ALC 15 year strategic plan 2012-2027
Anindilyakwa Land Council
Anindilyakwa Land Council annual report; Anindilyakwa Land Council strategic plan; Reports; PublicationNT
2012
Made available via the Publications (Legal Deposit) Act 2004 (NT).
English
Anindilyakwa Land Council (N.T.) -- Periodicals; Aboriginal Australians -- Northern Territory -- Groote Eylandt -- Periodicals
Anindilyakwa Land Council
Alyangula
2012-2027
Anindilyakwa Land Council
https://hdl.handle.net/10070/254602
https://hdl.handle.net/10070/529654
ALC 15 year Strategic Plan Executive Summary 14 The program would be aimed at up-skilling Aboriginal employees in areas of literacy and numeracy, computer skills, report writing, understanding policies and procedures, cross cultural brokerage, specific skills to undertake their roles and career development. The program would be headed by a Steering Committee that would develop the terms of reference and to oversee and endorse the development of the program. A memorandum of understanding would be developed between the ALC and participating employers, which includes the understanding that the employer would financially support its employees undertaking the Anindilyakwa leadership program. GOAL E: WORKING WITH ALL PARTNERS Working with all partners, including all local Indigenous organisations, businesses, Australian, Territory and local government agencies, and non-government organisations is crucial for the success of the Strategic Plan. THE REGIONAL PARTNERSHIP AGREEMENT (RPA) Stage One of the Regional Partnership Agreement between the ALC, the Australian Government and the Northern Territory Government began in May 2008. In November 2009, the ALC, Australian Government, Northern Territory Government and additional partners East Arnhem Shire Council and the Groote Eylandt Mining Company signed Stage Two of the RPA. The RPA is significant and unique because it was made on the principals of partnership and collaboration between Anindilyakwa people, all levels of government and the mining business. It represents a large commitment to carry out infrastructure development where there had previously been a backlog in addressing infrastructure needs. The RPA also includes commitments to improve a range of social development factors including schooling, early childhood development, governance and leadership, economic development and participation, support of youth, sport and recreation activities, and health and safety in communities. The RPA covers the entire Groote archipelago, thus encompassing the priorities of the Anindilyakwa people as a whole. To date Anindilyakwa people have committed more than $33 million from their own resources to RPA projects. In July 2012, an RPA Evaluation was finalised and endorsed by the RPA 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, 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 has identified an overall vision, priority issues to be