Territory Stories

ALC 15 year strategic plan 2012-2027



ALC 15 year strategic plan 2012-2027


Anindilyakwa Land Council


Anindilyakwa Land Council annual report; Anindilyakwa Land Council strategic plan; Reports; PublicationNT




Made available via the Publications (Legal Deposit) Act 2004 (NT).




Anindilyakwa Land Council (N.T.) -- Periodicals; Aboriginal Australians -- Northern Territory -- Groote Eylandt -- Periodicals

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Anindilyakwa Land Council

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Anindilyakwa Land Council

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ALC 15 year Strategic Plan 9. Goal E: Working with all Partners 114 development has also been an important agenda of the RPA, and the ALC and GEBIE have endorsed a five-year Governance Development Plan which is in the early stages of implementation. While much has been achieved since the first signing of the RPA in 2008, what has taken place over the past four years has essentially created the foundations for change by starting to bring priority infrastructure developments to fruition. Further, extensive consultation processes and the establishment of governance structures have occurred to define priority needs of the townships as defined by Anindilyakwa people. A continued and consistent effort is required to continue this journey. In particular, the effectiveness of forums in enabling wishes of Anindilyakwa people to be heard and acted on needs to be monitored and evaluated periodically. Further, Groote Eylandt is yet to experience the step change of these improved governance structures, strategies and plans on sustained school attendance, numeracy and literacy standards, job readiness, employment and health and well-being. While the Youth Steering Committee has achieved through a strong consultative process the task of developing a comprehensive Youth Strategy for the region, implementation of the strategy is in its infancy and requires an injection of effort and resources to mobilise the actions of the strategy. The Community Safety Plans are currently under development following a lengthy community consultative process and which identifies the things community see as important to keeping their communities safe; this must be followed thru with action. While the ALC and GEBIE have carried out governance improvement initiatives and are carrying out a five-year training and development program for GEBIE Directors, ALC Board members and staff, a structured governance and leadership development program has been identified as a need across other organisations and decision making groups operating in the region. Further some complex issues such as substance misuse, the prevalent incidence of suicide and self harm in the region and the health and aged care needs of Anindilyakwa people have not been adequately addressed. In July 2012, an RPA Evaluation was finalised and endorsed by the Regional Partnership Agreement Committee. The Report found the RPA to be working strongly as a government, Indigenous Community and industry partnership.... [It] exhibits effective qualities of leadership, an ethos of collaboration and trust and effective management practice. The evaluation highlights that the success of the RPA arrangements cannot be attributed to one factor or indeed several factors in isolation. It is a combination of a number of key inputs and processes that has determined the overall success of the RPA (Tempo Strategies, 2012, p.6). Notably, the needs and aspirations of Indigenous communities is the driving force for the partnership and that the community through the ALC have identified an overall vision, priority issues to be addressed and objectives for their community. The prominent role of the ALC, and its involvement in all stages of planning and implementation, has been a significant factor in ensuring effort is aligned to the will of the Anindilyakwa people. Commonwealth and territory ministerial, and senior- level department support for the work under the RPA has been vital in making progress. The