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Report on the NSW Government's Implementation of the Recommendations of the Royal Commission into Aboriginal Deaths in Custody
Community development plans to be designed with the participation of the community The preparation of community development plans should be a participative process involving all members of the community, and should draw upon the knowledge and expertise of a wide range of professionals as well as upon the views and aspirations of Aboriginal people in the local area. It is critical that the processes by which plans are developed are culturally sensitive, unhurried and holistic in approach, and that adequate information on the following matters is made available to participants:
(b) the opportunities created by government policies or programs; (c) the opportunities and constraints in the local economy; and (d) the political opportunities to influence the local arena. Government’s original position: Supported Revised government position: Supported Agencies responsible for implementation: Department of Aboriginal Affairs Implementation report The Department of Aboriginal Affairs Aboriginal Community Development Program in consultation with local Indigenous communities seeks to identify and set priorities for the provision of community infrastructure (including housing). Community development plans are then managed at a local level to ensure that, at all times, Aboriginal people have an intrinsic role in the development, implementation and ongoing maintenance of the program. The Department’s Aboriginal Consultation Policy will provide a model to facilitate program and policy progress to ensure specific regionalized focus as required. Community Working Parties within the Dareton, Wilcannia and Muli Muli communities are a platform from which Aboriginal community members and government agencies co-ordinate and plan community-based initiatives. The working parties have promoted a greater understanding between the different government agencies working at a local level, and the agencies are co-operating in the delivery of services and programs that reflect the needs of the three Aboriginal communities. Detailed housing and environmental health community plans are being developed by the Community Working Parties. The Community Plans include, amongst other things, an analysis of the community’s physical site and built environment, the socio-economic and community health profile of the residents, the housing needs of the people (existing and future), and the employment and training opportunities available for members of the community. The Department of Local Government has amended the Local Government Regulation to require councils to develop Social or Community Plans. These plans will identify all constituents in the council area and will also require council to report on the progress in addressing the needs of all these constituents including Aboriginal people. Aboriginal communities have also been involved in the development of community consultation practices within a number of council areas. The formation of Aboriginal Community Consultation Committees has enabled councils with these committees to gain greater knowledge of the Aboriginal community and has also enabled the Aboriginal communities to have a greater say in the decision making process on issues that relate to those communities. The Consultation Committees can also be utilised to assist councils in the development of the social or community plans. All current programs including the Consultative Committees, Mentoring Program, State Services Project and Aboriginal Network Conferences, as outlined, are designed to address this recommendation. Implementation status Partially implemented Future reporting in Part A
Adoption of ATSIC regional divisions when delivering employment programs That State and Territory Governments consider whether, in co-ordinating the planning and delivery of services under the AEDP, including the development and co-ordination of planning at regional and local levels, ATSIC regional boundaries should be adopted as the geographic basis for such planning and delivery, and (subject to their agreement to do so), ATSIC Regional Councils should be involved in the planning process and perhaps take responsibility for it. Government’s original position: Supported Revised government position: Agencies responsible for implementation: Department of Education and Training Implementation report Delivery of services through the Department of Education and Training are based on departmentally determined boundaries. For schools, there are forty Districts for TAFE NSW, eleven geographical institutes and the state-wide Open Training and Education Network (OTEN). Planning and delivery arrangements for the department are based on principles of equity to all students and thus planning based on ATSIC boundaries would place Aboriginal students in a position divergent from other students. Targeted Aboriginal program funding within the Department is provided under Indigenous Education Agreements between the Commonwealth and the State. It would be outside the scope of these agreements to transfer responsibility for Aboriginal programs to another organisation. Implementation status Not implemented No further reporting
Funding for local employment committees and programs That increased funding be allocated to the establishment of local employment promotion committees comprised of representatives of Aboriginal groups, local employers, government departments and unions to:
(b) Lobby for local initiatives in improving employment options and broadening local understanding of the needs and aspirations of Aboriginal people in the region; and (c) Increase the understanding in the Aboriginal community of the possible local employment options, the nature of the work involved and the skills required. In funding the establishment of the committees, priority should be given to locations where labour market opportunities exist and where the largest disparity between Aboriginal and non-Aboriginal employment rates are identified. Government’s original position: Supported Revised government position: Supported Agencies responsible for implementation: Department of State and Regional Development Implementation report Employment programs are primarily the responsibility of the Commonwealth Government. Whilst the Department of State and Regional Development (DSRD) does not directly fund employment programs, it assists in business development which drives employment opportunities. DSRD achieves employment outcomes through Business Development programs. In order to achieve Aboriginal Enterprise outcomes, networking is required with the mainstream business community. DSRD plans to improve the participation rate of Aboriginal people in these networks through a process of awareness and recommendation. A classic example is the appointment of an Aboriginal person, Alanna Rose of Gavala from the Aboriginal Art and Cultural Education Centre to the NSW Small Business Development Corporation. Alanna was the first Aboriginal person to be a member of the Corporation. The Department of State and Regional Development also funds a network of thirteen Regional Development Boards (RDBs) across regional New South Wales. The Boards provide a strategic framework for economic growth in each region, develop local leadership and ensure input is provided to Government on local development issues. They play an important role in providing “grass roots” advice to investors and governments about their region’s investment opportunities. Aboriginal business and employment issues can come to the attention of Boards through their own local networks and through the DSRD office network. Boards generally comprise twelve members, including the Chairperson, and are appointed for three year terms. Board members are selected from a wide range of backgrounds including knowledge of regional issues, successful business or management experience, links to relevant networks, higher education experience, experience in regional industrial relations, and policy development skills. A number of Aboriginal people and Aboriginal representatives have been appointed to these boards or sub committees, including the Aboriginal Enterprise Development Officer (AEDO) Gerald Bradshaw in the Mid North Coast region. As well, a Tobawabba representative sits on the board of the Taree Business Enterprise Centre. Each Board prepares an annual Business Plan which highlights achievements over the preceding year, sets the strategic direction for the forthcoming year, and details project proposals for implementing their strategy. The Executive Director and Regional Strategies Programs Manager from Regional Development Division take into account the Board’s track record of achievement and financial position and assess these Business Plans before funding allocations are made. Examples of Regional Development Board achievements across the State include:
As a result, a federal grant of $150,000 was secured for fencing (Far Western RDB).
Regional Development Boards are located in the following areas:
Early in 1998 DSRD met with representatives of the NSW Indigenous Business Economic Council to discuss the possibility of them facilitating a NSW Aboriginal Business Awards. A suitable proposal has not yet been forthcoming, but work is progressing and is expected to be finalised in the near future. When Boards are constituted (every 3 years) advertisements calling for people to apply are placed in all the appropriate newspapers (ie regional and Sydney newspapers). The relevant Board member then submits a list of applicants for selection by the Minister. The filling of casual vacancies is addressed according to the prevailing circumstances. Usually, the relevant Board is asked to submit a list of applicants for selection by the Minister. Nominations can be submitted directly to the Minister either by the applicant or via other members of Parliament. No Aboriginal people are on the Boards at this time. Implementation status Partially implemented Future reporting in Part A |
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