Territory Stories

ALC 15 year strategic plan 2012-2027

Details:

Title

ALC 15 year strategic plan 2012-2027

Creator

Anindilyakwa Land Council

Collection

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

Date

2012

Notes

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

Language

English

Subject

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

Publisher name

Anindilyakwa Land Council

Place of publication

Alyangula

Volume

2012-2027

Copyright owner

Anindilyakwa Land Council

Parent handle

https://hdl.handle.net/10070/254602

Citation address

https://hdl.handle.net/10070/529654

Page content

ALC 15 year Strategic Plan Executive Summary 19 is viewed that this would be a natural progression of maturity in the current partnership arrangements under the RPA. It would deliver current and projected core mainstream service needs by Anindilyakwa people and create a sustainable long-term economy. It would also allow the ALC to focus on its core legislated responsibilities to act on behalf of the Traditional Owners for all land ownership and management activities and allow GEBIE and other local businesses to deliver economic return on investment of royalties to the Traditional Owners through business activities delivering services to the Regional Authority. Features of the Regional Authority could include: A board derived from all traditional owner clans across the Groote archipelago as a result of the ALC tri-annual elections (14 representatives) plus general managers of each area of core responsibility; The establishment of independent schools delivering bilingual education and pathways from early childhood through to full employment, working collaboratively with the establishment of Trade Training Centres and Cultural Enterprise Centres (Centres) in Angurugu, Umbakumba, Milyakburra; The delivery of core health services on the Groote archipelago to cater for increasing demand for aged, disability and MJD patients utilising a core local workforce; Delivering core municipal services by direct contract to the NT Government, reducing current bureaucracy and increasing efficiency utilising locally established Indigenous businesses; Responsibility for delivery of services to outstations, social program, and employment services, leaving it to focus on building core business capacity to: o Create local capacity to deliver local services in the communities. o Employ Anindilyakwa people. o Generate return of royalty investment for the Traditional Owners. Develop a capacity to build houses and infrastructure utilising local materials and local labour, subsidised by a modest royalty banking scheme; Deliver the ALC Strategic Plans two principle streams of options to integrate early childhood, education, training and employment for Anindilyakwa people: o Essential Service delivery. o Cultural-based enterprises. Contract services to Anindilyakwa-owned business providers.


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