THE INDIGENOUS IMPLEMENTATION BOARD

BYLIEUTENANT GENERAL JOHN

SANDERSON, AC

CURTIN UNIVERSITY OF TECHNOLOGY

PUBLIC POLICY INSTITUTEHYATT PERTH 15TH MAY 2009

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 2007THE 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 2007THE APOLOGYABORIGINAL ADVISORY COUNCILS AT

STATE AND FEDERAL LEVELS

POSITIVE DEVELOPMENTS SINCE DECEMBER 2007THE APOLOGYABORIGINAL ADVISORY COUNCILS AT

STATE AND FEDERAL LEVELSEMERGENCE OF REGIONALLY

EMPOWERED GOVERNMENT IN WESTERN AUSTRALIA

POSITIVE DEVELOPMENTS SINCE DECEMBER 2007THE APOLOGYABORIGINAL ADVISORY COUNCILS AT

STATE AND FEDERAL LEVELSEMERGENCE OF REGIONALLY

EMPOWERED GOVERNMENT IN WESTERN AUSTRALIA

THE INDIGENOUS IMPLEMENTATION BOARD (IIB)

WHAT THE IIB IS NOTTHE IIB IS NOT THE ABORIGINAL VOICE

(The aboriginal voice resides in the regions and in the Aboriginal Advisory Council)

WHAT THE IIB IS NOTTHE 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 MEMBERSHIPLT GEN JOHN SANDERSON Chairman and former Governor of WAMARK BIN BAKAR Aboriginal - Entertainer, Stolen Generation Advocate

and Western Australian of the year 2008KIM BRIDGES Aboriginal - Businessman and Development Consultant RICKY BURGES CEO WALGA, former DG Culture and the Arts, WA

Businesswomen of the Year 1997DR 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 UWAPROFESSOR 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 REFERENCE1. 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.

2. Establishing accountability mechanisms to monitor achievement against agreed targets and focus resources to maximise positive outcomes for Indigenous Western Australians.

3. Delivering a bi-annual report to Cabinet on progress in the Indigenous Affairs portfolio in Western Australia.

4. Driving fundamental policy shifts through stronger and more accountable Government governance, building trust through consistency and commitment.

5. Building effective participation of Indigenous people, and the broader WA leadership, supporting effective community governance, leadership and structures necessary to engage with Government.

6. 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 REFERENCE1. 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.

2. Establishing accountability mechanisms to monitor achievement against agreed targets and focus resources to maximise positive outcomes for Indigenous Western Australians.

3. Delivering a bi-annual report to Cabinet on progress in the Indigenous Affairs portfolio in Western Australia.

4. Driving fundamental policy shifts through stronger and more accountable Government governance, building trust through consistency and commitment.

5. Building effective participation of Indigenous people, and the broader WA leadership, supporting effective community governance, leadership and structures necessary to engage with Government.

6. 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 YEARS1. 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 regional action plans to guide current and future activities linked to bilateral arrangements and State investment priorities.

4. 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.

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 StrategyThe 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 2009Public 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 2009Public 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

VISIONPARTNERSHIP

COURAGE