Status of recommendations from previous reports

Recommendation 1: Recognising the role of Local Government         

1.1 By mid-2009, COAG should ensure the National Partnership Agreement on Remote Service Delivery clearly states the role of local government.

Agreed by the COAG Working Group on Indigenous Reform on 9 April 2010. The COAG meeting of 19-20 April 2010 agreed to amend the National Partnership to recognise the important role local government or other municipal services providers have in ensuring the effective delivery of the Partnership in each priority community, with the detail of these service provider commitments to be captured in a Local Implementation Plan for each priority community.

Implementation of this recommendation is complete

1.2 Local Implementation Plans developed under the National Partnership Agreement on Remote Service Delivery should be multilateral agreements between all three levels of government and communities.

Agreed by the COAG Working Group on Indigenous Reform on 9 April 2010 and noted by the COAG meeting of 19-20 April 2010.

Implementation of this recommendation is complete

1.3 Local government in each of the priority locations should, by the end of February 2010, nominate a liaison officer to streamline coordination with Regional Operations Centre and assist in the development of Local Implementation Plans.

Agreed by the COAG Working Group on Indigenous Reform on 9 April 2010 and noted by the COAG meeting of 19-20 April 2010.

Implementation of this recommendation is complete

Recommendation 2: Government presence in communities

2.1 Local Implementation Plans should reflect Australian, State and Territory Governments and agencies with community service obligations to remote locations plan to increase their footprint over time to ensure that the National Partnership Agreement on Remote Service Delivery communities have access to adequate financial transactional capacity, postal service, licensing and bill paying facilities to support the objective of increasing economic and social participation.

Agreed in principle by the COAG Working Group on Indigenous Reform on 9 April 2010 and noted by the COAG meeting of 19-20 April 2010.

2.2 State and Territory governments should commit to providing more visible and responsive policing in National Partnership Agreement on Remote Service Delivery communities including regular publicly available reporting to communities of:

• minimum local policing levels;
• the number and nature of daily community patrols; and
• average response times.

Agreed in principle by the COAG Working Group on Indigenous Reform on 9 April 2010 and noted by the COAG meeting of 19-20 April 2010.

Police services across the Remote Service Delivery jurisdictions have been significantly involved in the development of the Local Implementation Plans, and in a range of community consultations and events. However, in some locations they have not been able to provide information to communities about minimum local policing levels, or the number and nature of daily community patrols, generally due to “operational” considerations. Nevertheless, substantial efforts are being made in many communities to respond to communities’ needs and to engage with communities. This includes participation in community forums and events, support for community night patrols, the deployment of sworn community engagement officers in seven priority communities in the Northern Territory and engagement with sport and recreation activities such as “Off the Hook” in the Northern Territory. The relationship building that this involves not only assists police engagement with communities; it also gives communities information on the priority and capacity of police.

2.3 The Department of Human Services should by early 2010, examine ways to improve Centrelink transactional and case management services in National Partnership Agreement on Remote Service Delivery communities

Agreed by the COAG Working Group on Indigenous Reform on 9 April 2010 and noted by the COAG meeting of 19-20 April 2010.

Elements of this recommendation will be examined by the Department of Human Services under its Service Delivery Reform Agenda.

Recommendation 3: Implementation of Remote Service Delivery

3.1 By mid 2010, the Australian, State and Territory governments should each examine the use of more flexible funding approaches which aggregate departmental funding into a master contract with each National Partnership Agreement on Remote Service Delivery community to:

• align service delivery and provide some flexibility to modify inputs to help achieve the Closing the Gap outcomes; and
• streamline reporting and reduce red tape.

Agreed in principle by the COAG Working Group on Indigenous Reform on 9 April 2010 and noted by the COAG meeting of 19-20 April 2010.

All jurisdictions are making efforts to simplify and streamline contracts and funding agreements, however systemic barriers remain which are the subject of further recommendations in my fourth report.

3.2 In conjunction with Local Implementation Planning and by no later than mid 2010, Australian, State and Territory governments should ensure that funding arrangements under the National Partnership Agreement on Remote Service Delivery provide each community with adequate support for ongoing governance and leadership training. These arrangements should recognise the different circumstances of individual communities and provide for flexibility in prioritising funding for governance and training across the Remote Service Delivery communities.

3.3 The arrangements under Recommendation 3.2 should also include providing Regional Operations Centres and Government Business Managers with specialist support in developing tailored governance and leadership training packages for communities.

3.4 Local Implementation Plans should include agreement of all parties to community governance and leadership improvements, and the ongoing funding and support that will be required to meet these outcomes.

Agreed by the COAG Working Group on Indigenous Reform on 9 April 2010 and noted by the COAG meeting of 19-20 April 2010.

Substantial effort is being made in many of the priority communities, led by the Regional Operations Centres, in response to evident local need. However, as yet there is no overall strategic response or dedicated fund for each community. In response to a recommendation in my second report, the Department of Families, Housing, Community Services and Indigenous Affairs is developing a national governance and leadership framework. It is expected to be finalised in 2012. More immediately, each Regional Operations Centre is working to provide governance and leadership support in ways that use local opportunities and suit local conditions.

(see also recommendation 1 in the second report)

3.5 That COAG restate its commitment that priority should be given to the locations identified in the National Partnership Agreement on Remote Service Delivery when implementing all relevant COAG National Partnerships.

The COAG meeting of 19-20 April 2010 restated its commitment to closing the gap on Indigenous disadvantage and to continued active considerations of the needs of the 29 priority communities under the National Partnership on Remote Service Delivery when implementing COAG National Partnerships relevant to remote communities.

Implementation of this recommendation is complete.

3.6 Australian, State and Territory government education departments should consider creating liaison officer positions, establishing surge teams or out-posting officers to Regional Operation Centres to assist Government Business Managers to assist with Local Implementation Planning and coordinator investments to develop successful education pathways from early childhood through to post school training and employment tailored to the needs of individual communities.

Agreed in principle by the COAG Working Group on Indigenous Reform on 9 April 2010 and noted by the COAG meeting of 19-20 April 2010.

In the Northern Territory, development of the education related commitments in the Local Implementation Plans relied on the good working relationship between the Northern Territory Department of Education and Training, and the Australian Government Department of Education Employment and Workplace Relations. Responsibility for implementing the education related commitments in the plan rests  with the staff of the Northern Territory’s Department of Education and Training who work in and support the priority communities.

In New South Wales, the Regional Operations Centre has access to the Western Regional Office of the Department of Education and Communities. Local teams also engage closely with school principals.

In Queensland, the Mt Isa Regional Operations Centre has staff with extensive experience in working with government, communities, and schools to develop strategies to improve education, learning and employment outcomes. These staff provide support to Government Coordination Officers (Government Business Managers). In Cape York, the Cape York Aboriginal Australian Academy is active in Aurukun, Coen and Hope Vale. Government Coordination Officers engage at the local level and Indigenous Engagement Officers participate in Club and Culture activities, regularly facilitate interagency meetings and report on progress in education through monthly situation reports. Government Coordination Officers maintain a relationship with the Department of Education, Employment and Workplace Relations and the Queensland Department of Education and Training through participation in forums facilitated by the Cape York Welfare Reform educational stream leader.

In South Australia, the Government Business Managers maintain a close working relationship with the principals of both schools. They also have regular contact with the Aboriginal Lands District Director and the APY Lands Coordinating Principal, who provide a direct link between Remote Service Delivery and the work of the Pitjantjatjara Yankunytjatjara Education Committee. The committee is responsible for the strategic directions, development and monitoring of preschool and school education for students living in communities on the APY Lands and has a strong linkage with the Schooling Building Block Working Group.

Local school governing councils support the committee as the second tier of governance in Anangu communities. This unique governing council model is made up of one representative from each family group and is also inclusive of Anangu decision-making processes. Each family is involved in choosing their representative. Representatives from Anangu teachers, education workers and coordinators are also on the governing council as the local cultural experts.

In Western Australia, schooling commitments in the Local Implementation Plans were advised by a cross-sector working group involving the Kimberley-based senior executives of the Western Australian Department of Education, the Catholic Education Office and the Aboriginal Independent Community Schools Support Unit. Local Operations Centres engage directly with school principals and school boards and reference groups. They are also regularly briefed by the Kimberley Success Zone project coordinator for the Kimberley Success Zone Project. This is a cross-sector initiative to increase school attendance, engagement and outcomes for all Indigenous children in all of the 42 schools in the Kimberley Region. In addition, a Schooling Building Block Working Group provides a forum for the Regional Operations Centre to gain advice from the Department of Education and Children’s Services and the Department of Education, Employment and Workplace Relations about education-related commitments in the Local Implementation Plans.

Recommendation 4: Construction of Infrastructure

4.1 That the Australian Government Departments of Infrastructure, Transport, Regional Development and Local Government; and Families, Housing, Community Services and Indigenous Affairs, in consultation with relevant State and Territory departments, investigate the feasibility of a single whole of government contracting entity to plan and manage construction of community facilities in remote locations, with a scoping paper to be presented for consideration by COAG in the second half of 2010.

Agreed in part by the COAG Working Group on Indigenous Reform on 9 April 2010. WGIR considered that there is a range of potential options for improving planning and management of construction in communities that were worth considering and agreed to prepare a report for the consideration of COAG on the options. This was noted by the COAG meeting of 19-20 April 2010.

The progress report of the inter-jurisdictional working group on options for more effective planning and management of construction and infrastructure investments in Remote Service Delivery communities was prepared by September 2010 and provided to COAG for consideration

In the Northern Territory, infrastructure programs that arise from the Local Implementation Plans and related programs are coordinated through five Infrastructure Working Groups that have been established on a regional basis. Packaging of multiple projects under a single contractor is explored where practical.

In Queensland, the Remote Indigenous Land and Infrastructure Program Office was established to address land and infrastructure planning issues in 16 Indigenous local government areas which was profiled in my third report. The Program Office works with councils to facilitate land tenure resolution and improved land administration systems in discrete Indigenous communities. It also provides support with coordination and resolution of complex land tenure issues, develops land use planning schemes and facilitates essential infrastructure provision and upgrade. In addition to the work of the Program Office, a range of activities undertaken through the Regional Operations Centres aim to link local people with employment opportunities related to construction of infrastructure.

South Australia has recently realigned its service delivery of infrastructure to rural and remote communities, moving provision from the Aboriginal Affairs portfolio to the mainstream agencies responsible for providing energy and water services across the State. Significant work has been undertaken to identify key priority projects in water, energy and road projects. A cross-government committee is to be formed to plan for and drive the delivery of key infrastructure in remote communities. A key focus in the coming year will be to educate communities in the sustainable use of energy and water to better manage demand.

The Western Australian government is reviewing current procurement practices to maximise Indigenous employment outcomes. It is also trialling a number of procurement options that will impact on priority communities. These procurement practices aim to maximize Indigenous employment outcomes and are to be trialled through the construction contracts of the early-start National Partnerships for the East Kimberley Development Package and Remote Indigenous Housing. These projects will be evaluated for critical success factors and will inform the development of guidelines to provide direction across government. Strategies being examined include the best way contracts can be both bundled, and divided to provide maximum opportunities for Indigenous employment and for involvement and development of Indigenous enterprises. Western Australia has utilised the Industry Training Unit Program, Western Australia Department of Treasury and Finance, to ensure continuing employment opportunities for apprentices/trainees beyond the expected two-year build period of the east Kimberley Development Package National Partnership.

(see also recommendation 4 in the second report)

Recommendation 5: The APY Lands

5.1 That the South Australian Government leads immediate action to develop an effective platform, including certainty of access to government-funded service providers to ensure the delivery of services to Anangu.

Agreed by the COAG Working Group on Indigenous Reform on 9 April 2010 and noted by the COAG meeting of 19-20 April 2010.

Access to the APY Lands for Australian Public Service employees and contractors has been facilitated with the passage of by-laws that were developed in conjunction with the APY Executive Board. The by-laws came into effect on 2 September 2010.

Implementation of this recommendation is complete.

Recommendation 6: Land tenure in Western Australia

6.1 That the Western Australian Government recommits to the resolution of tenure issues as a priority and provides a timeframe for action to ensure new housing is delivered to communities in greatest need.

Agreed by the COAG Working Group on Indigenous Reform on 9 April 2010 and noted by the COAG meeting of 19-20 April 2010.

The Aboriginal Housing Legislation Amendment Act 2009 came into operation on 1 July 2010.

The legislation provides amendments mostly to the Housing Act to enable the Housing Authority to manage housing on Aboriginal Lands Trust and Aboriginal Affairs Planning Authority (Aboriginal land), as well as on others in which an Aboriginal corporation holds an interest, while ensuring minimal effects on native title rights or ownership.

The key feature of the legislation is the operations of Housing Management Agreements:

• on unleased Aboriginal land, the Housing Authority will enter into a Housing Management Agreement with the Aboriginal Lands Trust or the Aboriginal Affairs Planning Authority;
• on leased Aboriginal land or land held by an Aboriginal corporation, the Housing Authority will enter into an Housing Management Agreement with the Aboriginal Corporation;
• the Housing Management Agreements give the Housing Authority (on behalf of the Aboriginal entity) the control and management of the letting and leasing of the housing on nominated lots on the community layout plan; and
• Housing Management Agreements are voluntary and negotiated on a case by case basis.

The legislation also amends the Aboriginal Affairs Planning Authority Act 1972 through the insertion of a new section which confirms that the Aboriginal Lands Trust and Aboriginal Affairs Planning Authority have always had the power to lease land proclaimed as reserves. This has removed any perceived ambiguity in interpreting the Act.

Amendments to the Native Title Act 1993 commenced in December 2010 and provide procedural rights for native title parties before public housing and certain public facilities can be constructed.

Implementation of this recommendation is complete.

Recommendation 7: Education in Queensland

7.1 That the Queensland and Commonwealth Governments commit to urgently examine the Cape York Institute's Academy proposal and what elements of the proposal might be adopted immediately to build on existing efforts to lift educational outcomes in Queensland priority locations.

Completed prior to consideration by WGIR and COAG.

On 24 December 2009 the Queensland Government and Cape York Partnerships signed an agreement to implement the Cape York Aboriginal Australian Academy in the communities of Coen and Aurukun.

A Memorandum of Understanding outlining key roles/responsibilities and deliverables (‘class, club and culture') has been signed between Cape York Partnerships and Queensland Department of Education and Training. The class component commenced as teachers are being trained in the specific teaching approach. A project implementation plan has been designed and practical implementation underway in Aurukun and Coen communities. Under the Memorandum of Understanding between Cape York Partnerships and the Queensland Government in 2010, up to $7.72 million over three years has been provided for the Academy under the Low Socio-Economic Schools National Partnership Agreement. Funding for the National Partnership Agreement has been provided by the Australian Government to state and territory governments.

Implementation of this recommendation is complete.

Recommendation 8: Governance in the Northern Territory and New South Wales

8.1 That the Northern Territory and New South Wales Governments ensure that in implementing recommendations 3.2 – 3.4, care is taken to align these activities with jurisdictional activity:

• In the Northern Territory, this should include the government working with local shires to accelerate the roll out of Local Area Boards in the priority communities and ensuring they are properly resourced, informed and effective in advising on decisions associated with local government matters in these communities; and
• In New South Wales, that assistance is consistent with its own Partnership Community Governance Framework and the Regional Partnership Agreement for the Murdi Paaki region.

Agreed by the COAG Working Group on Indigenous Reform on 9 April 2010 and noted by the COAG meeting of 19-20 April 2010.

Northern Territory: Currently 13 of the 15 priority communities have Local Boards. The three levels of government in the NT will continue working together to support capacity building, not only of Local Board members but of elected councillors under the recently reformed local government framework. The parties are working together to address these issues including an evaluation of gaps in local governance and conducting a skills audit of elected and Local Board members to identify the need for governance training and support.

The Northern Territory notes however, that many service delivery issues are not directly related to shires (eg Police, Health; Education) and many communities have a diverse range of governance entities (eg Community Safety Committees; Health Boards; School Councils) and therefore Local Boards are not the only consultative interface in many remote towns. To this end, the Northern Territory Government is working with a range of stakeholders to improve coordination of all governance and leadership programs in each Territory Growth Town and in so doing build the overall level of ‘community governance' capacity.

NSW: New South Wales supports the alignment of the Two Ways Together Partnership Community Governance Framework and the Regional Partnership Agreement for the Murdi Paaki region with the implementation of recommendations 3.2 – 3.4 concerning governance and leadership training.

The Regional Partnership Agreement for the Murdi Paaki Region supports Aboriginal Community Working Parties established in NSW since the late 1980s in each of the Regional Partnership Agreement communities including Wilcannia and Walgett. The parties have agreed that the existing Aboriginal Community Working Parties will be used as the key interface or conduit to each community for the purpose of progressing the National Partnership. The Murdi Paaki Regional Assembly has been briefed about the National Partnership and is supportive of this approach. The Department of Families, Housing, Community Services and Indigenous Affairs in NSW, the Murdi Paaki Regional Assembly Chair and NSW Aboriginal Affairs have agreed to negotiate a new schedule to the Regional Partnership Agreement that provides for the implementation of the Remote Service Delivery approach in the Murdi Paaki region.

Recommendation 1: Governance capacity building

1.1 It is recommended that the Department of Families, Housing, Community Services and Indigenous Affairs, in consultation with the States and the Northern Territory, develop a specific governance, leadership and related capacity building framework, which includes the ability to tailor responses for the specific circumstances of communities in developing their governance capacity; and provides for training staff working with priority communities on the drivers and importance of good community governance.

Agreed by the Working Group on Indigenous Reform on 13 December 2010.

The Department of Families, Housing, Community Services and Indigenous Affairs is developing a national governance and leadership framework. It is expected to be finalised in 2012. More immediately, each Regional Operations Centre is working to provide governance and leadership support in ways that use local opportunities and suit local conditions.

(see also Recommendation 3.2 in the first report)

1.2 Measures agreed to should be captured in Local Implementation Plans with agreed outcomes. Existing governance programs and funding should be identified under the framework referred to in 1.1 to allow for integrated support for governance and leadership in the priority communities.

Agreed by the Working Group on Indigenous Reform on 17 November 2010.

Progressive implementation of governance, leadership and capacity building initiatives were undertaken through the Local Implementation Planning process. Progress in each jurisdiction will be monitored through the Boards of Management.

Recommendation 2: Building the capacity of Government officers

It is recommended that the Australian, State and Territory governments consider developing targeted education and training programs with national training providers for government officers engaged in the Remote Service Delivery partnership, to ensure officers have the appropriate skills and cultural competency to work in priority communities. The key competencies to be covered by these training programs could be included in the Governance, Leadership and Capacity Building Framework outlined in Recommendation 1.

Agreed in Principle by the Working Group on Indigenous Reform on 13 December 2010.

This issue is further addressed in my fourth report.

Recommendation 3: Baseline Mapping

It is recommended that the Department of Families, Housing, Community Services and Indigenous Affairs present summaries of the current baseline mapping reports to Community Reference Groups to directly inform the preparation and future refinement of Local Implementation Plans.

These presentations should be prepared to assist communities to understand the outcomes of the baseline mapping and to raise any concerns with the validity of data collected.

Agreed by the Working Group on Indigenous Reform on 13 December 2010.

All Regional Operations Centres have received baseline mapping reports. Reports or their summaries have been released in all communities, and all Regional Operations Centres are using baseline mapping reports to inform their work, particularly the further development of Local Implementation Plans.   

Recommendation 4: Infrastructure

Noting the work underway within the Australian Government to assess infrastructure needs within priority communities, it is recommended that future Local Implementation Plans should identify local infrastructure priorities to inform the development of a cross-government infrastructure investment plan.

Agreed in principle, where the community and relevant providers agree the need, by the Working Group on Indigenous Reform on 13 December 2010.

Taking account of existing centralised infrastructure planning structures in each jurisdiction, infrastructure registers or plans of forward works will be attached to Local Implementation Plans where agreed by the parties.

Whole-of-community infrastructure plans are in place or will be developed in the Northern Territory, Queensland, South Australia and Western Australia. Sustainable planning processes are in place or being developed in New South Wales, Northern Territory, Queensland and South Australia.

(see also recommendation 4.1 in the first report)

Recommendation 5: More effective youth initiatives

It is recommended that the Australian, State and Territory governments identify funding currently committed for youth programs in priority communities and opportunities to improve coordination of these programs. This work should inform the development of Youth Action Plans to be included in future Local Implementation Plans.

Agreed in principle, where the community also agrees the need, by the Working Group on Indigenous Reform on 13 December 2010.

Youth programs have been included in all Local Implementation Plans, and in every community work is underway to improve the availability of youth services and programs. The development of youth action plans is underway or to be progressed in a number of communities. In the Gulf communities they will be done as a component of Community Safety Action Plans and in Amata the plan is close to finalisation. However, to date no jurisdiction has identified funding currently committed for youth programs in priority communities.

All Regional Operations Centres have commented on the current lack of coordination in youth programs, and all are working to achieve better coordination of youth programs in particular communities, and where appropriate on a regional or jurisdictional basis. I note that in Western Australia, the State Operations Committee has established an Executive Working Group on Youth to drive better resourcing, engagement of agencies and coordination of services for youth in the Western Australian priority communities.

Recommendation 6: Early Childhood Services

6.1 It is recommended that Regional Operations Centres support the development of Client-Centred Service Provider Charters in each priority community to:

i) ensure the effective coordination of services for children with a particular focus on consistent and proactive referral pathways for children and families at risk; and

ii) develop an early childhood workforce development strategy with local service providers.

Agreed in principle by the Working Group on Indigenous Reform on 13 December 2010.

In most jurisdictions, action is being taken to ensure better coordination of family and early childhood services.

In New South Wales, Early Childhood Reference Groups have been established in communities to progress actions relating to the birth to eight years age group.

In the Northern Territory, an Integrated Family Service Working Group has been established which includes Australian Government, Northern Territory Government and non-government service provider representatives across the health, community service, education and child services sectors. The group has developed an integrated child and family service framework and is now working to establish integrated family services across the Remote Service Delivery communities.

In Queensland, the Mt Isa Regional Operations Centre has been working closely with government, non-government and community stakeholders to look at how a range of services with a similar target group of young children and their families work together to ensure that they are not being duplicated and that they are coordinating and collaborating to deliver a quality continuum of services. This hasbeen supported by efforts to undertake a joint single purchasing arrangement to provide an integrated service. Unfortunately, the initial procurement failed to find a suitable provider– a too-common issue confronted in servicing remote locations. The Mt Isa Regional Operations Centre and the Queensland and Australian government agencies involved are to be commended for their ongoing efforts. In the meantime, work is ongoing in Mornington Island and Doomadgee to achieve improved linkages between existing services and stakeholders.

In South Australia, the Department of Education and Children’s Services is working with South Australia’s Women’s and Children’s Health Network and Nganampa Health Council regarding the delivery of early childhood health and parenting services at the new Amata Early Childhood Centre.

The program will include social and emotional development, physical development, early language and nutrition assistance. The implementation of the program will need to take into account workforce development, recruitment and housing issues.

The Amata Early Childhood Centre is scheduled for completion in mid-October 2011. The service model aims to support optimal health, learning and wellbeing of children from birth to five years of age. The age groups birth to three years and three to five years have complementary emphases on early childhood development and early childhood education. Services and programs may be delivered by government and non-government agencies. The final service model will grow over time and reflect community needs and available funding streams.

The Early Childhood Building Block Working Group is considering adopting the Guiding principles of our work with young children developed by the Department of Education and Children’s Services as the client-centred service provider charter for each priority community.  

In Western Australia, work is progressing in each location on better service coordination. Each location has a different mechanism to respond to early childhood service issues, including the Women’s Group in Beagle Bay, the early years network on Dampier Peninsula and the Children and Family Centres in Fitzroy Crossing and Halls Creek. At the jurisdictional level the Regional Operations Centre is working with the State Indigenous Early Childhood Development National Partnership Committee to advise on early childhood initiatives in the Local Implementation Plan.

6.2 All governments ensure the delivery of ongoing and refresher training to all community workers on their legal responsibilities to identify and respond to suspected child abuse and neglect.

Agreed by the Working Group on Indigenous Reform on 13 December 2010.

Implementation will be ongoing noting that some jurisdiction and non-government service provider organisations already have relevant training in place.

Substantial ongoing efforts are being made in New South Wales to ensure that government and non-government service providers understand recent changes to the child protection systems and their responsibilities. In the Northern Territory, programs are currently being put in place to make information about roles and responsibilities, and child protective and risk factors, more available to workers and community. Place-based training on responsibilities to identify and respond to suspected child abuse and neglect has been provided in Mornington Island and Doomadgee, and in Amata and Mimili. In Cape York communities, regular service provider network meetings ensure that all staff working in the priority communities are well aware of their responsibilities around child safety.

Recommendation 7 : Education

7.1 Boards of Management establish an education subcommittee comprising representatives of education providers, particularly Indigenous education providers; and Australian and State/Territory Government to lead policy and program development and implementation across priority communities and to support local initiatives such as school boards.

Agreed in principle by the Working Group on Indigenous Reform on 13 December 2010.

In the Northern Territory and New South Wales, a subcommittee or reference group advises the Board of Management on education-related issues. In South Australia, the Pitjantjatjara Yankunytjatjara Education Committee is the responsible body (as described earlier in this section). In Western Australia, the subcommittee is being convened. There are no subcommittees or reference groups under the Queensland Board of Management umbrella.

7.2 Teacher training be provided to local Indigenous assistant teachers to support them to attain teaching qualifications.

Agreed in principle by the Working Group on Indigenous Reform on 13 December 2010.

Measures to support professional development are available in all jurisdictions. 

Recommendation 8: COAG National Partnership Agreements Review

It is recommended that future planned reviews (including those by the COAG Reform Council) of existing COAG National Partnership Agreements assess how Remote Service Delivery communities have been specifically targeted for investment. Where reward funding is paid under existing National Partnerships which Include Indigenous-specific performance measures, consideration should be given to a proportion of future reward payments being paid against attainment of the specified Indigenous outcomes.

Negotiation of reward payments under future National Partnerships should, where relevant, identify that a proportion of those payments would be made against the attainment of specified Indigenous outcomes within the broader agreement.

Noted by the Working Group on Indigenous Reform on 13 December 2010.

WGIR referred this recommendation for consideration by the Heads of Treasuries Committee under COAG.  It is the view of  the Heads of Treasures Committee that it would only be appropriate for the COAG Reform Council to assess investment in remote service delivery communities where such targeting is already incorporated into the performance benchmarks of National partnership Agreements.

In relation to new National Partnership Agreements, the view of the Heads of Treasuries Committee that it would be appropriate for portfolio ministers to determine where it is relevant for a proportion of reward payments to be tied to the achievement of Indigenous specific outcomes because portfolio ministers retain policy responsibility for National Partnership Agreements.

Recommendation 9: Reducing administrative burden and concentrating investment in communities

It is recommended that Australian, State and Territory agencies minimise the requirement that priority communities must negotiate agreed priorities for inclusion in Local Implementation Plans and then separately pursue funding for these priorities through other processes.

This should be enabled through:

i) Wherever possible, governments should work with communities to understand their priorities and assist them in seeking funding through relevant programs. The inclusion of agreed priority in a Local Implementation Plan should entail confirming that funding is available; and

Agreed in principle by the Working Group on Indigenous Reform on 13 December 2010.

In New South Wales, commitments are funded from existing agency resources.

In the Northern Territory, all lead agencies responsible for action in the Plans provided surety that the commitments were attainable; however, some commitments have been deferred due to funding allocation problems.

In Queensland, the Mornington Island and Doomadgee Local Implementation Plans only contain only commitments that have funding available.

In Western Australia commitments are categorised in the Plan according to what had been agreed and had commenced. In many cases actions were agreed in principle or were identified as being aspirational but requiring further consideration by government.

ii) Any review of program or funding guidelines relevant to priority communities should identify how priority communities could be prioritised within the program funding model.

In the Northern Territory, government agencies have prioritised and realigned programs to focus efforts in Territory Growth Towns, which include priority communities.

In Queensland, the Cape York Welfare Reform locations and Gulf priority communities have been given priority through a range of Australian Government and Queensland Government programs areas.

In South Australia funding priority has been given to Amata and Mimili by agencies that participate on the Board of Management.

In Western Australia, priority communities have been given priority by the Department of Health and Ageing, the Department of Families Housing Community Services and Indigenous Affairs, and by the Western Australia Department of Housing.

Recommendation 10: Regional Operations Centres

It is recommended that:

• A national Regional Operations Centre leadership and support group be established; and
• Agencies commit to assisting Regional Operations Centre efforts to coordinate government activities within communities by providing staff and resources to support the implementation of Local Implementation Plans and ensure that they are notified of any planned visits (including Ministerial visits) to the communities.

Action 1: Agreed by the Working Group on Indigenous Reform on 13 December 2010.

The Department of Families, Housing, Community Services and Indigenous Affairs will, in close consultation with Regional Operations Centres, provides national Regional Operations Centre leadership and support capacity.

Action 2: Agreed in principle by the Working Group on Indigenous Reform on 13 December 2010, noting that mechanism for the appropriate notification of visiting government workers are in place in most jurisdictions.

All Regional Operations Centres have a visitor notification system in place; however, its use is often discretionary. They are most effective in the Northern Territory, and in the Queensland Gulf communities. In South Australia, a Visiting Officer Notification tool based on the Northern Territory model will be introduced in October 2011.