Status of Community Issues raised in the third report

Community infrastructure and housing, school attendance and the need for an integrated approach to address youth issues

The Regional Operations Centre is developing a Project Management Framework which will integrate and coordinate services.

There needs to be a stronger commitment to Governance and Leadership in the Local Implementation Plans for Walgett and Wilcannia. While all Local Implementation Plans contain leadership and governance related commitments, they fall short of the ongoing support I have proposed and this will be an ongoing focus for my Office.

The Community Working parties in Walgett and Wilcannia have the support of a project officer and receive funds for monthly meetings and secretariat support.  The State Management Committee is also considering options to improve governance in conjunction with the Murdi Paaki Regional Engagement Group.

There needs to be better coordination and integration of existing services, improvements in the information flows between service providers and government and better definition of actions with defining timeframes in the Local Implementation Plans.

The Regional Operations Centre is developing a Project Management Framework which will facilitate an integrated, cooperative and collaborative approach to addressing Local Implementation Plans actions.

This is an ongoing process and will help the Regional Operations Centre in continuing to develop coordination and build stronger relationships that deliver improved coordination and better services.

A sustainable business plan needs to be developed for the Wings Drop in Centre.

The Local Implementation Plan for Wilcannia commits to the development of a sustainable business plan for the Wings Drop in Centre to ensure its long term viability.  The Wings Drop in Centre is operated by Maari Ma Health Aboriginal Corporation.  In practical terms, the development of the business plan is already included in Maari Ma’s overall business and strategic plans.

The establishment of a small business enterprise for home maintenance is required.

A home maintenance small business enterprise is yet to be established.

The inclusion of more definite timeframes and further development of the Local Implementation Plan is required.

The Project Management Framework incorporates Local Implementation Plan activities, outputs and priorities and will be the basis for further development of the Local Implementation Plan.

Implementation of the Groote Eylandt Youth Strategy

The Youth Strategy, developed by the Youth Steering Committee, was endorsed at the Groote Eylandt and Bickerton Island Regional Partnership Agreement Committee meeting held on 8 March 2011. Youth forums and camps are currently being undertaken to validate the youth strategies and to develop an implementation plan.

Vocational training and development of employment opportunities (relevant to all Northern Territory communities)

The Northern Territory Department of Education and Training are delivering the Indigenous Responses Program which delivers training linked to employment pathways.

Formation of community safety parties (relevant to all NT communities).

Convert current Themis station to a safe house.

A community safety committee has not been established in Gapuwiyak.

The current police station is to be gifted after the completion of the new police station. The project has been held up due to land tenure issues. Construction of the new police station is expected to commence shortly.

Include the construction of the Trades Training Centre in the Local Implementation Plan.

Funding is approved and the project is at the design stage. The Northern Territory Department of Construction and Infrastructure have been engaged as the project managers.

Implementation of a transparent process for managing changes and updates to the Local Implementation Plans that includes consultation with communities and the Local Reference Group  (relevant to all Northern Territory communities)

The Regional Operations Centre has established and now coordinates a process to manage revisions to the Local Implementation Plans. The process mandates community, Local Reference Group and key stakeholder consultation wherever necessary. Where required the Northern Territory Board of Management will be consulted in order to resolve cross-agency issues.

Funding for a coordinator position at the Maningrida Child Safety Service

Investment in office accommodation and facilities for commercial and government services  (relevant to all NT communities)

Bawinanga Aboriginal Corporation are funded by the Northern Territory Department of Children and Families to run the Maningrida child safety service. The Department of Children and Families advise that there is sufficient funding to provide appropriate coordination for the workers in the grant.

There is a project officer dedicated to further developing the government business centre model. The project officer has met with several Indigenous organisations (including Traditional Owners) to scope future opportunities. A submission is currently being prepared for the Northern Territory Government in regard to future permanent presence in the Northern Territory Growth Towns.

Continuation of the Checking Road project at Milingimbi and Ngukurr

The first phase of this project has been completed. The Regional Operations Centre is investigating funding options with the Department of Families, Housing, Community Services and Indigenous Affairs to continue these projects into the next phase.

Increase in new Strategic Indigenous Housing Investment Program (SIHIP) houses at Ngukurr

This issue was resolved with Local Reference Group prior to signing the Local Implementation Plan. There will be no increase in new house numbers at this point but the number of houses in Ngukurr will be reviewed in the future.

Early progress on the actions under the economic participation building block in the Ntaria Local Implementation Plan. 

The term Education continuum was used prior to the Northern Territory Department Education and Training settling on the policy name Strong Start Bright Futures. There was no trial in Ntaria, but lots of interest in particular to develop Vocational Education and Training (VET) facilities and the Trade Training Centre.

The Department of Education and Training have indicated that Strong Start Bright Futures will roll out in second semester 2011. Work on construction of the VET Facility has begun. Completion of the Trade Training Centre Application can not be completed until the new guidelines have been released by the Australian Government Department of Education, Employment and Workplace Relations.

Use of the flexible funding pool to fund community priorities and streamlining of agency funding arrangements in each Remote Service Delivery community  (relevant to all Northern Territory communities )

The grader purchase for Numbulwar demonstrates how the Indigenous Remote Service Delivery - Special Account is able to quickly achieve local solutions. The Special Account provides a flexible funding pool for the progression of priority actions in the Local Implementation Plans that may not fall within conventional government portfolio and program boundaries or where agencies have limited prospect of securing funds to advance infrastructure or programs.  The funding criteria require that proponents explore other possible funding sources from governments or the non-government sector prior to an application being made. The NT Tripartite Group, which governs the fund, may refer proposals to other agencies for funding where projects are considered core to their policy and program responsibilities.

The streamlining of agency funding arrangements is addressed in table on the status of implementation of previous recommendations.

Development of a staff housing strategy (relevant to all Northern Territory communities)

Options for meeting the current staff accommodation needs in priority communities are being considered by individual agencies on a case by case basis where possible and through the Infrastructure subcommittee of the Board of Management.

In addition, both the Australian Government and the Northern Territory Government have undertaken initial surveys of potential staff accommodation needs in priority communities. The Northern Territory Government has undertaken a detailed analysis of serviced land available and have been looking at establishing sub-divisions across most priority communities with secure tenure. Opportunities are being explored for private sector involvement specifically with Indigenous owned organisations.

The challenges associated with the addressing staff accommodation include: a tightened fiscal environment; procurement processes; long term, yet flexible tenure conditions; an approximate timeframe of no less than two years to establish new housing; and influencing the different industrial relations conditions associated with staff housing and remote employment.

The Australian Government is in the process of developing a broader remote property framework that considers both the current impediments to the provision of accommodation in remote regions (including staff housing) and options to increase the availability and management of property to better meet service needs in the future. Longer term options for more sustainable accommodation arrangements to support both service delivery and Indigenous economic opportunities in RSD communities are being considered in the context of the framework development, including opportunities to develop and implement shared approaches with the Northern Territory Government.

Roll out of Early Childhood Coordinator position

In all 15 priority communities, the Northern Territory Department of Education and Training have committed to engaging Child and Family Leaders (previously Early Childhood Coordinator), this is a phased project with Wadeye currently programmed for 2012-13. 

Implementation of the Alcohol Management Plan

The draft Alcohol Management Plan has been developed and endorsed by the community. It is currently being considered by the Sub Group of the Alcohol Measures Working Group (made up of senior Australian and Northern Territory government officials to advise Ministers on alcohol policy).

School enrolment and attendance and the roll out of the Clontarf Football Academy in Yirrkala

At the Clontarf Football Academy at Yirrkala, 10 senior Yirrkala Academy boys are currently completing their stage 1 Integrated Learning Course.

Operational funding for the pool in Yuendumu (and clear management and responsibility for the long term operation and maintenance of new assets in other communities).

The Northern Territory Department of Natural Resources, Environment, the Arts and Sport (NRETAS) is the lead agency in the Local Implementation Plan to assist the Mt Theo Centre to identify funding for ongoing management of the pool. NRETAS have confirmed that they will provide Mt Theo Centre with same funding as last year ($49K) to contribute to management of the pool. They require approx another $150K to keep the pool open for the season.

The Queensland Government is working to consolidate youth initiatives. However, overall there is limited evidence of integrated approaches as outlined above in Local Implementation Plans and more work is required to ensure a coordinated and holistic response to this priority issue.

The Cairns Regional Operations Centre is leading discussions with communities and the Queensland Government about integrating Youth initiatives into the broader community safety plans currently being developed in consultation with Queensland Government. It is anticipated that future iterations of the Local Implementation Plans will identify these youth initiatives within the communities.

Local Implementation Plans for the Cape York Welfare Reform communities, including Aurukun, have been prepared but have not yet been endorsed by all stakeholders. The Cairns Regional Operations Centre is working with all parties to achieve Local Implementation Plan sign off. In the interim, some actions from the Local Implementation Plan are being implemented.

The Aurukun Local Implementation Plan has been completed after a rigorous consultation and negotiation process. It has not been formally signed. The decision about signing of the Local Implementation Plan is still being negotiated with Cape York Institute and a decision is expected by the end of September. The Cairns Regional Operations Centre and Government Coordination Officers are currently focusing efforts on the implementation, monitoring and reporting on all actions and commitments in the unsigned Local Implementation Plan.

The Club and Culture program offered by Cape York Aboriginal Australian Academy will be trialled in the community. I will be monitoring progress and share the lessons with other jurisdictions.

The Club and Culture program is established and although it is in the early stages it is already achieving positive outcomes.
Implementation of Club and Culture domains are currently being consolidated. The Indigenous Engagement Officer has been actively involved in the Club and Culture Program.

The Local Implementation Plan for Coen remains unsigned.

The Coen Local Implementation Plan has been completed after a rigorous consultation and negotiation process. It has not been formally signed. The decision about signing of the Local Implementation Plan is still being negotiated with Cape York Institute and a decision is expected by the end of September. The Cairns Regional Operations Centre and Government Coordination Officers are currently focusing efforts on the implementation, monitoring and reporting on all actions and commitments in the unsigned Local Implementation Plan.

The establishment of the Leadership Group for Coen, which was raised during the Coordinator General‘s first visit to the community in 2009, remains a priority. I will continue to monitor this as a priority for the community of Coen.

The Coen Leadership Group is yet to be established. The community has held consultations and are in the early stages of re-establishing the Leadership Group. The Leadership Group will have an engagement role and will not manage any assets from the previous Corporation.

The Club and Culture program offered by the newly established Cape York Aboriginal Australian Academy will be trialled in the community. I will monitor progress and share the lessons with other jurisdictions.

The Academy commenced limited Club and Culture activities in Coen in Terms 3 and 4 in 2010 with a focus on sport (Club) and art workshops and exhibitions (Culture).

In 2011, a greater emphasis is placed on community involvement and ownership.  Activities have included the delivery of athletics coaching three afternoons each week which culminated in a school athletics carnival in late June. Cultural activities involve community members at the school working with students in the design and production of art works, artefacts and items of traditional everyday use.

Plans for the Cape York Welfare Reform communities, including Hope Vale, have been prepared but have not yet been endorsed by all stakeholders. The Cairns Regional Operations Centre is working with all parties to achieve Local Implementation Plan sign off. In the interim, some actions from the Local Implementation Plan are being implemented.

The Hope Vale draft Local Implementation Plan is still being negotiated and requires further consultation with key stakeholders and community. It is anticipated that it will be ready for final community consultations and agency negotiations by the end of 2011. The Regional Operation Centre is working with stakeholders to progress the actions and commitments already consulted and agreed to in the draft Hope Vale Local Implementation Plan.

Implementation of the Animal Management Plan is needed and the need for new transport solutions for aged care, the kindergarten and non essential medical transport.  

An Animal Management Plan has been implemented in the community and there are now visibly fewer animals around the community. Over the last 6 months 100 dogs have been euthanized, 40 de-sexed and 30 horses have been removed.

The pound is facilitating vet visits and will be officially opened in the second half of 2011.

New transport solutions are being investigated.

The new facility to house both aged and disability services needs to be operational as soon as possible due to the poor state of the current accommodation.

The Queensland Government is working with Home and Community Care and Hope Vale Aboriginal Shire Council to scope the required renovation and extension works on an existing building within the Health/Aged Care complex. It is anticipated that works will commence in 2012.

Plans for the Cape York Welfare Reform communities, including Mossman Gorge, have been prepared but have not yet been endorsed by all stakeholders. The Cairns Regional Operations Centre is working with all parties to achieve Local Implementation Plan sign off. In the interim, some actions from the Local Implementation Plan are being implemented.

The Mossman Gorge Local Implementation Plan has been completed after a rigorous consultation and negotiation process. It has not been formally signed. The decision about signing of the Local Implementation Plan is still being negotiated with Cape York Institute and a decision is expected by the end of September. The Cairns Regional Operations Centre and Government Coordination Officers are currently focusing efforts on the implementation, monitoring and reporting on all actions and commitments in the unsigned Local Implementation Plan.

There has been a delay in securing program funding for Goobidi Bamaga Playgroup and Enrichment Program. An evaluation of the playgroup and enrichment program is expected to be completed in April 2011. This evaluation needs to be considered as soon as possible.

An evaluation of the Goobidi Bamaga Playgroup and Enrichment Program was completed in April 2011. Serious concerns regarding the financial status and ongoing financial viability were identified during the evaluation.

The Regional Operation Centre is investigating alternatives for the delivery of the playgroup program in the event that it can no longer be delivered by Goobidi Bamaga.

While Bamanga Bubu Ngadimunku Inc, which provides governance and leadership to the community, has recently secured some operational funding through the Cairns Indigenous Coordination Centre, there is at present no commitment making this funding recurrent. A long term funding source needs to be secured.

Plans are underway to secure long term funding, increase revenue and decrease financial liabilities to Bamanga Bubu Ngadimunku (BBN) which involve transition to a preferred housing and land management arrangement. Removing housing management liability and creating a positive cash flow through lease payments for next 40 years, BBN will create consistency in home ownership and social housing opportunities across the community and enhance the financial viability of BBN.

Transition planning to move BBN’s art and guided walks businesses into the Mossman Gorge Gateway Centre is underway. A BBN economic development officer has been appointed until December 2011 and is developing a business plan and negotiating contracts for the transition of BBN business into the Gateway Centre.

I will be closely monitoring plans to increase school attendance in Doomadgee.

According to the latest NAPLAN results, school attendance in Doomagee is 68%. The school is to be commended for significant improvements in student attainment.  This year Doomadgee State School improved in 13 out of 15 NAPLAN categories in Years 3, 5 and 7.   

Construction of the Child and Family Centre is due to start in the second half of 2011. I will be monitoring   progress to ensure this is completed in a timely manner.

A service provider has been appointed for the Child and Family Centre. A Collaboration workshop with the service provider and relevant stakeholders has identified collaboration and integration efforts required before services commence in 2012.

An Innovative Learning Centre, with a focus on re-engaging disengaged young people in education and training is being constructed.

I would like to see its services expanded to focus on re-engaging school-aged parents.

The development of the Innovative Learning Centre in Mornington Island has been delayed due to the building tender coming in over the cost. The Regional Operations Centre has provided additional funding  from the Indigenous Remote Service Delivery Special Account and the Queensland Government have agreed to provide additional funds to supplement funds provided by Attorney General’s Department to ensure that construction can be completed by the wet season this year.

My priorities include the Anangu Pitjantjatjara Yankunytjatjara (APY) Executive’s Functional Review, management of infrastructure, family well being centres, staff and service provider housing and youth in the APY Lands.

APY Executive’s Functional Review and Governance
In 2010, the Anangu Pitjantjatjara Yankunytjatjara (APY) Executive initiated a review and alignment process for the operations and functions of the APY. Two reports from consultants are being considered by the State Government; one on governance and the other on service delivery.

As part of discussions with State and Australian governments, the APY Executive has proposed a new governance model which incorporates a re-invigoration of existing community councils and the establishment of a stronger regional authority base. The strategy proposes increased capacity building within communities through the coordination and delivery of services under the umbrella of the APY Executive.

To further improve governance, the APY Executive has prepared a draft overview towards the development of a Regional Partnership Agreement. The focus of the Regional Partnership Agreement is on delivering services in a more co-ordinated way. The approach will be discussed by APY communities and engagement will be held with the Commonwealth and State governments prior to an agreement being developed.

Formation of APY Lands Steering Committee
The South Australian Remote Service Delivery Board of Management has recently endorsed an expanded governance model for high level oversight of government services across all of the APY Lands. A new committee, the South Australian APY Lands Steering Committee has been formed.

The Terms of Reference for this Committee will include responsibility for oversight of coordinated government service delivery in the APY Lands. The committee will work collaboratively across State and Australian governments to close the gap in Aboriginal disadvantage; contribute to the achievement of Aboriginal targets in South Australia's Strategic Plan; and develop and drive the implementation of an action plan to address high priority issues, as identified by the Federal and State Ministers for Aboriginal Affairs.

Management of infrastructure
Significant work has been undertaken to identify priority projects in relation to water, energy, waste management and roads. In 2011-12, the State Government will form an Infrastructure Planning and Delivery Senior Officers Group to plan and manage infrastructure investment and delivery in regional and remote Aboriginal communities, including those on the APY Lands. A key focus will be to educate communities in the sustainable use of energy and water to better manage demand.

Staff and service provider housing
The Department of Premier and Cabinet has undertaken an audit of staff and service provider housing on the APY Lands. The Minister for Aboriginal Affairs and Reconciliation is considering recommendations that stem from the review.

Youth
Workshops were held in October 2010 and March 2011 to develop the Amata Youth Action Plan. The workshops identified the necessity for a coordination mechanism to prevent duplication and increase the effectiveness of service delivery. It was agreed that the network established through the workshops would collaborate to improve service delivery.

Family Wellbeing Centres
Linked to Recommendation 45 of the Children on APY Lands Commission of Inquiry (Mullighan Inquiry), the funding from the Commonwealth that had previously been directed towards the establishment of a Courts and Administration Centre on the APY Lands, is now to be directed to the establishment of three Family Wellbeing Centres. These Centres will provide a single, coordinated access point for the provision of services, and will bring together a range of family support programs and services that currently operate from sub-standard facilities.

I will continue to monitor the implementation of the recommendations from the Mullighan Inquiry (Children on APY Lands Commission of Inquiry – A Report into Sexual Abuse) that appear in the Local Implementation Plans for Amata and Mimili.

The State Government is continuing to implement recommendations from the Mullighan Inquiry (Children on APY Lands Commission of Inquiry – A Report into Sexual Abuse). Two cross agency bodies have been established to oversee whole of government implementation.

There is now an increased police presence in Amata and Mimili and new police complexes have been built. Additional child protection workers have also been employed across the APY Lands.

The Early Childhood Centre in Amata which was agreed on in 2005 has still not been constructed. The tender process is complete and the building is expected to be constructed by July 2011. I will be closely following progress on this construction to ensure its timely completion.

The Amata Early Childhood Centre Project Control Group is meeting regularly and on-site preparation commenced in September with completion planned for mid October. Discussions have been undertaken with the School Principal, the Deputy Chair of the Amata Council and the Amata Government Business Manager.

A landscaper has been working with the school and will undertake further scoping work with the school community to develop a plan for the Early Childhood Centre landscaping and a detailed landscaping proposal is to be submitted for consideration.

Murray River North is engaging with the Amata School with a view senior students with white cards assisting with the construction phase.

There are very low rates of occupancy in the Substance Misuse Centre and other options need to be explored for its use.

In August 2011, senior staff from South Australia Health visited Amata to meet with the community and discuss possible options to expand the range of services provided from the Substance Misuse Facility. For example, there is potential for the services provided from the Family Centre in Amata to be re-located to the Facility. The Family Centre – which is operated by the Department for Families and Communities –  provides a range of services including aged care meals, some child care, group work and cooking classes.
South Australia Health is also consulting with other key stakeholders such as Nganampa Health Council, the Ngaanyatjarra Pitjantjatjara Yankunytjatjara (NPY) Women’s Council and the Anangu Pitjantjatjara Yankunytjatjara (APY) Executive Board.

The Coordinator General will monitor progress with the implementation of the South Australian Government’s Food Security Strategic Plan 2011-2016.

The APY Lands Food Security Strategic Plan 2011-2016 was launched by the Minister for Aboriginal Affairs and Reconciliation on 3 December 2010. The Plan identifies three levels of action including the establishment of an APY Food Security Executive Action Team (APY-EAT).

APY-EAT is responsible and accountable for the implementation of the Strategic Plan, the pursuit of new initiatives and the evaluation of outcomes.  Its membership includes representatives from lead State and Australian government agencies as well as Red Cross (which is funded through the Strategy).

The Australian and State governments are working together to investigate and identify most appropriate solutions to freight issues. APY-EAT has established seven priority areas for action under the Strategy for the next twelve months.

Land Reform issues in the four Remote Service Delivery sites are an immediate priority.

In April 2011 the Western Australian State Operations Committee agreed to a broad framework for progressing land tenure issues in the four Western Australian priority communities.

The implementation of youth programs and resources to actively support the development of young people affected by a high incidence of mental health, drug and alcohol issues is also a high priority.

The State Operations Committee approved a strategy to achieve coordination of youth services in 3 June 2011. New approaches are being developed for youth coordinators in Halls Creek and Fitzroy Crossing and there are proposals for improved youth servicing in Beagle Bay and Ardyaloon. Improved coordination and better integration of services across all levels of government are being addressed initially by a temporary Executive Working Group for Youth Services which includes representation from the Department of Families, Housing, Community Services and Indigenous Affairs, the Department of Employment, Education and Workplace Relations, the Department of Indigenous Affairs, Western Australian Department of Justice and the Western Australian Office for Youth. Members of the working group have been identified and the Western Australian Office for Youth is the proposed Chair.

The Fitzroy Valley Youth Coordination project has now funding secured until 30 June 2014.  It is anticipated that a similar approach will be taken in Halls Creek, building on previous years’ work implemented through the East Kimberley Petrol Sniffing Strategy. 

Funding has been fast-tracked to address the high incidence of suicide in the Kimberley Region.  The Western Australian Government has fast tracked $1.36 m to fund additional staff as an immediate response to the crisis. Under the Indigenous Remote Service Delivery Special Account, $90,000 has been funded to Kinway, Anglicare Western Australia, to develop suicide prevention plans in the four priority sites. However I am concerned that the lack of available accommodation will impact service delivery against this priority.

In June 2011, the State Operations Committee received a briefing on the incidence of known and attempted suicides in the Kimberley and the responses of member agencies. Over $7 million in new funding to 22 projects was provided in the 2010-11 financial year to commence actions to address the situation.

Anglicare and Kinway are working to develop suicide prevention plans with each of the priority communities.  Planning has commenced and includes the engagement of local people, on a paid basis over a 3-6 month period, to assist with facilitating community participation in the planning.  In undertaking this work, Kinway is liaising closely with the Kimberley Aboriginal Medical Service Council which is managing the roll out of the Western Australian Suicide Prevention Plan in the Kimberley. 

Suicide prevention plans for Ardyaloon and the three other Kimberley locations are due for completion by the end of 2011.

Further development of the Western Australian Local Implementation Plans is expected to be complete in the second half of the year.

The Local Implementation Plans are currently being reviewed and updated for all communities.  The required building blocks in the Beagle Bay Local Implementation Plan will be included in the forthcoming second iteration. 

Roundtable discussions between agencies and community governance structures across all Building Blocks took place in early August 2011. 

There are no community safety plans identified in the Local Implementation Plans for Fitzroy Crossing and Halls Creek. The Safe Communities building block is covered by an umbrella of existing plans provided by State and Local Government frameworks.  The Kimberley Regional Operations Centre Building Block Coordinator will work with communities to link existing plans and commitments in the Local Implementation Plans. I am looking forward to seeing the results from this work.

Each of the Western Australian Local Implementation Plans contain a number of priority actions relating to community safety; the majority of which sit under the Safe Communities Building Block and include such matters as youth diversion programs, social and emotional wellbeing planning, early identification and support for families at risk, better understanding and coordination of program delivery.  Collectively, the priorities could form the elements of the Community Safety Plan but have, to date, not been expressed or characterised in that way by community.  Compilation of these actions into a Community Safety Plan is something which may be explored as part of the current Local Implementation Plans review and revision.

Environmental health has been identified as a priority issue in the four Western Australian communities. The development of an environmental health plan is included in the Local Implementation Plans of each of these communities.  Australian and State governments came together to jointly fund Nirrumbuk Aboriginal Corporation to develop environmental health plans for these communities. I will be monitoring the development of these plans.

Environmental health planning has commenced in all locations.  It was initially anticipated that plans would be completed by 30 June 2011.  However, severe flooding throughout the Kimberley prevented travel and hampered consultation with community and service providers.  It is now expected that environmental health plans will be completed by the end of September 2011.

Executive subgroups for each of the Building blocks are being established under the State Operations Committee (Board of Management) to ensure links are made with relevant National Partnership Agreements and Local Implementation Plan implementation. The Regional Operations Centre is in the process of bringing on a manager for each of the building blocks. A policeman is managing the Community Safety Building Block Working Group.

Executive Working Groups for each Building Block are in the process of being established, modelled on the Health Senior Executive Working Group which has been operating since October 2010. Lead agencies (which have agreed to act as chairs) and member agencies for the Executive Working Groups have also been identified. The chairs of the groups which have been established and are functioning are:
Schooling: Department of Education [WA]
Healthy Homes: Department of Housing [WA]
Safe Communities: Department of the Attorney-General [WA]
Economic Participation: Department of Indigenous Affairs [WA]
Health: Department of Health [WA]
Youth Services: A temporary Executive Working Group has been established to prioritise and better coordinate government’s response to youth issues. The Department of Indigenous Affairs [WA] is chairing this group.
Early Childhood; Governance and Leadership: Arrangements for these groups are under development.

I will monitor the implementation of the Suicide Prevention Program and the Alcohol and Drug Management Plan co-designed by the community.

Funding has been provided to Anglicare and Kinway, through the Indigenous Remote Service Delivery Special Account, for the development of Suicide Prevention Plans in each of Western Australia’s priority communities.  Planning has commenced and includes the engagement of local people, on a paid basis over a 3-6 month period, to assist with facilitating community participation in the planning.  In undertaking this work, Kinway is liaising closely with the Kimberley Aboriginal Medical Service Council which is managing the roll out of the WA Suicide Prevention Plan in the Kimberley. 

Suicide prevention plans for Bardi Jawi and the three other Kimberley locations are due for completion by the end of 2011.

The Department of Health and Ageing has provided funding through Milliya Rumurra Aboriginal Corporation to increase its service delivery in each of the priority communities and assist with the development of alcohol and drug management plans.

Kimberley Region Community Development Employment Projects (CDEP) Incorporated intends to locate an extensive training facility at Djarindjin for the use of residents from all Dampier Peninsula communities. The leasing arrangements for the site of the demountable buildings at Djarindjin need to be resolved.

Leasing arrangements have been resolved –  Kimberley Regional Community Development Employment Projects Inc and the Aboriginal Lands Trust will enter into a lease agreement.

Execution of the lease will not delay construction of facilities on site as Approval to Develop has been formally granted.

I would like to see the development of the remaining building blocks (of Governance and Leadership, Economic Participation, and Healthy Homes) which are yet to be included in the Local Implementation Plan and am looking forward to seeing the actions as they are developed. Mapping cultural governance models and incorporating them into community decision making is a priority for the Beagle Bay community and will help contribute to ensuring genuine community consultation for key decisions.

In Beagle Bay development of the remaining Building Blocks has continued, albeit at a somewhat slower pace than initially anticipated but one which is nonetheless consistent with the community’s capacity and preparedness to engage with the issues.  Recent feedback from the community indicates that there is also an interest in revitalising the Governance and Leadership discussions.  Linked with this, an initial meeting with community was organised by the Kimberley Aboriginal Law and Culture Centre in early July 2011 to explore the mapping and incorporation of cultural governance in decision making processes.

Additionally, a review of all Local Implementation Plans is currently underway and will include roundtable discussions between agencies and community governance structures across all Building Blocks.  Discussions will be facilitated for all Building Blocks in Beagle Bay and this will result in development of the remaining Building Blocks as well as an update of the existing Building Blocks.

I will monitor the progress of improvements to the community store which includes negotiations for the transfer of the store to new management.

The Ngarlan Store Indigenous Corporation was registered, through the Office of the Registrar of Indigenous Corporations, on 24 March 2011.

The Department of Families, Housing, Community Services and Indigenous Affairs, the Department of Employment, Education and Training (WA) and Indigenous Business Australia are facilitating a staged process of assistance to the corporation and to build the capacity of its new Directors.  This includes addressing all necessary regulatory requirements and establishment of sound administrative practices.

Funding for the next stage of the Foetal Alcohol Spectrum Research project needs to be secured.  Approximately $900,000 is required to complete the prevalence study which not only identifies children with Foetal Alcohol Spectrum Disorder but includes the trial of allied health therapies for the children.

Funding of approximately $830,000 was sought by the project proponents to complete Stage 2 of the Lililwan Foetal Alcohol Spectrum Disorder project.

DoHA and FaHCSIA have committed to matched levels of funding (approximately $415,000 each).

The project is progressing.

I am concerned that the Garnduwa Amboorny Wirnan Aboriginal Corporation (Garnduwa) has been provided with $70,000 for a Youth Coordinator by the Fitzroy Futures Forum but due to the housing shortage in Fitzroy Crossing, they are unable to progress with filling the position. There is a need for further matching funding for this program.   

Through the Indigenous Remote Service Delivery Special Account funding has been approved for three years (1 July 2011 – 30 June 2014) to complement funding secured through the Fitzroy Futures Fund and Western Australia Department for Child Protection.

Funding through the Special Account and Fitzroy Futures Fund will be pooled to support the engagement of a Youth Coordinator (including rental assistance) while funding through the Department for Child Protection will go towards program delivery.

Special Account funding also provides for the establishment of a youth council/network and a comprehensive program evaluation.

Accommodation options have been identified and are being explored by the Regional Operations Centre.

Lack of staff housing is critical in Fitzroy Crossing and needs to be addressed. 

A Healthy Homes Executive Working Group has been formed under the State Operations Committee and will examine the issue of staff housing.

Individual government agencies are investing in staff housing in Fitzroy Crossing on a case by case basis.  However this remains a serious limitation to service provision in Fitzroy Crossing.

I note that the service provider’s reference group is being developed and encourages all relevant stakeholders to nominate a representative and ensure this group is operational in the near future.

A number of health service providers currently operate in Halls Creek.  Each function independently and generally communicate on relevant issues.  However, a more holistic approach to service delivery, through establishment of a Health Planning Forum, has not yet been achieved due to lack of nominations from service providers.  The Local Operations Centre, in conjunction with the Health Building Block Coordinator, will continue to explore options for establishing an appropriate forum.    The recent appointment of a new Local Area coordinator in Halls Creek will assist to make progress.