Transcript CURTIN UNIVERSITY OF TECHNOLOGY PUBLIC POLICY …

CURTIN UNIVERSITY OF TECHNOLOGY
PUBLIC POLICY INSTITUTE
HYATT PERTH 15TH MAY 2009
THE INDIGENOUS IMPLEMENTATION BOARD
BY
LIEUTENANT GENERAL JOHN SANDERSON, AC
WHAT DO YOU DO WHEN YOU FIND YOU ARE
RIDING A DEAD HORSE?
THE DAKOTA INDIANS SAY
THAT
THE BEST STRATEGY IS TO
DISMOUNT
APPROXIMATELY 45 PERCENT OF
WESTERN AUSTRALIA’S PRISON
POPULATION COMES FROM LESS THAN
THREE PERCENT OF ITS PEOPLE
(NEARLY HALF OF EVERY DOLLAR SPENT ON
INDIGENOUS AFFAIRS IS SPENT ON THE JUSTICE
AND CORRECTIVE SYSTEM)
The constant question!
 “how come we keep spending so
much money on the issues and the
situation only gets worse?”
How do we generate shared vision and
how do we build partnerships that gain
real commitment and are sustainable?
POSITIVE DEVELOPMENTS
SINCE DECEMBER 2007
 THE APOLOGY
For the nation to bring the first two
centuries of our settled history to a close, as
we begin a new chapter and which we
embrace with pride, admiration and awe
these great and ancient cultures we are
blessed, truly blessed, to have among us.
Cultures that provide a unique,
uninterrupted human thread linking our
Australian continent to the most ancient
prehistory of our planet.
PM KEVIN RUDD THE APOLOGY FEB 2008
And growing from this new respect, to see our
Indigenous brothers and sisters
with fresh eyes, with new eyes,
and with our minds wide open as to how we might
tackle, together, the great practical challenges that
Indigenous Australia
faces in the future.
PM Kevin Rudd – The Apology February 2008
POSITIVE DEVELOPMENTS
SINCE DECEMBER 2007
 THE APOLOGY
 ABORIGINAL ADVISORY COUNCILS AT
STATE AND FEDERAL LEVELS
POSITIVE DEVELOPMENTS
SINCE DECEMBER 2007
 THE APOLOGY
 ABORIGINAL ADVISORY COUNCILS AT
STATE AND FEDERAL LEVELS
 EMERGENCE OF REGIONALLY EMPOWERED
GOVERNMENT IN WESTERN AUSTRALIA
POSITIVE DEVELOPMENTS
SINCE DECEMBER 2007
 THE APOLOGY
 ABORIGINAL ADVISORY COUNCILS AT
STATE AND FEDERAL LEVELS
 EMERGENCE OF REGIONALLY EMPOWERED
GOVERNMENT IN WESTERN AUSTRALIA
 THE INDIGENOUS IMPLEMENTATION
BOARD (IIB)
WHAT THE IIB IS NOT
 THE IIB IS NOT THE ABORIGINAL VOICE
(The aboriginal voice resides in the regions and in
the Aboriginal Advisory Council)
WHAT THE IIB IS NOT
 THE IIB IS NOT THE ABORIGINAL VOICE
(The aboriginal voice resides in the regions and in
the Aboriginal Advisory Council)
 THE IIB DOES NOT HAVE STATUTORY
AUTHORITY (Statutory authority remains with
the Ministers and their Departments)
IIB MEMBERSHIP
LT GEN JOHN SANDERSON Chairman and former Governor of WA
MARK BIN BAKAR Aboriginal - Entertainer, Stolen Generation Advocate
and Western Australian of the year 2008
KIM BRIDGES Aboriginal - Businessman and Development Consultant
RICKY BURGES CEO WALGA, former DG Culture and the Arts, WA
Businesswomen of the Year 1997
DR SUE GORDON Aboriginal - former Department Head, Magistrate and
Chairperson National Indigenous Council
BRENDAN HAMMOND Former Manager Argyle Diamond Mine and CEO
of the Children’s Trust, Chairman Horizon Power
ASSOC PROF HELEN MILROY Aboriginal - Psychiatrist and Director
Centre for Aboriginal Medical and Dental Health UWA
PROFESSOR FIONA STANLY Founding Director Telethon Child Health
Institute Chair of the Australian Research Alliance for Children and Youth
Australian of the Year 2003
DAWN WALLAM Aboriginal - CEO of the Yorganop Child Care Aboriginal
Corporation, active member of national and international Indigenous child
care groups
IIB TERMS OF REFERENCE
1.
2.
3.
4.
5.
6.
Developing a framework to use to collaborate and focus resources for future
agreements with the Commonwealth, Local Governments and other key
stakeholders working with Indigenous Western Australians.
Establishing accountability mechanisms to monitor achievement against
agreed targets and focus resources to maximise positive outcomes for
Indigenous Western Australians.
Delivering a bi-annual report to Cabinet on progress in the Indigenous
Affairs portfolio in Western Australia.
Driving fundamental policy shifts through stronger and more accountable
Government governance, building trust through consistency and
commitment.
Building effective participation of Indigenous people, and the broader WA
leadership, supporting effective community governance, leadership and
structures necessary to engage with Government.
Providing advice on human and financial resources required for Indigenous
people to participate in decision-making that affects community lives and the
way services are provided.
IIB TERMS OF REFERENCE
1.
2.
3.
4.
5.
6.
Developing a framework to use to collaborate and focus resources for future
agreements with the Commonwealth, Local Governments and other key
stakeholders working with Indigenous Western Australians.
Establishing accountability mechanisms to monitor achievement against
agreed targets and focus resources to maximise positive outcomes for
Indigenous Western Australians.
Delivering a bi-annual report to Cabinet on progress in the Indigenous
Affairs portfolio in Western Australia.
Driving fundamental policy shifts through stronger and more
accountable Government governance, building trust through
consistency and commitment.
Building effective participation of Indigenous people, and the
broader WA leadership, supporting effective community
governance, leadership and structures necessary to engage with
Government.
Providing advice on human and financial resources required for Indigenous
people to participate in decision-making that affects community lives and the
way services are provided.
ACTIVITIES IN THE
FIRST TWO YEARS
Establishing a Government governance framework to improve
coordination and management of service delivery at the regional level.
2. Strategically positioning the State in relation to State, Commonwealth
and Local Government responsibilities through relevant bilateral and
other arrangements.
3. Developing, with State agencies, clear overarching
1.
regional action plans to guide current and future activities
linked to bilateral arrangements and State investment
priorities.
Producing an annual Western Australian report on achievement of
Indigenous outcomes against the investment in Indigenous affairs,
including specific and mainstream services to Indigenous people in
Western Australia. This will also be provided at a regional level.
5. Leading current and future planning to focus the State investment in
Indigenous communities that can provide a more sustainable quality of
life and enhance the capacity of Indigenous people to contribute to the
common wealth of Western Australia.
4.
The Board’s Strategic Premise
Aboriginal people and their culture are critical to the
future of our State.Their unique knowledge is the
defining element in building a sustainable future for
Western Australia.
The Board’s Strategy
The IIB will drive the empowerment of Aboriginal people to
create their own future. This provides the foundations on
which strong partnerships can be built to bring about
positive outcomes for all of us.
To achieve these outcomes the Board will catalyse a
fundamental rethink of Government policy. It will move
swiftly to:
• enable the Aboriginal design and delivery of
services
• ensure the continuation of a vibrant living culture
• refocus regional governance to build sustainable
communities, economies and environments
• engage all sectors
THE FIRST 100 DAYS
• starting regional dialogues, commencing in the
Kimberley in March 2009 and moving across the
State
 facilitating meetings of senior Aboriginal law
men and women to advise the Board
• ensuring the development and empowerment of
Indigenous leaders
• commencing the redesign of Government
process and decision making in partnership
with the Aboriginal Affairs Coordinating
Committee (AACC) and Aboriginal Affairs
Advisory Committee (AAAC).
SOCIAL POLICY AGENDAS ARE
SUPPOSED TO:
 provide levels of human wellbeing and environmental
sustainability that match the vision that people aspire
to, and
SOCIAL POLICY AGENDAS ARE
SUPPOSED TO:
 provide levels of human wellbeing and
environmental sustainability that match the vision
that people aspire to, and
 education, health, housing, communications and
culture are key to wellbeing and cannot simply be
wished on regions by well meaning people who live
in other places and control the purse strings in
financial management silos that never quite come
together to generate outcomes at the point where they
are supposed to be focused.
Peter Shergold, Sydney Morning Herald
News Review 25 April 2009
Public Service, Political Heart
There is an unparalleled opportunity for much
greater levels of Political participation. It also
involves dangers. It requires shifts of power.
Decision making needs to be less bureaucratic and
more citizen-centric. That requires far more
flexible organizations and more collaborative
leadership cultures. It demands that governments
embrace social innovation and that public services
are willing to manage the risks that inevitably
accompany it.
Peter Shergold, Sydney Morning Herald News
Review 25 April 2009
Public Service, Political Heart
Too much “accountability”, too
much public service process and
too much “professional” expertise
kill creativity.
CHARACTERISTICS OF THE NEW
HORSE TO REPLACE THE DEAD ONE
WE’VE BEEN RIDING
VISION
PARTNERSHIP
COURAGE