What are we trying to do? (Purpose)

1. To engage and work with community members on the implementation of the NP in identified RSD locations and the development of local implementation plans to improve physical access, cultural accessibility to programs, and programs to meet identified needs and priorities within identified communities.

2. To improve the level of governance and leadership within Indigenous identified communities. 

3. To improve the access of Indigenous families to a full range of suitable and culturally inclusive services, including through strengthened interpreter/translation services (Also see Output 3).

4. Increase economic and social participation wherever possible, and promote personal responsibility, engagement and behaviours consistent with positive social norms. 

Commonwealth and State/Territory Investment: $

To be finalised by 30 November 2009. 

1. Engagement: 

1. Engage and work with Indigenous people and other stakeholders in identified communities as follows:
   
   • meet with mayors and CEOs of agreed RSD locations to inform them of the rationale behind the reforms, implications and opportunities;
   
   • develop and implement a comprehensive place-based engagement strategy incorporating community information and formal consultation where appropriate regarding (a) the objectives and processes of the RSD and (b) the development, implementation and monitoring of Local Implementation Plans (LIPs). The strategy will initially draw on existing engagement mechanisms, for example Local Implementation Committees and Negotiation Tables, where appropriate. The ongoing mechanisms for engagement will emerge through the analysis of the baseline mapping to be completed by November 2009 (see Output 2).
2. Develop a communications strategy to ensure stakeholders outside identified communities are aware of and understand the new approach. 

1. Joint Commonwealth and Queensland responsibility
2. Joint Commonwealth and Queensland responsibility 

2. Community governance and leadership:

1. Identify training needs for leadership skills for individuals around which communities and social groupings can organise.
2. Implement a program of leadership training and capacity development which: 
   
   • incorporates effective existing training programs, enhanced programs and where necessary new programs; and
   
   • identifies targets for number of training programs to be delivered and number of people to participate in training programs

1. Joint Commonwealth and Queensland responsibility
2. Joint Commonwealth and Queensland responsibility 

1. As part of the LIP process 
2. Ongoing over the life of the agreement. 

3. Facilitate effective engagement with Indigenous people and service providers through communications designed to ensure mutual understanding:

1. participate in the development of the national framework  for the effective supply and use of Indigenous language interpreters and translators both technical and non­technical), including protocols for the use of interpreters and translators.
2. Provide interpreter/translation services in the identified communities consistent with the national framework (see Output 3) and appropriate to local needs, which ensures the intent and substance of communications between the community and governments is clear and understood. 
    

1. The Commonwealth, in consultation with Queensland
2. The Commonwealth and Queensland 

1. Ongoing during the development of the national framework.
2. Ongoing over the life of the agreement

4. Encourage behaviours which are consistent with positive social norms, and which facilitate economic and wider social participation, through:

• Working with the identified communities to identify behaviours inconsistent with positive social norms which are of concern to them
• Developing strategies in partnership with the identified communities to address these behaviours.

How we will know we have achieved the purpose (Performance Benchmarks):

Engagement

• Meetings held with Mayors and CEOs of priority locations.
• Local Indigenous people participate in the development and implementation of Local Implementation Plans.

Governance and leadership

• Assessment of community leadership and training needs undertaken.
• Program of leadership training meets performance targets 
• Training program evaluations meet performance requirements

Translation services

• National framework accommodates the needs of Indigenous Queenslanders
• Protocols for the use of interpreters and translators in Queensland are developed and embedded across agencies 
• Indigenous families have improved understanding of services and increased confidence in using them
• Quality and quantity of interpreter and translation services meets local needs

Positive behaviours

• The strategy to address behaviours inconsistent with positive social norms which are of concern to the identified community is included in the Local Implementation Plan 

What are we trying to do? (Purpose)

1. To determine the current social and economic indicators, government investments, services and service gaps to provide benchmarks to measure progress against the targets in the Local Implementation Plans.

2. To ensure the baseline mapping effectively informs the development of the Local Implementation Plans.

Commonwealth and State/Territory Investment: $

To be finalised by 30 November 2009. 

1. Baseline mapping: 

1. Identify local baseline mapping information for collection across all 26 identified communities nationally. 
2. Agree the additional data elements to be collected in identified communities, the data collection methodology and the timeframe for initial and subsequent data collection. 
3. Undertake baseline mapping, building and maintaining the evidence base, and monitoring the evaluation in identified communities, including:
   
   • Current government expenditure/investment in each selected location, encompassing existing service delivery and supporting infrastructure (service mapping).
   
   • Existing community networks and decision making processes as the basis for establishing legitimate Indigenous community governance structures and decision making processes; and
   
   • An evidence base to facilitate the measuring of performance against clearly defined targets and standards that cut across agencies and levels of government. 
4. develop agreed mechanisms to validate data 

1. The Commonwealth in consultation with Queensland 
2. The Commonwealth and Queensland
3. The Commonwealth in consultation with the Queensland Government
4. The Commonwealth and Queensland 

1. June 2009 
2. June 2009 
3. October 2009
4. October 2009

2. Analyse the baseline mapping information to identify:

• gaps in services
• local infrastructure requirements to support services
• areas where outcomes are poor and require targeted action
• most effective community structures and organisations to involve in engagement strategies.

How we will know we have achieved the purpose (Performance Benchmarks):

• National baseline information requirements identified and provided to Queensland in a timely manner
• Baseline mapping reports for all identified communities provided to Queensland
• An analysis of programs, services and infrastructure undertaken in each of the identified communities.
• Service and infrastructure gaps are identified, prioritised and agreed.
• The most effective community structures and organisations to be involved in engagement strategies are identified and agreed.

What are we trying to do? (Purpose)

1. Raise the standard and range of services delivered to Indigenous people in identified communities to be broadly comparable to that in non-Indigenous communities of similar size, location and need elsewhere in Australia (See Output 1 also).
2. Improve the level of corporate governance of Indigenous community organisations (including leadership) and ensure community organisations delivering government services meet relevant legislative requirements and are accountable to their constituents and funding bodies.
3. Enable the development of commercial properties and service hubs.

Commonwealth and State/Territory Investment: $

To be finalised by 30 November 2009. 

1. Deliver the appropriate range and level of quality services that target and effect positive and sustained social and economic improvement, through:

1. the development of service planning and delivery methodologies and best practice, including:

• Increased and improved coordination and Integration models;
• Service matrix approach to provider options (eg NGOs, local councils, etc) • Incorporating Best Practice in service design and delivery;
• Ensuring decisions are underpinned and informed by evidence;
• Ensuring services are culturally informed.

2. the alignment of Commonwealth and Queensland service planning and delivery reform strategies and methodologies, where appropriate, to facilitate coordinated and integrated services
3. the alignment of both existing and new services with the Service Delivery principles (Schedule C of the National Indigenous Reform Agreement) to ensure an appropriate range and level of quality services is delivered  
4. review the standard and range of services in comparable Indigenous and non-Indigenous communities
5. develop a national framework for the effective supply and use of Indigenous language interpreters and translators (both technical and non-technical), including protocols for the use of interpreters and translators.

1. The Commonwealth and Queensland
2. The Commonwealth and Queensland
3. Staff located in the ROC will be responsible for recommending and/or introducing improvements to the design and delivery of programs and services in the identified communities
4. The Commonwealth and Queensland
5. The Commonwealth 

1. ongoing
2. ongoing
3. Initial assessment of existing services as part of the LIP development
4. Ongoing assessment of new service proposals during the term of the LIP 
5. October 2009 

2. Community organisation capacity development:

1. identify capacity development needs for Indigenous community organisations (e.g. training in leadership, financial management and administration)
2.  implement a program of community organisation training and capacity development which incorporates effective existing training courses, enhanced courses and where necessary new  courses for existing and potential members of governing bodies in identified communities which identifies number of training programs to be delivered and number of people participating in programs
3. provide technical support and funding to establish and maintain appropriate structures and capacity for corporate governance where appropriate. 

1. Joint Commonwealth and Queensland responsibility
2. Joint Commonwealth and Queensland responsibility
3. Joint Commonwealth and Queensland responsibility

1. As part of the baseline mapping analysis
2. Ongoing over the life of the agreement
3. As required 

3. Consistent with the commitments in the Remote Indigenous Housing National Partnership in relation to housing, develop a strategy and project plan for changing land tenure and administration arrangements in identified RSD locations to enable the development of commercial properties and service hubs, e.g.

• Town plans compliant with the Integrated Planning Act 2009;
• basic surveying;
• assistance where needed with development assessment and approval, and . where applicable, Indigenous Land Use Agreements. 

How we will know we have achieved the purpose (Performance Benchmarks):

Service delivery

• Report on the agreed service planning and delivery methodologies jointly produced
• Report on initial assessment of service alignment with COAG service delivery principles produced 
• National Framework for the effective supply and use of Indigenous language interpreters and translators (both technical and non-technical), including protocols for the use of interpreters and translators provided to Queensland.

Community organisation capacity development

• Assessment of community capacity development needs undertaken.
• Community organisation training program meets performance targets.
• Training program evaluations meet performance requirements .
• Proportion of Indigenous organisations that meet relevant legislative and acquittal requirements

Land Tenure

• Commercial property and service hub development occurs in a timely manner. 

What are we trying to do? (Purpose)

1. To provide simpler access and better coordinated government services for Indigenous people in identified communities.
2. To provide a base for coordination of whole of government operations within a specified region.
3. To establish an appropriate jurisdiction-wide coordination mechanism for remote service delivery that will cut through red tape and ensure that services are delivered in accordance with performance and accountability requirements.
4. To ensure that all government employees involved with identified communities have been trained appropriately. 

Commonwealth and State/Territory Investment: $

To be finalised by 30 November 2009. 
 

The Commonwealth and Queensland  

1. drawing on the national research capacity, develop an appropriate cultural competency training package for government employees in Queensland
2. deliver cultural competency measures to employees involved with identified communities
3. develop and implement induction package for all new government and NGO employees. 

How we will know we have achieved the purpose (Performance Benchmarks):

Single government interface

• Effective coordination of service delivery commitments under the RSD
• Improved community engagement with government services

Regional Operations Centres

• Structure, staffing levels, roles and responsibilities and operational processes agreed.
• ROCs established
• Local Implementation Plans are developed and implemented in a timely and accountable way

Coordination mechanism

• Governance arrangements facilitate problem solving

Cultural competency

• All government employees involved with identified communities are culturally competent.

1. To give effect at the local level to the commitments made in the Remote Service Delivery NP and provide a vehicle for the implementation and monitoring of commitments in the identified communities under the National Indigenous Reform Agreement and related COAG agreements.
2. Ensure local Indigenous people are provided with employment opportunities associated with investments in identified communities.

Commonwealth and State/Territory Investment: $

To be finalised by 30 November 2009. 

1. Local Implementation Plans:

1. agree on Local Implementation Plan processes and templates.
2. identify commitments under the RSD, NIRA and related COAG agreements that are relevant to each identified location to be included in the Local Implementation Plans
3. develop LIP in consultation with stakeholders in identified communities (as identified in Output 1)

1. The Commonwealth and Queensland.
2. The Commonwealth and Queensland.
3. ROC in conjunction with the single government interface 

1. June 2009
2. October 2009
3. Local Implementation Plans commence in October 2009 and completed by  February 2010 

2. Indigenous employment opportunities:

Consolidate and coordinate place-based Indigenous workforce and training strategies for each identified community arising from other COAG agreements and incorporate it in the Local Implementation Plan 

How we will know we have achieved the purpose (Performance Benchmarks):

Local Implementation Plans

• Key stakeholders are identified and engaged and have ownership of the LIPs
• LIPs provide an effective mechanism for implementing the COAG agenda in the identified communities

Indigenous employment opportunities

• Indigenous training and workforce strategies implemented. 

What are we trying to do? (Purpose)

1. Meet reporting commitments under this National partnership, including ensuring they comply with the requirements of Schedule C to the Intergovernmental Agreement on Federal Financial Relations.
2. To ensure ongoing commitment to continuous improvement in service delivery to Indigenous people. 

Commonwealth and State/Territory Investment: $

To be finalised by 30 November 2009. 

1. Reporting:

1. report annually to COAG on the implementation of the NP Agreement
2. provide a progress report of Commonwealth activities to Queensland after six months and then every twelve months against the performance indicators for this plan, completed baseline mapping and timelines, and Local Implementation Plans
3. provide a report card first after six months and then every twelve months to the Commonwealth against the performance indicators for this plan, completed baseline mapping and timelines, and Local Implementation Plans
4. provide an annual evaluation report on the ongoing alignment with the COAG reform agenda
5. provide clear statements of expenditure in each location presented by the Commonwealth and Queensland twelve months after commencing implementation. 

1. The Commonwealth will report in consultation with Queensland
2. The Commonwealth
3. Queensland will report in consultation with the Commonwealth
4. The Commonwealth and Queensland
5. The Commonwealth and Queensland

1. Annually
2. Within one month of the end of the relevant period
3. Within two weeks of receiving the progress report
4. Annually
5. April 2010 

2. Continuous improvement in service delivery:

1. monitor the overall implementation of the Agreement, including the Bilateral Plan and Local Implementation Plans
2. design mechanisms and tools for collecting and sharing best practice and improvement strategies
3. participate in National Indigenous Clearinghouse collections of evidence to inform policy and service delivery for Indigenous Australians
4. where appropriate, consider the integration of information provided by the National Indigenous Clearinghouse in policy and service delivery in Queensland. 
    

1. The Commonwealth and Queensland 
2. The Commonwealth and Queensland 
3. The Commonwealth and Queensland
4. The Commonwealth and Queensland 

1. Ongoing
2. Ongoing
3. Ongoing
4. Ongoing 

How we will know we have achieved the purpose (Performance Benchmarks): 

• Reporting requirements are met within timeframes
• Information is shared between jurisdictions and with individual identified communities
• Recommendations of evaluation reports provide input into program and service design

What are we trying to do? (Purpose)

To manage the key risks to the effective implementation of the new approach to service delivery, which have been identified as:

1. base-line mapping information is not sufficient to adequately identify all areas for reform;
2. data collection and information management is not sufficient to monitor the causality of any change (e.g. due to other initiatives such as CYWR, or general trends);
3. Cape York Welfare Reform existing governance structures don’t easily tie in with the RSD governance structure;
4. identified communities are not adequately engaged in the process of development and review;
5. The new requirement for fully co-ordinated and integrated services is not embedded across the Governments;
6. Agreed funding commitments prove insufficient to fully implement reforms in the identified communities;
7. Identified funding commitments prove insufficient to rollout reforms further and/or community expectations are not met. 

Commonwealth and State/Territory Investment: $

(NB:  Specific investment should not be required) 
 

1. Baseline mapping: 

1. ensure Queensland input to the national baseline mapping design and data collection is appropriately incorporated 
2. form a data and reporting working group under the overarching Queensland COAG reform coordination group to ensure effective information management   
3. careful assessment of any additional information requirements identified during Local Implementation Plan development for consideration by the data and reporting working group 
4. test the quality of the information provided by departments as part of the base-line mapping process through local and regional knowledge and investigate any discrepancies and inconsistencies.

1. Commonwealth and Queensland 
2. Commonwealth and Queensland
3. ROC in conjunction with the single government interface 
4. ROC in conjunction with the single government interface 

1. June 2009 
2. June 2009 
3. October 2009 
4. October 2009 
    

4. Develop an engagement strategy which ensures:

• each identified community understands and is supportive of the intent of the RSD reform;
• all Government service providers embrace the intent of the reform and incorporate the goal of fully integrated and co-ordinated services into their planning processes.

7. Further rollout:

1. develop a realistic process for roll out to additional locations (as specified in clause 4 of the Preliminaries)
2. moderate stakeholder expectations of further rollout through clear communications strategies and consistent messages.

The Commonwealth and Queensland

The Commonwealth and Queensland

November 2009

Ongoing 

How we will know we have achieved the purpose (Performance Benchmarks): 

• Baseline data is effectively validated on the ground in identified communities
• Data and information systems effectively support reporting requirements
• Coordination and governance arrangements operate effectively with the existing CYWR arrangements
• Stakeholders understand and embrace reforms
• Recommendations of the reviews of government decision making processes implemented
• Effective implementation of the commitments in the Local Implementation Plans
• Roll out to additional locations occurs as agreed