TORRES STRAIT & NORTHERN PENINSULA AREA

REGIONAL PLANPlanning for our future: 2009 to 2029

NPARC

SEISIA

NEW MAPOON

BAMAGA

UMAGICO

INJINOO

NORTHERN PENINSULA AREA REGIONAL COUNCIL

Artist: Frank Whap

Date of Birth: 1960

Community: Mabuiag

Language: Kala Lagaw Ya

Artwork Title: Wasal

Medium: Glass, ceramic tile, board

Created: 2009

My artwork is based on rock paintings that Aborigines,Papuans and Torres Strait Islanders used to record theirhistory. The red, yellow and black tiles are colours thatare used to represent both Aborigines and Papuans. Theblue, green and white colour tiles are used to representTorres Strait Islanders. History is recorded either in art,songs or stories. My artwork is based on the danceWasal (Rock Painting), this special dance is performed bymen dancing in pairs.

Cover image courtesy George Serras, NMA.

COVER ART:

BamagaUmagicoInjinoo

New MapoonSeisia

Thursday Is.Horn Is.

Hammond Is.

Prince ofWales Is.

CAPE YORK

Badu Is.

Mabuiag Is.

St. PaulsKubin

Moa Is.

Iama Is.

Poruma Is.

Warraber Is.

Mer Is.

Masig Is.

Erub Is.

Ugar Is.Saibai Is.

Boigu Is.

Dauan Is.

PAPUA NEW GUINEA

Torres Strait & Northern Peninsula Area Region& its Constituent Communities

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© TSRA

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The traditional people of the TorresStrait are of Melanesian origin and speaktwo distinct traditional languages. In theEastern Islands the traditional languageis Meriam Mir, whilst the Western andCentral Island groups speak either KalaLagau Ya or Kala Kawau Ya, which aredialects of the same language. TorresStrait Creole and English are alsospoken.

Our vision is expressed in the languagesof our region, recognizing the importance

and diversity of our culture and traditionallanguages.

Our vision signifies that the heart of ourregion is our people, with culture animportant part of our lives both now andinto the future. Empowering our peopleto contribute to, and make decisionsregarding their future, ensures that ourculture will remain strong and that thefuture will be guided by the people wholive in the region and understand andpromote its unique characteristics.

OUR VISION

Ngalpun yangu kaaba woeydhay, a ngalpun muruygawdanalagan mabaygal kunakan palayk, bathayngaka

Buaigiz kelar obaiswerare, merbi mir apuge menaobakedi, muige merbi areribi tonarge, ko merbi keub

kerkerem

Ngalpan moebaygal thoepoeriwoeyamoeyn, ngalpan yakuduthoeraynu, ngalpan igililmaypa, sepa setha wara

goeygil sey boey wagel

Empowering our people, in our decision,in our culture, for our future.

KALA LAGAU YA

MERIAM MIR

KALA KAWAU YA

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It gives us great pleasure to present the TorresStrait and Northern Peninsula Area RegionalPlan 2009-2029.

This Plan outlines the vision we the ElectedLeaders of the Torres Strait and NorthernPeninsula Area (NPA) want for our region basedon the needs of our people, identified throughrobust whole-of-Government consultations withour communities.

This Plan recognises the Native Title rights andinterests of the peoples of this region.

We seek the commitment and support of

FOREWORD

ACKNOWLEDGEMENTS

We acknowledge the assistance of the Torres Strait Regional Authority, Aboriginal and Torres StraitIslander Partnerships, Torres Shire Council, Torres Strait Island Regional Council and NorthernPeninsula Area Regional Council in the development of this Plan. We also thank the TraditionalOwners and community members of the region for their input, which informed this Plan.

government agencies operating in the region towork together with us to achieve integratedservice delivery. We also encourage thoseagencies to use this Regional Plan to guide thestrategic direction of their own departmentalplans, so that the service delivery efforts ofCommonwealth, State and Local Governmentsare aligned.

This Plan sets a course towards a regionalpartnership with all levels of Governmentworking together to build a strong future for ourpeople.

Cr Pedro StephenMayorTorres Shire Council

Cr Fred GelaMayorTorres Strait IslandRegional Council

Mr Toshie KrisChairpersonTorres Strait RegionalAuthority

Cr Joseph EluMayorNorthern Peninsula AreaRegional Council

TABLE OF CONTENTS

MAPOUR VISIONFOREWORDACKNOWLEDGMENTS

& REVIEW

APPENDIX A: COAG National Indigenous Reform Agreement to 'Close the Gap'

APPENDIX B: Toward Q2: Tomorrow's Queensland

Integrated Planning and Service Delivery Framework

PART A: INTRODUCTION

PART B: STRATEGIC DIRECTION

PART C: GOALS & OBJECTIVES

PART D: IMPLEMENTATION, MONITORING

APPENDIX C:

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1Background and purpose 1Challenges 1Community Consultation 1Integrated Planning & Service Delivery 2Torres Strait and Northern Peninsula Area Region 2

2Commonwealth and State Government Policy Considerations 2

2Economic Development 2Housing 3Governance and Leadership 3Environmental Management 3Public Health 4Communities 4Art Culture and Heritage 4Native Title 5Schooling 5Social Services 5Early Childhood 6

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Background and Purpose

Challenges

This Plan has been developed to address the need for awhole-of-region plan that will guide the development ofthe Torres Strait and Northern Peninsula Area into thefuture. The idea for such a plan originated collectivelyfrom the Torres Strait Regional Authority (TSRA), the TorresStrait Island Regional Council (TSIRC), the Torres ShireCouncil (TSC) and the Northern Peninsula Area RegionalCouncil (NPARC), with support from the QueenslandGovernment. Collectively the organisations have agreedto undertake integrated regional planning to ensure thatopportunities and resources are maximized to secure thefuture of the region and provide adequate, appropriateand coordinated service delivery.

The purpose of this Plan is to outline our vision for thefuture of the region, specify the goals that will need to beattained to secure it, and outline at a high level how thiswill be achieved. Importantly, this Plan represents acommitment by the three Councils and the TSRA to worktogether to support the region and its people. It will beused by the four signatories to seek agreement from alllevels of government to plan and deliver services in acoordinated manner and in line with the goals andobjectives of the Plan. The Plan has a twenty yeartimeframe and acknowledges that many of ourchallenges require long-term development initiatives.

This Plan is a live document; it will be reviewed on anongoing basis to ensure it remains relevant to ourcircumstances and takes into account changingconditions, locally, nationally and globally. It alsorecognises existing partnerships and forums already inplace and will be a key document to shape the direction ofthese arrangements.

There are a number of challenges facing the region nowand over the next twenty years. These include:

•High cost of living due to our population size,reliance on imports, and distance that goods need tobe transported

•Significant and complex transportation requirementsdue to our region being remote and predominatelyisland based

•Securing and maintaining basic infrastructure forour communities

•Maintaining viable communities - the lack ofopportunities, particularly in employment, meansmany of our young people are moving away fromthe region

•Sustainable population - planning and managing forpopulation growth that does not exceed the carryingcapacity of our natural resource base and takes intoaccount the impacts of climate change on theavailability of land

PART A: Introduction

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•Low health and education standards and outcomes.As with many remote Indigenous people, our regionhas lower than average standards in health andeducation delivery and achievements. For the longterm development of the region, these two areasrequire significant improvement

•Impact of climate change such as sea level rise. Withthe majority of our communities living at or just abovesea level we are feeling the effects of climate changenow. Without addressing this challenge energeticallyand comprehensively, some of our communities willsimply disappear

•Lower employment rates than the Australian average.To improve our economic well-being we need to createmeaningful employment that will result in real wealthcreation, increased self-esteem and greaterresponsibility for our people.

In developing this Plan substantial consultation occurredwith communities and elected representatives. Integratedteams comprising representatives of the TSRA, TSC,TSIRC and the Queensland Government (Aboriginal andTorres Strait Islander Partnerships - ATSIP) consultedcommunities over the period August and September2008 consulting with communities on the followingsubject areas:

•Art, Culture and Heritage (including Native Title)•Economic Development•Environmental Management•Infrastructure•Public Health•Communities•Social Services•Housing•Population Change•Governance and Leadership•Cost of Living•Schooling•Early Childhood

This information was collated into regional levelinformation and discussed by elected representatives atan Elected Representative's Forum over the period 6 to 7November 2008. From this forum the regional vision,goals and objectives were determined. This informationwill also be used by each Council to inform itsCorporate Plan.

The draft Plan was also circulated to communities and thegeneral public for input and comments. Additionalcomments provided were considered at a second ElectedRepresentative's forum on 1 May 2009 and have beenincorporated in the Plan eg. Native Title.

This Plan is a living document and is subject to changesfrom periodic review to meet emerging needs andaspirations of the Torres Strait and NPA region.

Community Consultation

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Integrated Planning and Service Delivery

Torres Strait and Northern PeninsulaArea Region

From the outset, organisations within the region agreed towork together to reduce the potential for duplication inservice delivery and to achieve a coordinated effort inplanning within the Torres Strait and Northern PeninsulaArea. They recognised the need for all levels ofgovernment to undertake planning and to come togetherto coordinate their plans.

This led to the development of an Integrated Planning andService Delivery Framework to guide the achievement ofIntegrated Service Delivery (ISD). It shows how ISD will beachieved. This is found at Appendix C.

The Framework recognises three key elements tosuccessful planning: the consultation process; theplanning process and levels of planning involved, and theimplementation, monitoring and performancemanagement process. With high level commitment andoversight by all levels of government to this Framework itis believed that successful and meaningful servicedelivery, which contributes towards the region's growth, isachievable.

The Torres Strait and Northern Peninsula Area ofQueensland covers a wide geographic area ofapproximately 48,000 sq km and includes three Councilareas. There are 18 islands with establishedcommunities, comprising the Torres Strait, and a furtherfive communities located on the Western Cape areaknown as the Northern Peninsula Area (NPA).

The TSC's jurisdiction comprises: Waiben (Thursday),Ngurupai (Horn) and Muralug (Prince of Wales) Islands.

TSIRC's jurisdiction comprises of: Badu, Boigu, Erub,Dauan, Hammond, Iama, Masig, Mer, Mabuiag, Moa(Kubin and St. Pauls Communities), Poruma, Saibai, Ugarand Warraber Islands.

NPARC's jurisdiction comprises the AboriginalCommunities of Umagico, Injinoo, and New Mapoon,and the Torres Strait Islander Communities of Seisia andBamaga.

A map of the region is inside the front cover.

PART B: Strategic Direction

Commonwealth and State GovernmentPolicy Considerations

In determining the future of the region not only havecommunity input and needs been considered, but alsokey Government directions at both Commonwealth andState levels. These are outlined in attached appendices:the Council of Australian Governments’ (COAG)

National Indigenous Reform Agreement to ‘Close theGap’ in Indigenous disadvantage (Appendix A),and Towards Q2 of the Queensland Government(Appendix B).

A key objective of the Commonwealth Government is toclose the gap between Indigenous and non-IndigenousAustralians in the areas of education and health. This isrecognised as one of our key challenges and this Planaims to contribute to the national ‘Closing the Gap’strategy by:

•Improving the health of our people with a focus onpreventative measures

•Developing our young people and providingopportunities for them to improve their educationstandards

•Improving the employment opportunities for, andincome levels of, our people, and through this enablethem to play a direct part in achieving their goals.

This part sets out the goals and objectivesrequired to meet our regional vision. Thesegoals and objectives will inform governmentplanning and service delivery, and establishthe expectations for what may be achieved inthe coming years.

Goal:

Objectives:

Developing the economic standing of the region and ourpeople is a high priority. Wealth creation will improve thestandard of living for our people and our communities.Initiatives will be required that support employmentcreation; training and capacity building; fosteringof small business/entrepreneurs; infrastructuredevelopment; marketing and transportation across apotentially wide number of industries.

Following are the goal and objectives for economicdevelopment to be achieved under this Plan.

Enhance our region's wealth, by creating sustainableindustries and increasing employment opportunities forour people equivalent to the wider Australian community.

• Improve the wealth of Indigenous people of the region

•Achieve sustainable industries owned and operated bylocal people (marine based, tourism, arts and craft,construction)

•Ensure access to capital and other opportunities tofinance enterprises and industries

Economic Development

PART C: Goals & Objectives

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•Ensure that there is sufficient land available foreconomic development opportunities by resolvingland tenure issues.

Our people require adequate and appropriate housing.In many cases housing is sub-standard, overcrowded, orinappropriate for the climate. In the case of the TorresStrait, there is inadequate land available for houseconstruction and a lack of people trained to maintainhousing. Housing plays a crucial role in enabling us toretain our people and develop our region. This Plansets out a clear goal and supporting objectives to beachieved to realise housing of an appropriate standardand quantity.

To achieve the provision of adequate, appropriate andaffordable housing.

•Ensure that there is sufficient land available forhousing by resolving land tenure issues

•Utilise our own people to improve housing standardsby developing their knowledge and skills

•Achieve a collective and inclusive approach to landuse planning across communities, governments andtraditional owners

•Achieve appropriate and effective town planningthat supports social housing needs and Indigenoushome ownership

•Improved tenancy policy and awareness in line withResidential Tenancies Authority Guidelines to protectthe asset and achieve low rental arrears

•Ensure that housing options are available toindividuals and families which increase affordablehome ownership and rental and addressovercrowding across the region

•Ensure communities have essential services andinfrastructure to support healthy homes.

Goal:

Objectives:

Housing

Governance and Leadership

Having our own people managing the direction of ourregion is vital. Our people not only understand theenvironment and the culture but also have vested interestin their homeland. However, there is a need for more ofour people to take advantage of opportunities to enhancetheir knowledge and skills to ensure future leaders arehighly skilled and able to fulfil the appropriate regulatoryrequirements and governance standards. There is aparticular need for Native Title Prescribed BodiesCorporate (PBCs) to receive support and training so thatPBC leaders may work with other leaders to achieveharmonious decision-making and development in theregion. We need to grow and develop community leaders

as well as achieve suitable governance standards.

Effective and transparent self-government, with strongleadership.

•Effective communication and consultation oncommunity matters between leaders, governmentorganisations and community members

•Strong, honest and committed leadership incommunities which supports functioning governancegroups

•Strong, effective, committed leadership and decisionmaking that incorporates Ailan Kastom andAboriginal traditions

•A unified region that understands the importance ofeffective governance and leadership

•An open, transparent and independent authority intotal control of regional affairs

•Sustainable leadership and governance structures thatdeliver value for money to the community throughtransparency, accountability, effective communicationand capacity building, and acknowledgment oftradition, culture and elders.

The environment of the Torres Strait and the NorthernPeninsula Area is unique and beautiful but also fragile.Rising sea levels; dependency on non-renewable andnon-environmentally friendly sources of power (e.g.diesel generators); unsustainable use of some naturalresources; and erosion and pest issues all combine topose significant and credible threats to our environmentand well-being. It is up to us, working in partnership withall tiers of government and other organizations, toundertake a range of programs to achieve our goal.

Our natural and cultural environment is an asset that isprotected, preserved and enjoyed through sustainablemanagement.

•Develop an effective and decisive response to theimpact of climate change, including mitigating theimpact of tidal inundation and erosion on ourcommunities and natural environment

•Attain effective and efficient waste management andrecycling systems to reduce current waste load, andminimize waste accumulation and environmentalimpact

•Achieve sustainable management of naturalresources through:

Goal:

Objectives:

Goal:

Objectives:

Environmental Management

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- adoption of appropriate and sustainable land andsea management plans

- commercial fisheries plans- surveillance and interception initiatives- pest, fire and erosion control management plans, &- improved environmental management ofinfrastructure development.

•Attain a sufficient number of community memberstrained to undertake environmental and naturalresource management

•Achieve increased utilisation of renewable energiesthat will contribute to reducing the carbon footprint ofour people and our reliance on imported fuel

•Ensure that there is sufficient land available forenvironmental management opportunities byresolving land tenure issues.

Our health standards and life expectancy are lower thanthe average Australian. Torres Strait Islanders suffer inparticular from chronic diseases linked to obesity. In linewith the Commonwealth direction, we need to close thegap on Indigenous health. Importantly, we need toprovide access to an acceptable and affordable level ofhealth care for our people. Our focus is not only primaryhealth care, but also preventative health care. Improvingthe health of our people will have positive flow-on effects.

Enhance both healthy communities and our livingenvironment.

•Communities have essential services andinfrastructure to support healthy living environments

•Health care systems including human resources areeffective to meet and support primary health careneeds of community members and to deliverappropriate preventative education and awarenessraising initiatives

•Improved access to affordable fresh and healthyfoods including through the establishment ofcommunity gardens

•Reduction of chronic disease and increased lifeexpectancy

•Communities living healthy lifestyles

•Ensure that there is sufficient land available for publichealth opportunities by resolving land tenure issues.

It is essential for the future well-being of our region andour people that our communities are developing, safeand healthy. Ailan Kastom is central to community life and

Goal:

Objectives:

Public Health

Communities

we must develop our communities using our culture andtraditions.

Safe, healthy, respectful and progressive communities,based on Ailan Kastoms and Aboriginal traditions.

•Communities have access to safe transport andemergency services

•Effective communication systems across the regionincluding effective broadband operation

•Improve the level of awareness of indicators of “atrisk” families, and inform such families of their rightsand options

•Higher level of awareness of Federal and State lawsimpacting the community

•Adequate State and community police with sufficientpowers to respond to law and order issues

•All movements under the Torres Strait Treaty monitoredeffectively and managed appropriately

•Community members are well-informed about therange of government and non-government servicesavailable to support individuals and families

•Law and order standards are agreed and enforced bythe State through the State policing system andthrough the Councils with appropriate By-Laws

•Raised life expectancy through addressing key socialissues including substance abuse, deaths due toviolence & accident, and domestic violence and amore active lifestyle

•Maintaining tradition and culture through buildingeconomically sustainable communities

•Ensure that there is sufficient land available forcommunities opportunities by resolving land tenureissues.

The diversity and strength of our culture and heritage is aresource, but it also presents some challenges. Multiplelanguage and cultural groups with different historiesand allegiances can result in misunderstanding anddisagreement. In some areas our culture is threatened bya decline in the use and understanding of traditionallanguages. At the same time, we have an abundance oftalent in traditional art and craft including dance andsong. For future generations it is important that ourculture, heritage and art are not only sustained butdeveloped. This Plan recognises that targeted initiativesare needed to achieve this.

Goal:

Objectives:

Art Culture and Heritage

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Goal:

Objectives:

Goal:

Objectives:

Protect, promote, revitalize and maintain Torres StraitIslander and Aboriginal traditions and cultural heritage.

•Attain strong Ailan Kastom and Aboriginal traditionsthrough language, song and dance

•Encourage the practice of traditional family rearing

•Achieve a sustainable community arts and craftsindustry to support an economic base

•Retain and preserve culture, heritage and historythrough identifying and formally recognisingtraditional cultural values, and ensuring they areunderstood and appreciated by community membersthrough appropriate education, management andpractices

•Preserve sacred sites and record and publish stories

•Preserve and promote traditional languages so theyare freely used throughout the Torres Strait andNorthern Peninsula Area

•Ensure that there is sufficient land available for art,culture and heritage opportunities by resolving landtenure issues.

This Plan recognises the significance of Native Title andour people's aspiration to achieve legal recognition oftraditional rights over the region's land and sea country.Native Title plays a vital role in the development andadvancement of our region and its people.

Protect, maintain and progress Native Title Rights andrecognition over the region's land and sea country.

•Manage and protect Native Title rights over landand sea

•Signatories to this Plan establish a workingrelationship with traditional owners and PrescribedBodies Corporate (PBC)

•Resolve the Torres Strait Regional Sea Claim andoutstanding land claims so that all Native Title in theTorres Strait is successfully determined. The RegionalSea Claim was filed in 2001 and incorporates theinterrelated sea estates of 14 more or less discretegroups of Native Title holders into one regional claim,covering an area in the Torres Strait of 41,800 sq km

•Support and build capacity of Native Title PrescribedBodies Corporate (PBC).

NativeTitle

Schooling

Social Services

It is vital that we work to provide our young people witheducational opportunities equivalent to young people inmainstream Australia. We recognise that our literacy andnumeracy standards are lower than the Australianaverage and that schooling is only one factor contributingto this situation. We need our parents to be partners withschools to influence and ensure our young people attendand are motivated to succeed. Importantly however, weneed to include culture as part of our schooling to bothmake school attractive and ensure the passing on of ourculture, heritage and traditions to our young people.

Increase regional education to a national standard that isflexible and culturally appropriate, leading to a successfultransition from school to jobs and a positive career path.

•Learning disadvantages identified, and solutionsinvestigated and implemented in partnership withEducation Queensland, the parents and the Councils

•Improved transition of school leavers to careerpathways

•Cultural teaching integrated within the educationsystem

•Numeracy and literacy skills that are equal to theaverage Australian

•Safe, healthy, flexible learning environments thatrecognise our culture

•More qualified local teachers

•Increased engagement and interest by parents in theirchildren's learning and development

•Support systems for students and teachers includingmentoring, fostering, and partnerships to improveschool retention rates and performance and expandopportunities for school graduates

•Ensure that there is sufficient land available forschooling opportunities by resolving land tenureissues.

It is important that families and communities can accessappropriate and effective resources and support serviceswhen they are in need. Individuals need to know about theresources and services available and be comfortablewith them. Professional, reliable, long-term provision ofsupport is required. This must be culturally appropriateand promote the positive application of traditional andcultural practices to deal with family and communityissues, including the role of Elders in providing leadershipand support and resolving disputes. We must strive toprotect and enhance respect for the role of Elders in ourcommunities.

Goal:

Objectives:

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Goal:

Objectives:

Goal:

Objectives:

Strong families and safe and healthy communities thatare guided by cultural and traditional Lore.

•Effective levels of communication, coordination andcooperation between law enforcement agencies atFederal and State levels

•Greater level of awareness of, and improved accessto, social services and programs

•Mutual respect by all communities members

•Improved networks, family, community and spiritualstructures

•Effective drug and alcohol services/programs

•Ensure that there is sufficient land available for socialservices opportunities by resolving land tenure issues.

We support the recognition by Governments of theimportance of early childhood development to therealisation of an individual's potential. For many of ourpeople, access to, and availability of childcare facilities,where children can be cared for in safe anddevelopmental environments, is the key issue.

To nurture early learning development and socialisationopportunities that incorporate Indigenous traditionaland cultural practices to build strong and resilientcommunities.

•Effective child care services that provide safe learningand development environments and appropriate careand activities to support learning and social andmental development

•Creating opportunities for career developmentpathways for staff with relevant resources

•Increase positive parenting and parental support

•Confident parents caring for their children

•Ensuring the safety of children

•Ensure that there is sufficient land available for earlychildhood opportunities by resolving land tenureissues.

Early Childhood

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the Steering Group will ensure that all reviews includeinput from government, the private sector andcommunities. It will provide an open and accountableprocess that includes communities in, and informs themof, the outcome of any regional monitoring program.

Through Queensland's Local Government Act Reviewprocess and production of the Local Government Bill(2008), Councils are now responsible for activities withintheir Local Government Areas and are required to reportthe progress made on these activities on a yearly basis tothe State Government through an Annual Report. Theyare also required to prepare a Community Plan. CouncilCommunity Plans will have direct linkages to theobjectives identified and developed within this RegionalPlan and will discuss and implement a joint approach toachieving these objectives.

The Queensland Government has introduced its LocalGovernment Bill (2008) with community engagement asa central element. This Regional Plan is a good exampleof community engagement driving local (as well asCommonwealth and State) priorities. It also provides ameans for communities to hold to account electedleaders and government at all levels responsible forservice delivery in the region. As such this Plan serves as arole model for other communities in Queensland andfurther afield.

The value of this Plan will be determined by theachievement of the goals and objectives.

Successful implementation requires the cooperation ofcommunities, the private sector, Councils andCommonwealth and State Governments. This requiresthat all organisations recognise the goals and objectivesof this Plan and where possible incorporate them intotheir own planning.

To undertake the implementation, monitoring and reviewneeded, the region will establish an Integrated Planningand Service Delivery Framework. This Framework willbe directed by a Steering Group of elected leadersand senior representatives from the three levelsof Government. The primary purpose of the SteeringGroup will be to ensure that Integrated Planning andService Delivery is undertaken to achieve effectiveimplementation of this Regional Plan. Specifically, thegroup will:

•Identify and document new and emerging issues inthe region

•Seek/facilitate strategic planning for resolution of newproblems facing the region

•Monitor implementation of the goals and objectivesidentified in the Regional Plan

•Periodically review the status of the objectives andprogress in achieving them and initiate changeswhere required.

Primary implementation responsibilities will be assignedto the appropriate organisation, be it Commonwealth,State or one of the region's Councils. Roles andresponsibilities will be determined and outlined through ajoint service delivery agreement. Under this, workingparties comprising relevant responsible agencies may beestablished to address and manage specific areas.

The rights and responsibilities of individual agencies,authorities and organisations will be respected, includingthe responsibility for development, resourcing andfunding of programs within their areas of interest toachieve the regional objectives.

Effective monitoring and review is essential to ensure aperformance and results based approach. Regularmonitoring and review will provide feedback so thatorganisations can adapt plans and services to meetchanging conditions or goals and objectives. Essentially

PART D: Implementation, Monitoring and Review

8

In December 2007, the Council of AustralianGovernments (COAG) agreed to a partnership betweenall levels of government to work with Indigenouscommunities to achieve the target of 'Closing the Gap' inIndigenous disadvantage. It agreed to the followingtargets:

1. closing the life expectancy gap within a generation

2. halving the gap in mortality rates for Indigenouschildren under five within a decade

3. ensuring all Indigenous four years olds in remotecommunities have access to early childhoodeducation within five years

4. halving the gap for Indigenous students in reading,writing and numeracy within a decade

5. halving the gap for Indigenous students in Year 12attainmentor equivalent attainment rates by2020,and

6. halving the gap in employment outcomes betweenIndigenous and non-Indigenous Australians withina decade.

COAG then produced a National Indigenous ReformAgreement. This outlines out the objectives, outcomes,outputs, performance indicators and performancebenchmarks agreed by COAG and shows the links tothose already existing agreements across COAG whichinclude elements aimed at closing the gap in Indigenousdisadvantage.

The Agreement is a ‘living document’, subject toimprovement over time to reflect additions and changesto existing and new Agreements and to take on anyCOAG-agreed additional reforms to close the gap inIndigenous disadvantage.

COAG recognised that overcoming Indigenousdisadvantage required long-term, generationalcommitment with major effort directed across a range ofstrategic platforms or 'Building Blocks' which support thereforms aimed at Closing the Gap against the six specifictargets.

The Building Blocks endorsed by COAG are:

1. Early Childhood

2. Schooling

3. Health

4. Economic Participation

5. Healthy Homes

6. Safe Communities, and

7. Governance and Leadership

COAG recognises that 'strategies aimed at achievingimprovements in any particular area will not work in

APPENDIX A:COAG National Indigenous Reform Agreement to 'Close the Gap'

isolation the building blocks must fit together throughthe integration of policy ideas and an agreed approachto their implementation,' and 'improving outcomes forIndigenous people requires adoption of a multi-facetedapproach that sees effort directed across a range ofBuilding Blocks. An improvement in the area of onebuilding block is heavily reliant on improvements madeon the other Building Blocks.'

For an equal start in life, Indigenous children need earlylearning, development and socialisation opportunities.Access to quality early childhood education and careservices, including pre-school, child care and familysupport services such as parenting programs andsupports, is critical. Appropriate facilities and physicalinfrastructure, a sustainable early childhood educationand health workforce, learning frameworks andopportunities for parental engagement are alsoimportant and require attention. Action in the areas ofmaternal, antenatal and early childhood health isrelevant to addressing the child mortality gap and to earlychildhood development.

Human capital development through education is key tofuture opportunity. Responsive schooling requiresattention to infrastructure, workforce (including teacherand school leader supply and quality), curriculum,student literacy and numeracy achievement andopportunit ies for parental engagement andschool/community partnerships. Transition pathways intoschooling and into work, post school education andtraining are also important. Life-long learning isimportant and attention is also needed regarding adultliteracy and numeracy skills.

Achieving improved outcomes for children requiresaccess to, and delivery of, effective primary andpreventative health care. Community primary healthservices play an important role and also need to beresponsive to and accountable for achieving governmentand community health priorities. Parental health is criticalto supporting children and the heavy onset of chronicdiseases in the 3445 age range requires concerted effortin prevention, management and treatment. Parents alsoneed the skills to promote healthy, structured lifestyles.

Individuals and communities should have the opportunityto benefit from the mainstream economy - real jobs,business opportunities, economic independence and

BUILDING BLOCKS

Early Childhood

Schooling

Health

Economic Participation

9

wealth creation. Economic participation needs to extendto disadvantaged job seekers and those outside of thelabour market. Access to land and native title assets,rights and interests can be leveraged to secure real andpractical benefits for Indigenous people. Other financialassets, capacity building, employment and trainingprograms, incentive structures and social and physicalinfrastructure, including communications and transport,are needed to foster economic participation andcommunity engagement. Through this participation,parents and other adults can become effective rolemodels for their families and community. The design anddelivery of welfare (both transfer payments and services)needs to promote active engagement, enhancedcapability and positive social norms. Ensuring thatcommunities have support to address factors that area barrier to engagement such as problem gamblingis critical.

A healthy home is a fundamental precondition of ahealthy population. Important contributors to the currentunsatisfactory living conditions include inadequate waterand sewerage systems, waste collection, electricity andhousing infrastructure (design, stock and maintenance).Children need to live in accommodation with adequateinfrastructure conducive to good hygiene and study andfree of overcrowding.

Indigenous people (men, women and children) need tobe safe from violence, abuse and neglect. Fulfilling thisneed involves improving family and community safetythrough law and justice responses (including accessibleand effective policing and an accessible justice system),victim support (including safe houses and counselling),child protection and also preventative approaches.Addressing related factors such as alcohol and substanceabuse will be critical to improving community safety,along with the improved health benefits to be obtained.

Strong leadership is needed to champion anddemonstrate ownership of reform. Effective governancearrangements in communities and organisations as wellas strong engagement by governments at all levels areessential to long term sustainable outcomes. Indigenouspeople need to be engaged in the development ofreforms that will impact on them. Improved access tocapacity building in governance and leadership is neededin order for Indigenous people to play a greater role inexercising their rights and responsibilities as citizens.

Healthy Homes

Safe Communities

Governance and Leadership

Source:

Council of Australian Governments 2008. NationalIndigenous Reform Agreement (IntergovernmentalAgreement on Federal Financial Relations).

Accessed at:

http://www.coag.gov.au/intergov_agreements/federal_financial_relations/docs/IGA_FFR_ScheduleF_National_Indigenous_Reform_Agreement.rtf

10

APPENDIX B: Toward Q2: Tomorrow's Queensland

'The Queensland Government has set five goals thataddress current and future challenges for Queensland.

Within each of these areas, we've set long-term targetsthat clearly identify what we want to achieve by 2020.

Target 1: Queensland is Australia's strongest economy,with infrastructure that anticipates growth.

Target 2: 50% increase in proportion of Queenslandbusinesses that undertake research and development orinnovation.

Target 1: Cut Queenslanders' carbon footprint by a thirdwith reduced car and electricity use.

Target 2: Protect 50% more land for nature conservationand public recreation.

Target 1: All children have access to a quality earlychildhood education.

Target 2: Three out of four Queenslanders will hold trade,training or tertiary qualifications.

Target 1: Shortest public hospital waiting times inAustralia.

Target 2: Cut obesity, smoking, heavy drinking andunsafe sun exposure by a third.

Target 1: Halve the proportion of Queensland childrenliving in households without a working parent.

Target 2: Increase the proportion of Queenslandersinvolved in their communities as volunteers by 50%.

Many of the targets go to the heart of some of the mostpressing issues of our generation, like climate change,and rising levels of obesity.

These are the areas we must make real and lastingchanges in now if we want to shape a better future forourselves and our children.

They will tell us where we are doing well and where weneed to improve.

The targets don't attempt to cover every area ofgovernment activity or community need.

Many important issues, such as Indigenousdisadvantage, housing and disability services, arealready being addressed through reforms at both a stateand national level. This work will continue.

TOWARD Q2TARGETS:

Strong Queensland

Green Queensland

Smart Queensland

Healthy Queensland

Fair Queensland

Reporting

Updates on the progress towards each target will bepublished on this website. The government will alsopublish an annual progress report on the targets. Thisreport will also outline what needs to be done in thecoming 12 months to work towards meeting each target.

Source:

http://www.towardq2.qld.gov.au/tomorrow/introduction.aspx

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