on the first 12months of implementation, milestones and measures are aligned to that timeframe. The COAG outcomes are the ultimate measure of success. It is understood that the indicators to measure success will become more robust as the LIP matures, and other tools such as Baseline Mapping of data becomes available. As improved forms of qualitative and quantitative data collection are designed and implemented through the building block working groups, improved measures and learnings will be integrated into the LIP.
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5.1 Early Childhood
The Story of this Painting
The foot prints in this painting represent the little kids of the community. The small circles are the different skin groups. The red lines show how we all connect together by our skins. The middle circle with the different colour dotted pattern within the circle represents our tribal groups.
| COAG Target | Early Childhood Indigenous Specific Outcomes | Early Childhood Outputs |
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*Doomadgee is an identified site for the establishment of a Children and Family Centre under the Indigenous Early Childhood National Partnership Agreement.
| Doomadgee Outcome: Doomadgee babies are born healthy and continue to be happy, safe, strong well cared for, that parents grand also get the help they need raise their children. | |||||
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| Agreed Goals / Rationales for Action | Strategies | Action | Responsible Agencies | Progress Reporting / Key Milestones Year 1 | |
| Lead | Others | ||||
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1. Develop and deliver improved services and local support systems that provide quality antenatal, child and maternal health care. |
1.1 Build and deliver an appropriate child and maternal health service system that caters for community need. |
DoHA Q Health |
DET DEEWR FaHCSIA DoC |
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1.2 Ensure that all pregnant girls and pregnant women have access to antenatal and post-natal services and are encouraged to use them. |
DoHA Q Health |
DET DEEWR FaHCSIA DoC |
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1.3 Expanding on the work of the existing childcare centre, introduce enhancements through the Children & Family Centre model that will assist to coordinate and / or integrate:
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DET DEEWR |
FaHCSIA DoC DoHA Q Health |
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1.4 Make comprehensive primary health care and development checks available to school aged children. |
DoHA Q Health |
DET FaHCSIA DoC |
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| 1.5 Encourage comprehensive primary health care and development checks for all children prior to commencing school. |
DoHA Q Health |
DET FaHCSIA DoC |
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1.6 Care plans for children based on the comprehensive primary health care & development checks will be linked to necessary services to respond to their health and wellbeing requirements. |
DoHA Q ealth |
DET FaHCSIA DoC |
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| 1.7 Establish early detection and intervention supports for children with disabilities and development impediments. |
DoHA Q Health |
DET FaHCSIA DoC |
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| 1.8 Identify and support “community champions” for “happy, healthy, thriving babies”. |
FaHCSIA DoC |
DoHA Q Health DET DEEWR |
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1.9 Develop a range of local child and maternal health promotional materials with involvement of “community champions”. |
Q Health DoHA |
DET FaHCSIA DoC DEEWR |
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2.1 Work with the community to design and implement an appropriate sex education program. |
Q Health DET |
DoHA FaHCSIA DoC |
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2.2 Integration of local sex education programs into school curriculum and health system. |
Q Health DET DoHA |
FaHCSIA DoC |
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3.1Develop a range of local materials and resources that promote sexual education and health programs being delivered in community, with involvement of “community champions”. |
Q Health DET DoHA |
FaHCSIA DoC |
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4.1Establish an Indigenous Parenting Support Service (IPSS) and a Locational Supported Playgroup (LSP). |
FaHCSIA |
DoC Q Health DoHA DET |
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5.1 Develop and deliver education programs for mothers, fathers and family members on making a safe and healthy life for babies, with involvement of “community champions”. |
Q Health DoC DoHA |
FaHCSIA DEEWR DET |
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5.2 Deliver tailored programs to young women, men, care givers and mentors that promote health, wellbeing and parents as first teachers. |
DET Q Health DEEWR |
FaHCSIA DoC DoHA |
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5.3 Establish a Kinder Gym with the introduction of the new PCYC |
FaHCSIA DoC |
DoHA Q Health |
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5.4 Ensure a seamless transition pathway from early childhood development into schooling years. |
DET DEEWR |
FaHCSIA DoC |
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5.5 Develop and introduce a community wide campaign of ‘respect’ and ‘positive parenting’ targeting bullying and anti-social behaviour, with support from school, health, Council, Store, CDEP, PCYC and other providers. |
DET FaHCSIA DoC |
DEEWR Q Health DoHA |
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6.1Develop a targeted strategy to engage local people in a training and employment program that will position them to be job start qualified and ready to be good and effective employees in the early childhood sector. |
DEEWR DEEDI |
DET FaHCSIA |
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6.2 Train and employ more local people in available jobs in the areas of early childhood health and development. |
Q Health DoC FaHCSIA DET DEEWR |
DEEDI DoHA |
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6.3 Provide the necessary mentoring and support for local people taking up training and employment opportunities. |
FaHCSIA DEEDI DEEWR |
DoC DoHA Q Health DET |
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5.2 Schooling
The Story of this Painting
The circle in the middle of this painting represents the school or place of learning. The grouping of half circles together are the children all coming together. The dots on the outside of the children are the community keeping the children together.
| COAG Target | Indigenous Specific Schooling Outcomes | Schooling Outputs |
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** Doomadgee State School is identified to benefit from implementation of the Low Socio-Economic Status Schools (SES) National Partnership Agreement.
| Doomadgee Outcome: Doomadgee children are educated and go on to live good lives, with jobs. No matter what their circumstance, all be treated well looked after, supported achieve best. | |||||
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| Agreed Goals / Rationales for Action | Strategies | Action | Responsible Agencies | Progress Reporting / Key Milestones Year 1 | |
| Lead | Other | ||||
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1.1 Through the planning and implementation of the Low Socio-Economic Status Schools (SES) National Partnership Agreement (NPA) and the Aboriginal and Torres Strait Islander Education Action Plan (ATSIEAP), identify improvements to practice and increased resources required to improve numeracy and literacy outcomes. |
DET DSS |
DEEWR FaHCSIA DASC |
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1.2 Build a Resource Centre in the school. |
DET DSS |
DASC DEEWR |
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2.1 Relevant government agencies will work with the community to develop a seamless model of learning for the 0-17 years cohort, from early childhood to schooling to post-schooling. |
DET |
DEEWR FaHCSIA DSS DoC |
|
|
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3.1 Make comprehensive primary health care and development checks available at school through an arrangement with DSS, parents and service providers. |
DoHA Q Health |
DET FaHCSIA DoC |
|
|
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3.2 Develop holistic individual learning plans for each student, with links where appropriate to Early Childhood care plans. |
DET |
Q Health DoHA DoC FaHCSIA DEEWR |
|
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3.3 Focus on improving teacher capability, learning supports and support for students with disabilities to meet identified needs. |
DET |
DoC FaHCSIA DoHA Q Health DASC DEEWR |
|
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4.1Conduct cultural camps as part of an attendance and achievement rewards program for students. |
DSS |
DoC DET FaHCSIA Q Health DASC DEWHA |
|
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4.2 Employment of School Attendance Case Managers. |
DoC |
DET DSS FaHCSIA DEEWR |
|
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4.3 Provide consistent career guidance that promotes local options as well as off community. |
DSS DET |
DEEWR FaHCSIA DEEDI |
|
||
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4.4 Provide a nursing service to the Doomadgee State School, based from the local health care centre. |
Q Health |
DoHA DSS DET |
|
||
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5.1 Promote and embed locally developed anti-bullying and acceptable behavioural education programs for students and parents. |
DET DSS |
DEEWR Q Health DASC DoC |
|
|
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5.2 Deliver sport and recreation activities including an inter-school sports program across the lower Gulf region. |
DET DoHA DSS |
DoC Q Health FaHCSIA DASC |
|
||
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6.1Develop a whole of community program that will support students to achieve a national Year 12 qualification or equivalency of Certificate II or above. |
DET DEEWR DEEDI |
FaHCSIA DoC DSS |
|
|
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6.2 Increase the levels of school-based Vocational Education and Training programs. |
DET |
DEEWR DEEDI |
|
||
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6.3 Local service providers to commit to providing work experience placements for students, as well as consider options for school based traineeships and apprenticeships. |
DSS DET DEEDI |
DEEWR FaHCSIA |
|
||
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6.4 Continue strong partnership with MMG Century Mine to improve work experience and work placements within the mining and related service industries. |
DSS DET DEEWR |
FaHCSIA DEEDI DIP DoC |
|
||
|
6.5 Conduct at least an annual community wide Careers Day. |
DEEWR DEEDI FaHCSIA DASC |
DET DoC DoHA Q Health |
|
||
|
7.1Provide an educational program for parents on understanding their responsibilities in preparing for their children to attend boarding schools, and what they have to do while they are away at school. |
DET DEEWR Centrelink |
FaHCSIA DASC Q Health DoHA DoC |
|
|
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7.2 Provide a boarding school support program for students. |
DET DEEWR |
FaHCSIA DASC Q Health DoHA |
|
||
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8.1 Local people to be employed to provide cultural learnings in the classroom and wider school environment. |
DSS DET |
DEEWR FaHCSIA |
|
|
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8.2 Local P&C Committee established and maintained and contributing advice to the practice and programs of the school. |
DSS DET |
DEEWR |
|
||
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8.3 Local people employed at the school are encouraged and supported to undertake career planning and professional development. |
DSS DET |
DEEWR DEEDI |
|
||
|
8.4 Work with the community and the DSS P&C to develop targeted PaCE initiatives that ensures increased engagement in the school and promotes the need to support children being educated. |
DSS DEEWR |
DET FaHCSIA DASC |
|
||
|
9.1 The school will work with other local providers to deliver consistent messages, support and tools for parents. |
DSS DET DEEWR |
FaHCSIA DoC |
|
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[ Return to Top Return to Section ]
5.3 Health
The Story of this Painting
The animals represent the main foods that the community eat. The brown circles represent the waterholes and places that people go to fish. The different colours in the background represent the different colours of the land around the community.
| COAG Targets | Indigenous Specific Health Outcomes | Health Outputs |
|---|---|---|
|
|
|
| Doomadgee Outcome: Doomadgee people are healthy, well and grow old with their families in community. | |||||
|---|---|---|---|---|---|
| Agreed Goals / Rationales for Action | Strategies | Action | Responsible Agencies | Progress Reporting / Key Milestones Year 1 | |
| Lead | Other | ||||
|
|
1.1 Data and information (such as health service use statistics) will be made available to the community. The data will be presented in an understandable and meaningful way. |
Q Health DoHA |
DoC |
|
|
2.1 Comprehensive adult and child health checks (as per Early Childhood Action 1.4 – 1.6), are made available. All community members are encouraged to access through a range of service entry points. |
Q Health DoHA |
DoC FaHCSIA DASC |
|
|
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2.2 Develop local health promotion and health education resources and materials targeting particular health issues relevant to the community. |
Q Health DoHA |
|
|||
|
3.1
|
Q Health DoHA |
DoC FaHCSIA DASC |
|
|
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3.2 Establish a LIP Health Working Group to provide advice and guidance on existing service quality, program development and the re-design of the health system. |
Q Health DoHA |
DoC FaHCSIA DASC |
|
||
|
3.3 Identify types of disability supports required in community and opportunities to improve on current local supports. |
DoC Q Health FaHCSIA |
DoHA DASC Centrelink |
|
||
|
4.1 Medicare registration checks and updates will be completed for community members as part of comprehensive health checks. |
Q Health DoHA |
DoC FaHCSIA DASC |
|
|
|
4.2 Centrelink will promote entitlements for Health Care Cards and assist eligible customers to claim, and will work with health providers to implement appropriate measures that will overcome access barriers resulting from misplaced Health Care Cards. |
Centrelink |
Q Health DoHA FaHCSIA DEEWR DASC DoC |
|
||
|
5.1Map all current and proposed health workforce positions in the community and positions with visiting service providers. |
Q Health DoHA |
DEEWR FaHCSIA |
|
|
|
5.2 Government and service providers will work with community to conduct a local skills audit and develop a workforce and capability development strategy. |
Q Health DoHA DEEWR |
FaHCSIA DEEDI |
|
||
|
5.3 Identify needs relating to staff housing to attract and retain a suitable workforce, including exploring:
|
Q Health DoHA RILIPO DASC |
FaHCSIA DoC |
|
||
|
6.1Provide additional, regular and consistent services from visiting Doctors based in the Family Centred Primary Health Care Service in Normanton and from Q Health, with a chronic disease focus. |
Q Health DoHA |
|
||
|
7.1 Provide information to the community about the implementation of the Chronic Disease Medical Specialist Outreach Assistance Program (MSOAP) including potential new services and discuss how they might be delivered. |
Q Health |
DoHA |
|
|
|
8.1 Community, service providers, roadhouse, bakery and retail store to work together to develop a local health nutrition promotion strategy, encouraging the sourcing and consumption of affordable, quality, and healthy food. |
Q Health DoHA |
DASC DoC DET FaHCSIA |
|
|
|
8.2 Community will identify and organise means of greater involvement of elders from the Aged Care facility in community life and special events. |
DoHA DASC |
Q Health FaHCSIA DoC |
|
||
|
9.1 Q Health will work with the community to investigate workable options for a quality renal service in the community, including:
|
Q Health |
DoHA DASC |
|
|
|
9.2 Provide specific training and education in community for potential carers. |
Q Health |
DoHA DASC FaHCSIA |
|
||
|
10.1Introduce a range of pre-parenting programs which will include teaching practical skills like good nutrition, developmental milestones, and child raising (expansion of Early Childhood Action 1.1). |
DoHA Q Health FaHCSIA DoC |
DET DEEWR |
|
|
|
10.2 Establish appropriate avenues for sharing information about baby care including practical advice and assistance with breastfeeding, nutrition, hygiene and parenting. |
DoHA Q Health FaHCSIA DoC |
DET DEEWR |
|
||
|
10.3 Provide improved follow up care for mothers and babies returning from regional centres to their home through positive experiences eg Welcoming Babies Ceremonies. |
DoHA Q Health FaHCSIA DoC |
DET DEEWR |
|
||
|
11.1 Community will work with government and service providers to develop community driven strategies to tackle the critical issues of alcohol and drug use, and their impact on the health and wellbeing of children in the community. |
Q Health DoC FaHCSIA |
DoHA DASC |
|
|
|
11.2 Ensure the Wellbeing service model for Doomadgee includes links to other services in the community and external to the community, through clear case coordination and case management frameworks. |
DoHA |
Q Health FaHCSIA DoC DASC |
|
||
|
11.3 The model of the Wellbeing Service will include a focus on building community capacity to enable transition of the services to eventual community control. |
DoHA |
Q Health FaHCSIA |
|
||
|
11.4 Develop infrastructure for the Doomadgee Wellbeing Service in a manner that is culturally appropriate and supportive, and promotes access by community for positive reasons. |
DoHA |
DASC Q Health FaHCSIA DoC |
|
||
|
11.5 Introduce the Personal Helpers and Mentors Service (PHaMS) to grow the capacity of families and carers of people suffering from mental health issues to provide appropriate support. |
FaHCSIA |
DoHA Q Health |
|
||
|
11.6 Develop a culturally appropriate and supportive model and infrastructure for the Normanton Residential Rehabilitation Service that supports Doomadgee people to access for treatment, and links with the WBC |
DoHA |
Q Health FaHCSIA DoC |
|
||
|
12.1Identify and implement strategies to increase frequency of dental service visits to community. |
Q Health |
DoHA |
|
|
|
12.2 Build on current teeth brushing health promotion campaign in the school. |
Q Health DSS |
DET DoHA |
|
||
|
13.1Introduce a register of volunteer carers and provide orientation and training. |
Q Health DoHA FaHCSIA |
DoC DASC |
|
|
|
14.1 LIP Health Working Group to work with Qld Ambulance Service to identify practical strategies that will contribute to improved response times, such as:
|
FaHCSIA Q Health DASC |
DoHA DoC DEEWR |
|
|
[ Return to Top Return to Section ]
5.4 Healthy Homes
The Story of this Painting
The different circles in this painting represent the different homes and families in the community. The blue lines represent the linking of each home and family group through family groups, culture and sharing.
| COAG Targets | Indigenous Specific Healthy Homes Outcomes | Healthy Homes Outputs |
|---|---|---|
|
|
|
***Doomadgee is identified to benefit from implementation of the Remote Indigenous Housing National Partnership.
| Doomadgee Outcome: Doomadgee people live in good homes, which are looked after and meet the needs of our growing communit | |||||
|---|---|---|---|---|---|
| Agreed Goals / Rationales for Action | Strategies | Action | Responsible Agencies | Progress Reporting / Key Milestones Year 1 | |
| Lead | Other | ||||
|
|
1.1 Define a more efficient local system of reporting, assessing and undertaking repairs which requires QBuild and Doomadgee Aboriginal Shire Council (DASC) Works Dept to assist tenants. |
DoC Q Build DASC |
RILIPO FaHCSIA |
|
|
2.1 Develop a detailed program of works for major repairs and upgrades, which includes a local training, employment and procurement strategy. |
RILIPO DASC FaHCSIA |
DoC QBuild DEEWR DEEDI |
|
|
|
2.2 Tenants will be fully informed and consulted in relation to works to be undertaken on their home. |
DoC Q Build DASC |
RILIPO FaHCSIA |
|
||
|
3.1 Tenants will be given early notice in relation to the allocation of new or refurbished homes. |
RILIPO DASC DoC |
FaHCSIA Q Build |
|
|
|
3.2 Tenants will meet their obligations as tenants, pay rent, care for the property and report problems quickly. |
DoC DASC |
FaHCSIA Q Build |
|
||
|
4.1 Develop a town and land use plan compliant with Queensland legislation. |
RILIPO DASC |
DERM DIP |
|
|
|
4.2 Full survey network to be completed. |
RILIPO DASC |
DERM DIP |
|
||
|
4.3 Land Tenure actions coming out of the survey network project are undertaken to rectify issues with roads, reserves and lease boundaries to create a homogenous cadastral network to facilitate future lease opportunities for government and non government parties. |
RILIPO DASC |
DERM |
|
||
|
5.1 The Remote Indigenous Land and Infrastructure Program Office (RILIPO) will coordinate and sequence all government infrastructure works in order to maximise opportunities for local employment and business development. |
RILIPO DASC DEEDI |
|
|
|
|
5.2 The DASC and other local Indigenous providers will be supported, as and if required, to grow capacity in order to have a better chance of securing business in delivering the housing program. |
FaHCSIA DEEWR DASC DEEDI |
RILIPO DoC |
|
||
|
5.3 Resolve outstanding land tenure matters so progress on community and social housing infrastructure is not delayed and community can benefit through jobs and investment. |
RILIPO DASC |
DIP DERM FaHCSIA |
|
||
|
5.4 CDEP, JSA, School & training providers will develop a specific construction industry program for secondary students and adults recognising existing skills and capabilities. |
FaHCSIA DET DEEWR |
RILIPO DASC DSS DEEDI |
|
||
|
6.1 Government will deliver a range of essential infrastructure upgrades, including:
|
DIP DPW DASC |
RILIPO FaHCSIA Q Health |
|
|
|
6.2 Deliver a long term capacity building and sustainability strategy that includes support for infrastructure systems, service providers and communities, service standards, appropriate technology and water conservation under the Water for the Future initiative. |
DIP |
RILIPO DASC |
|
||
|
7.1 Develop and deliver a “Pride in my Home” program that offers education on tenant responsibilities, starter kits with basic household cleaning and replacement items, access to a small amount of funds per household to undertake home and/or yard clean up and beautification activities and tailored education and support in relation to home maker skills. |
FaHCSIA DoC DASC |
RILIPO DEEWR |
|
|
[ Return to Top Return to Section ]
5.5 Safe Communities
The Story of this Painting
The circles represent the Doomadgee community. The blue lines are pulling the community together and letting everyone know what’s happening in the community. The yellow and tanned colour represents the land and the changes in the land as you travel from one place to the next.
| COAG Targets | Indigenous Specific Safe Communities Outcomes | Safe Communities Outputs |
|---|---|---|
|
|
|
| Doomadgee Outcome: Doomadgee community is safe, and people are healthy, active respectful of culture each other. | |||||
|---|---|---|---|---|---|
| Agreed Goals / Rationales for Action | Strategies | Action | Responsible Agencies | Progress Reporting / Key Milestones Year 1 | |
| Lead | Other | ||||
|
|
1.1 Community and stakeholders will work together to develop and implement actions in the Community Safety Strategy. |
DoC AGD DASC QPS |
FaHCSIA JAG |
|
|
1.2 Construction of a storage facility for OPAL fuel, to enable the roll-out of OPAL fuel across the Gulf region. Commence discussions and negotiations with fuel retailers and other stakeholders across the Gulf region. |
DoHA |
FaHCSIA |
|
||
|
1.3 Continued funding and support of the Safe House initiative in Doomadgee. |
DoC DASC |
FaHCSIA |
|
||
|
1.4 Community members will nominate to be kinship and foster carers. |
DoC |
DASC FaHCSIA |
|
||
|
1.5 Completion of additional police accommodation. |
DPW QPS |
DASC FaHCSIA |
|
||
|
1.6 Maintain approved staffing strength of Police. |
QPS |
|
|||
|
1.7 Building on work to date of DASC, undertake an extensive audit of needs and costing of street lighting and lighting for ovals and parks, and seek necessary investment. |
FaHCSIA DoC DASC |
JAG AGD QPS |
|
||
|
1.8 Government and service providers will work with the Community to develop appropriate strategies that will provide proper rehabilitation services for offenders and strategies to ensure that support is provided to victims of crime. |
JAG AGD DoC |
QPS DASC |
|
||
|
1.9 All streets are to have proper signage and houses to be numbered for emergency call outs. |
DASC DoC DIP |
FaHCSIA QPS |
|
||
|
2.1 Major redevelopment of the sport and rec hall and surrounding grounds to provide for a diverse range of sporting and social activities, operating as a PCYC. |
DoC FaHCSIA |
DASC Q Build |
|
|
|
2.2 Establishment of a PCYC with appropriate staffing of a Sergeant and two Police Liaison Officers to assist in the development and coordination of community based activities. |
DoC FaHCSIA |
DASC Q Build |
|
||
|
2.3 Establish a place where all men can meet, design and participate in a range of positive and productive activities and access services that are targeted toward men which may be sensitive. |
FaHCSIA DoC |
Q Health DoHA DASC |
|
||
|
3.1 Conduct a feasibility study into building a BMX track and skate park to cater for young peoples activities and provide a positive meeting place for young people. |
DoHA DoC DASC |
FaHCSIA Q Health |
|
|
| 3.2 Building on the success of the Doomadgee Dragons local rugby league team and their involvement in the “Say No to Violence” initiative in the Gulf, utilise PCYC sports officers and Police Liaison Officers, as well as grow community volunteers, to assist in the development and coordination of other community based sporting competitions for both men and women. |
DoHA DoC QPS |
AGD JAG FaHCSIA DASC |
|
||
|
3.3 The community and other government, non-government and private sector partners will conduct working bees to tidy up and upgrade the community park areas in the different areas of the community. |
FaHCSIA DASC |
DoC DEEWR |
|
||
|
3.4 Investigate what is required to establish an Indigenous Rodeo School in the community. |
DoHA DoC DASC |
FaHCSIA Q Health |
|
||
|
4.1 Establish a forum where the police, justice group and other interested community members can meet and have constructive dialogue in relation to emerging matters of law and order. |
QPS DoC DASC |
FaHCSIA AGD JAG |
|
|
|
4.2 Increased youth justice conferencing services which provide a restorative justice process to which young offenders can be referred. |
DoC |
JAG QPS DET AGD FaHCSIA |
|
||
|
5.1 Employ a local Youth Coordinator to work with the young people and the community to determine needs, design solutions, establish a Youth Council and lead the co-ordination and enhancement of necessary youth services. |
FaHCSIA |
AGD DoC DASC |
|
|
|
5.2 Continue to deliver the Ending Offending and Ending Family Violence programs to offenders and other interested members of the community. |
JAG DoC |
DASC |
|
||
|
5.3 Develop and deliver other programs that address offending within the community, including driver’s licence training. |
JAG DoC DoT |
DASC |
|
||
|
5.4 A community transport system to be organised between existing service providers in possession of buses. |
FaHCSIA DoC DASC |
DoHA Q Health |
|
||
|
5.5 Provide access to emergency relief support and financial literacy services. |
FaHCSIA |
DASC DoC |
|
||
|
5.6 Build and deliver a coordinated system of family and children care and protection that is easily accessible and tailored to needs and sensitivities. |
DoC FaHCSIA |
DET DoHA Q Health |
|
||
|
5.7 Develop a Shared Services Hub within the community and construct residential accommodation for service providers. |
JAG DoC |
DASC |
|
||
[ Return to Top Return to Section ]
5.6 Economic Participation
The Story of this Painting
The circle in the middle of this painting represents the Doomadgee community and the lines stemming from the circles are about the community people reaching to try new things and challenges. The different colours in the painting represent the different ideas that people have and the many different ways in which they can pursue them. The community is so isolated, so when the children reach a certain age it’s about them looking for new things and challenges.
| COAG Targets | Indigenous Specific Economic Participation Outcomes | Economic Participation Outputs |
|---|---|---|
|
|
|
** Doomadgee community is identified to benefit from the National Job Conversion Package under the Indigenous Economic Participation National Partnership Agreement (IEP NPA).
| Doomadgee Outcome: Doomadgee people are in the local jobs and running businesses | |||||
|---|---|---|---|---|---|
| Agreed Goals / Rationales for Action | Strategies | Action | Responsible Agencies | Progress Reporting / Key Milestones Year 1 | |
| Lead | Other | ||||
|
|
1.1Establish a Community Participation & Capacity Building program to provide a soft entry point on a pathway towards pre-employment, training and employment. This program will focus on building the work condition of people through engagement in community activities of interest to them, and will support them through a holistic case managed approach to overcome their personal barriers to greater civic engagement and eventual employment. |
FaHCSIA |
DEEWR DEEDI Q Health DoHA DASC |
|
|
1.2 Employ local people as employment and training mentors who will provide individual support to jobseekers to both participate and complete the required training and/or to retain their employment. |
FaHCSIA |
DEEWR DEEDI DASC |
|
||
|
1.3 Employ a CDEP Employment and Training Manager to improve CDEP training and employment outcomes by assisting to deliver credible skills of potential employees based on employer and job requirements. |
FaHCSIA |
DEEWR DEEDI DASC |
|
||
|
1.4 Employ an Adult Literacy & Numeracy Teacher to develop minimum literacy and numeracy skill sets of individuals engaged in pre-employment activities and employment., targeting training at the skills necessary to do the jobs that are available. |
FaHCSIA |
DEEWR DEEDI DET DASC |
|
||
|
1.5 Develop an “Employer Capability Support Package”, to inform employers on how best to achieve local recruitment outcomes. |
DEEWR DEEDI |
FaHCSIA DASC Centrelink |
|
||
|
1.6 Deliver a financial wellbeing program that will be available to all community members to provide support and tools to manage their own money and make good financial decisions (see related Safe Communities Action 5.5) |
FaHCSIA |
DASC |
|
||
|
2.1 Investigate a minimum literacy and numeracy skill set for early school leavers to be set at competence in VET Vocational Literacy 3 (39153QLD) and competence in VET Vocational Numeracy 3 (39163QLD). Also see related Schooling Actions (6.1 – 6.5). |
DET FaHCSIA |
DEEWR DEEDI |
|
|
|
3.1 Expanding on existing local structures establish a local Education, Employment and Training Working Group to discuss ways to better plan, coordinate and deliver programs that transition local people into sustained employment, through a client focussed case management approach. |
FaHCSIA |
DEEWR DET DEEDI DASC |
|
|
|
3.2 Develop a comprehensive workforce strategy linked into existing service provider roles and training programs. It will build and strengthen relationships and networks within the community to improve people’s access to the range of support services available and develop new ways for the community and service providers to work together. Particular focus will be given to new and expanding workforce requirements in the local and regional sectors, including:
|
DEEWR DEEDI |
FaHCSIA Q Health DoHA DET DASC RILIPO DoC |
|
||
|
3.3 Government agencies to identify opportunities for local people to move into roles that are currently serviced on a fly in fly out basis, including management and supervisory positions. |
DEEWR DEEDI |
All other Agencies |
|
||
|
3.4 Develop and promote a Role Model campaign that features Doomadgee people who have succeeded in education, work and business |
DEEWR FaHCSIA DASC |
DEEDI Centrelink DET Q Health |
|
||
|
4.1 Government agencies to promote and encourage local Indigenous contractors (where this is possible) to access Government business either in supply or delivery services. |
DEEWR DEEDI DASC |
All other agencies |
|
|
|
4.2 Government agencies are to identify where programs or service contracting is proving to be a barrier to increased Indigenous enterprise. |
DEEWR DEEDI DASC |
All other agencies |
|
||
|
4.3 Introduce model of consistent and sustained small business development support through the Aboriginal Development Benefits Trust (ADBT) building on successful program in other areas of the Gulf. |
DEEWR |
FaHCSIA DASC |
|
||
|
5.1 Investigate the feasibility of establishing a Gulf Indigenous supplier network with an immediate focus on an Indigenous Construction entity. |
FaHCSIA DASC |
DEEWR DEEDI |
|
|
|
5.2 Develop a Local Industry Capability Package that will define and promote the requirements to be fulfilled by local providers who wish to tender for and win government contracts. |
DEEWR DEEDI |
FaHCSIA DASC |
|
||
|
5.3 Construct and establish a fully operational Workers Accommodation Precinct that will provide opportunities for local training and employment through the period of construction and ongoing operations. |
FaHCSIA DASC |
DEEWR DEEDI |
|
||
|
5.4 Deliver a Community Training Centre that provides required space and resources to undertake a fuller range of pre-employment and vocational training in the community. |
FaHCSIA |
DEEWR DEEDI DET DASC |
|
||
[ Return to Top Return to Section ]
5.7 Governance & Leadership
The Story of this Painting
The green and blue circles in this painting represent the people in the Community. The red, orange and yellow circles represent the leaders in the Community – our elders, our community leaders, our service providers – and the middle circle represents the strong core of our elected leaders through our Mayor and Councillors. The brown is the land from which we get our strength.
| COAG Targets | Indigenous Specific Governance & Leadership Outcomes |
|---|---|
|
N.B. The Governance & Leadership building block under the Remote Service Delivery Strategy is recognized in it’s significance as an enabling plank that sets the basic foundation for achievement against all of the other building blocks. |
| Doomadgee Outcome: Doomadgee produces strong, respectful leaders that will guide us to a better future for our children. | |||||
|---|---|---|---|---|---|
| Agreed Goals / Rationales for Action | Strategies | Action | Responsible Agencies | Progress Reporting / Key Milestones Year 1 | |
| Lead | Other | ||||
|
|
1.1 Deliver a local program of cultural awareness and provide mentoring support for outside visitors and those relocating to our community. |
FaHCSIA DASC DoC DEWHA |
All other agencies |
|
|
1.2 All government agencies will require their staff who are locally based or regular visitors, to undertake the local cultural awareness program. |
FaHCSIA DASC DoC DEWHA |
All other agencies |
|
||
|
2.1 Establish a number of LIP Building Block Working Groups who have a clear and legitimate role in informing, finding solutions, monitoring and evaluating the actions of stakeholders in delivering on commitments and their impact. Working Groups will be:
|
FaHCSIA DASC DoC |
All other agencies |
|
|
|
2.2 LIP Building Block Working Groups come together for a bi-annual reflection to discuss progress, check cross linkages between Building Blocks and reconfirm LIP implementation priorities and direction. |
FaHCSIA DASC DoC |
All other agencies |
|
||
|
2.3 Develop and deliver an Evaluation and Research Program for community members to participate in LIP implementation and monitoring. |
FaHCSIA DASC DoC |
All other agencies |
|
||
|
3.1 Through the establishment of Men’s and Women’s Leadership Groups and Youth Council, identify development opportunities that strengthen individual, family and community relationships and leadership confidence. |
FaHCSIA DASC DoC |
All other agencies |
|
|
|
3.2 Conduct tailored leadership programs on country that focus on cultural preservation and relationships for men and their sons and women and their daughters. |
FaHCSIA DASC DoC DEWHA |
All other agencies |
|
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3.3 Establish leadership support and mentoring networks within and external to the community. |
FaHCSIA DASC DoC |
All other agencies |
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4.1 A local service provider network to be established to ensure information sharing and joined up effort. |
FaHCSIA DASC DoC |
All other agencies |
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4.2 Service delivery and funding agencies to adhere to the principles set by COAG in relation to the Remote Service Delivery NPA. |
FaHCSIA DoC |
All other agencies |
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4.3 Service providers will model good and effective practices that reduce the burden on clients to navigate the complex suite of services. |
FaHCSIA DASC DoC |
All other agencies |
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4.4 A system of case coordination and case management will be established where needed. |
FaHCSIA DoC |
Q Health DoHA DET DEEWR |
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5.1 ORIC and other Regulatory bodies provide governance training to their organisations. |
ORIC |
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5.2 External service organisations delivering in, or to Doomadgee, are to commit to providing capacity building support to local Indigenous organisations and individuals. |
FaHCSIA DASC DoC |
All other agencies |
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6.1 Council and staff undertake necessary training to ensure an understanding of and compliance with the Local Government Act 2009. |
DIP DASC |
FaHCSIA DoC |
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6.2 Conduct an education campaign in the community about the role of the Council and also promote running for office. |
DIP |
DASC |
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7.1 Produce a monthly newsletter |
FaHCSIA DASC DoC |
All other agencies |
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7.2 Use the community radio to deliver messages and information |
FaHCSIA DASC DoC |
All other agencies |
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7.3 Use forums such as Working Groups and Negotiation Tables to share and receive information. |
FaHCSIA DASC DoC |
All other agencies |
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ATTACHMENT A
National Principles for investments in remote locations:
- remote Indigenous communities and remote communities with significant Indigenous populations are entitled to standards of services and infrastructure broadly comparable with that in non-Indigenous communities of similar size, location and need elsewhere in Australia
- investment decisions should aim to:
- improve participation in education/training and the market economy on a sustainable basis; and
- reduce dependence on welfare wherever possible; and
- promote personal responsibility; and
- ensure consistent engagement and behaviour with positive social norms.
- Priority for enhanced infrastructure support and service provision should be to larger and more economically sustainable communities where secure land tenure exists, allowing for outreach services and accessibility by smaller surrounding communities, including:
- recognising Indigenous people’s cultural connections to homelands (whether on a visiting or permanent basis) but avoiding expectations of major investment in service provision where there are few economic or educational opportunities; and
- facilitating voluntary mobility by individuals and families to areas where better education and job opportunities exist, with higher standards of services.
Principles taken into account in deciding sequencing:
- areas where government has already applied significant reform effort that can be readily built upon (see below):
- that is, locations where communities have demonstrated a willingness to actively participate in the change process, supported by strong leadership;
- preparedness to participate in steps to rebuild social norms – for example, welfare reform and alcohol management;
- labour market opportunities and potential for corporate investment / partnerships and business development;
- capacity to be developed and utilised as a service hub (including transport) with linkages to smaller communities / homelands; and
- capacity of service supply needs to be met – including consideration of capacity of existing local service providers and capacity of the location to support incoming services (for example, availability of built facilities and staff housing for staff).
Service delivery principles for programs and services for Indigenous Australians:
These principles are to guide COAG in the:
- design and delivery of Indigenous specific and mainstream government programs and services provided to Indigenous people; and
- development and negotiation of National Partnership agreements, National Agreements and reform proposals.
Principles
Priority principle: Programs and services should contribute to Closing the Gap by meeting the targets endorsed by COAG while being appropriate to local community needs.
Indigenous engagement principle: Engagement with Indigenous men, women and children and communities should be central to the design and delivery of programs and services.
Sustainability principle: Programs and services should be directed and resourced over an adequate period of time to meet the COAG targets.
Access Principle: Programs and services should be physically and culturally accessible to Indigenous people recognising the diversity of urban, regional and remote needs.
Integration principle: There should be collaboration between and within Governments at all levels and their agencies to effectively coordinate programs and services.
Accountability principle: Programs and services should have regular and transparent performance monitoring, review and evaluation.
Principles in Detail
Priority principle: Programs and services should contribute to Closing the Gap by meeting the targets endorsed by COAG while being appropriate to local community needs. The COAG targets are:
- close the 17 year life expectancy gap within a generation;
- halve the gap in mortality rates for children under five within a decade;
- halve the gap in reading, writing and numeracy within a decade;
- halve the gap in employment outcomes and opportunities within a decade;
- at least halve the gap for Indigenous students in Year 12 or equivalent attainment rates by 2020; and
- within five years provide access to a quality early childhood education program to all Indigenous four year olds in remote Indigenous communities.
Indigenous engagement principle: Engagement with Indigenous men, women and children and communities should be central to the design and delivery of programs and services. In particular, attention is to be given to:
- recognising that strong relationships/partnerships between government, community and service providers increase the capacity to achieve identified outcomes and work towards building these relationships;
- engaging and empowering Indigenous people who use Government services, and the broader Indigenous community in the design and delivery of programs and services as appropriate;
- recognising local circumstances;
- ensuring Indigenous representation is appropriate, having regard to local representation as required;
- being transparent regarding the role and level of Indigenous engagement along a continuum from information sharing to decision-making; and
- recognising Indigenous culture, language and identity.
Sustainability principle: Programs and services should be directed and resourced over an adequate period of time to meet the COAG targets. In particular, attention is to be given to:
- service system orientation, particularly:
- using evidence to develop and redesign programs, services and set priorities;
- recognising the importance of early intervention; and
- including strategies that increase independence, empowerment and self management;
- ensuring adequate and appropriate resources, particularly:
- setting time-frames for meeting short, medium and longer-term targets and outcomes;
- considering flexibility in program design to meet local needs;
- considering workforce supply and future planning;
- considering sustaining or redesigning services to best use existing resources, as well as the need for programs and services to meet the COAG targets;
- minimising administrative red tape to enable greater integration of program and service delivery;
- ensuring that programs and services are efficient and fiscally sustainable; and
- ensuring that infrastructure is appropriate and adequately maintained;
- building the capacity of both Indigenous people and of services to meet the needs of Indigenous people, particularly:
- developing the skills, knowledge and competencies, including independence and empowerment of Indigenous people, communities and organisations;
- supporting Indigenous communities to harness the engagement of corporate, non-government and philanthropic sectors;
- building governments’ and service delivery organisations’ capacity to develop and implement policies, procedures, and protocols that recognise Indigenous people’s culture, needs and aspirations;
- ensuring that programs and services foster and do not erode capacity or capability of clients; and
- recognising when Indigenous delivery is an important contributor to outcomes (direct and indirect), and in those instances fostering opportunities for Indigenous service delivery.
Access Principle: Programs and services should be physically and culturally accessible to Indigenous people recognising the diversity of urban, regional and remote needs. In particular, attention is to be given to:
- considering appropriate and adequate infrastructure and placement of services (including transport, IT, telecommunications and use of interpreter services);
- minimising administrative red tape that may be a barrier to access; and
- providing adequate information regarding available programs and services.
Integration principle: There should be collaboration between and within Governments at all levels, their agencies and funded service providers to effectively coordinate programs and services. In particular, attention is to be given to:
- articulating responsibilities between all levels of government;
- identifying and addressing gaps and overlaps in the continuum of service delivery;
- ensuring services and programs are provided in an integrated and collaborative manner both between all levels of governments and between services;
- ensuring services and programs do not set incentives that negatively affect outcomes of other programs and services; and
- recognising that a centrally agreed strategic focus should not inhibit service delivery responses that are sensitive to local contexts.
Accountability principle: Programs and services should have regular and transparent performance monitoring, review and evaluation. In particular, attention is to be given to:
- choosing performance measures based on contribution to the COAG targets and report them publicly;
- ensuring mainstream service delivery agencies have strategies in place to achieve Indigenous outcomes and meet Indigenous needs;
- clearly articulating the service level to be delivered;
- ensuring accountability of organisations for the government funds that they administer on behalf of Indigenous people;
- periodically measuring/reviewing to assess the contribution of programs and services to the above, and adapting programs and services as appropriate;
- clearly defining and agreeing responsibilities of government and communities;
- supporting the capacity of the Indigenous service sector and communities to play a role in delivering services and influencing service delivery systems/organisations to ensure their responsiveness, access and appropriateness to Indigenous people; and
- evaluating programs and services from multiple perspectives including from the client, Indigenous communities and government perspectives and incorporating lessons into future program and services design.
ATTACHMENT B: Abbreviations & Acronyms
- ADBT
- Aboriginal Development Benefits Trust
- AGD
- Attorney General’s Department
- BOM
- Board of Management
- COAG
- Council of Australian Governments
- CDEP
- Community Development Employment Projects
- CGRIS
- Co-ordinator General Remote Indigenous Services
- DASC
- Doomadgee Aboriginal Shire Council
- DEEDI
- Department of Employment, Economic Development and Innovation
- DEEWR
- Department of Employment, Education and Workplace Relations
- DERM
- Department of Environment and Resource Management
- DET
- Department of Education and Training
- DEWHA
- Department of the Environment, Water, Heritage and the Arts
- DIP
- Department of Infrastructure and Planning
- DoC
- Department of Communities
- DoHA
- Department of Health and Ageing
- DPW
- Department of Public Works
- DSS
- Doomadgee State School
- FaHCSIA
- Department of Families, Housing, Community Services and Indigenous Affairs
- GECO
- Government Engagement and Coordination Officer
- IEO
- Indigenous Engagement Officer
- JAG
- Department of Justice & Attorney General
- LIP
- Local Implementation Plan
- NP
- National Partnership
- NPA
- National Partnership Agreement
- ORIC
- Office of the Registrar of Indigenous Corporations
- PaCE
- Parental and Community Engagement
- PHaMs
- Personal Helpers and Mentors
- QHealth
- Queensland Health
- QPS
- Queensland Police Service
- RILIPO
- Remote Indigenous Land and Infrastructure Program Office
- RLG
- Regional Leadership Group
- ROC
- Regional Operations Centre
- RSD
- Remote Service Delivery
- VET
- Vocational Education and Training