CLC’s Community Development Approach Engaging Aboriginal people to direct their own development in Central Australia.

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Presentation transcript:

CLC’s Community Development Approach Engaging Aboriginal people to direct their own development in Central Australia

The Central Land Council A Commonwealth Statutory Authority – operating under ALRA (NT) 1976 & Native Title Act (1993). Council of 90 Aboriginal representatives, 24,000 constituents, 15 languages, across 771,747 square kilometers, 200 staff. Community Development (CD) Unit created in 2005 and CD Framework endorsed by CLC Executive in 2009: – Aboriginal involvement, ownership and control key to sustainable outcomes. – Role of the CLC to facilitate participatory processes and support capacity development.

CD Program Goal To support Aboriginal people to be strong/resilient and to live well in the Aboriginal world and mainstream Australian society. Objectives 1.Maximise Aboriginal engagement, ownership and control. 2.Generate social, cultural and economic outcomes. 3.Build an evidence base for the CLC’s CD approach. 4.Share lessons learned on innovations and CD best practice.

33 communities in the CLC region, plus some in SA and WA. Over 500 social/cultural/economic projects approved (400 completed). Since 2005 CLC constituents have spent over $25 million of their land use agreement payments on community benefit projects. CLC’s constituents increasingly directing their own significant money to projects = $33 million currently under CD Program administration.

Engagement Strategies - Relationships Overarching long-term relationship of the CLC with its constituents: “Land Council was our shield through the Land Rights. Shield was like a father, was looking after us.” (Roche and Ensore, forthcoming) Willingness of constituents to invest time and energy in processes. Long-term staff skilled in inter-cultural work and committed to sharing power. “We are happy with the Land Council; they are the ones taking us the right way because we are not experienced. Yapa do make things happen – we make the final decisions.” (Roche and Ensore, forthcoming)

Engagement Strategies – Participatory Processes: GMAAAC STEP 1 Committee Meeting Plan & prioritise project ideas Discuss possible Organisations (ECOs) STEP 2 Community Meeting Committee feedback Community decide on Organisations Committee Elections every 3 years STEP 3 DEVELOP PROJECT IDEAS Project plans developed by Organisations with community Step 4 COMMITTEE MEETING Committee look at project plans Committee decide on funding STEP 5 Projects begin! Funding agreements Projects start Feedback on past projects

Engagement Strategies – Governance and Leadership: WETT

9

Governance and Leadership: WETT

La Trobe University Evaluation Key Findings Aboriginal ownership/engagement/control “The CLC has clearly generated multiple opportunities for engagement which have demonstrably led to a sense of greater control and ownership.” Social/cultural/economic outcomes “Projects supported by CDU have clearly produced outcomes valued by Aboriginal people. These have included: the generation of employment opportunities, enhanced training and education outcomes, skills development, improved child care, youth engagement, cultural strengthening and maintenance; and enhanced health for kidney patients.”

Summing up on engagement, agency and voice Evidence from the literature Detailed case study from one location in Central Australia CLC’s experience in CD across CA > All point to the effectiveness of engagement processes with Aboriginal decision-making and support based on sustained relationships and shared goals.