Attachment 2: CAYLUS Costing Of Youth Program Needs in Central Australia
Introduction
This document sets out a proposal, developed by CAYLUS, for funding youth diversionary programs for communities in the Southern region of the NT. A combination of funding from the Federal Government, NT Government and ABA would be the most efficient way of providing the required services. We propose that the NT fund the wages component and the commonwealth and ABA fund the necessary capital component.
As an agency with many years experience in this area of work, it is our view that the presence of an active and viable youth program in remote communities is essential for the development of young people, and one of the most important means of preventing and intervening in the misuse of substances, including and especially inhalants (mainly petrol). Youth programs should be considered an essential service in remote communities, particularly given that many communities are in a dysfunctional state with very few supports available to young people.
Only four central Australian communities are being funded through the Federal Government’s 8-point plan. The coverage of Opal fuel is, however, much wider. CAYLUS believes that the benefits that are currently being seen in combating petrol sniffing due to Opal will only be sustained if the roll out is complemented with diversionary youth programs in all communities.
In order to deliver sustainable youth programs funded positions and essential infrastructure are needed in all the communities in the Central Australian region.
The infrastructure should take the form of a Recreation hall or youth program hub, accommodation for two youth workers (one male, one female) and two Troop Carriers (one for males, one for females). There is a proposal before the ABA for a $3 million allocation for youth infrastructure in the Central Australian region, excluding the 4 Southern communities funded under the 8 point plan. Further funds will be sought from the Federal Government.
Youth positions required are : two per community (one male and one female) plus a brokerage for casual local assistants, plus a pool of youth workers who could be deployed to cover leave to prevent service gaps, plus two administrative positions for overall co-ordination and support of the programs.
1. Youth program costings
This proposal outlines the funding required for the non-infrastructure costs to implement the best practice model regionally. We include salary and other operational costs analysis as part of this minimal level of resources required to establish a youth service based on the model of “Good Practice in Youth Program Development.” At present there is a variety of funding for positions in some communities, but the vast majority is not recurrent, and some is for as little as one year. It is therefore preferable to consider the total cost in order to obtain a clear picture of what is needed. Our estimate is $7,200,000 over three years for wages and $11,150,000 over three years for capital.
| South West region | 2007/08 | 2008/09 | 2009/10 |
|---|---|---|---|
| Willowra | |||
| Youth worker 1 | |||
| Youth Worker 2 | $100,000.00 | $100,000.00 | $100,000.00 |
| Housing | $500,000.00 | ||
| Vehicle 1 | $50,000.00 | $50,000.00 | |
| Vehicle 2 | $50,000.00 | $50,000.00 | |
| Recreation Hall | $200,000.00 | ||
| Casual/trainee | $30,000.00 | $30,000.00 | $30,000.00 |
| Total By Year | $930,000.00 | $130,000.00 | $230,000.00 |
Wages by year |
$130,000.00 | $130,000.00 | $130,000.00 |
| Willowra Total 3 years | $2,320,000.00 | ||
Wages 3 years |
$390,000.00 | ||
| Yuendumu | |||
| Youth worker 1 | |||
| Youth Worker 2 | $100,000.00 | $100,000.00 | $100,000.00 |
| Housing | |||
| Vehicle 1 | |||
| Vehicle 2 | $50,000.00 | $50,000.00 | |
| Recreation Hall | $300,000.00 | ||
| Casual/trainee | |||
| Total By Year | $450,000.00 | $100,000.00 | $150,000.00 |
Wages by year |
$100,000.00 | $100,000.00 | $100,000.00 |
| Yuendumu Total 3 years | $700,000.00 | ||
Wages 3 years |
$300,000.00 | ||
| Kintore | |||
| Youth worker 1 | $100,000.00 | $100,000.00 | |
| Youth Worker 2 | |||
| Housing | $500,000.00 | ||
| Vehicle 1 | $50,000.00 | $50,000.00 | |
| Vehicle 2 | |||
| Recreation Hall | $300,000.00 | ||
| Casual/trainee | $30,000.00 | $30,000.00 | $30,000.00 |
| Total By Year | $880,000.00 | $130,000.00 | $180,000.00 |
Wages by year |
$30,000.00 | $130,000.00 | $130,000.00 |
| Kintore Total 3 years | $1,190,000.00 | ||
Wages 3 years |
$290,000.00 | ||
| Nyirripi | |||
| Youth worker 1 | |||
| Youth Worker 2 | |||
| Housing | $500,000.00 | ||
| Vehicle 1 | $50,000.00 | $50,000.00 | |
| Vehicle 2 | $50,000.00 | $50,000.00 | |
| Recreation Hall | $200,000.00 | ||
| Casual/trainee | $30,000.00 | $30,000.00 | $30,000.00 |
| Total by Year | $830,000.00 | $30,000.00 | $130,000.00 |
Wages by year |
$30,000.00 | $30,000.00 | $30,000.00 |
| Nyirripi Total 3 years | $990,000.00 | ||
Wages 3 years |
$90,000.00 | ||
| Ntaria | |||
| Youth worker 1 | |||
| Youth Worker 2 | $100,000.00 | $100,000.00 | $100,000.00 |
| Housing | $500,000.00 | ||
| Vehicle 1 | $50,000.00 | $50,000.00 | |
| Vehicle 2 | $50,000.00 | $50,000.00 | |
| Recreation Hall | $300,000.00 | ||
| Casual/trainee | $30,000.00 | $30,000.00 | $30,000.00 |
| Total by Year | $1,030,000.00 | $130,000.00 | $230,000.00 |
Wages by Year |
$130,000.00 | $130,000.00 | $130,000.00 |
| Ntaria Total 3 years | $2,720,000.00 | ||
Wages 3 years |
$390,000.00 | ||
| Areyonga | |||
| Youth worker 1 | $100,000.00 | $100,000.00 | $100,000.00 |
| Youth Worker 2 | $100,000.00 | $100,000.00 | $100,000.00 |
| Housing | $500,000.00 | ||
| Vehicle 1 | $50,000.00 | $50,000.00 | |
| Vehicle 2 | $50,000.00 | $50,000.00 | |
| Recreation Hall | $200,000.00 | ||
| Casual/trainee | $30,000.00 | $30,000.00 | $30,000.00 |
| Total by Year | $1,030,000.00 | $230,000.00 | $330,000.00 |
Wages by Year |
$230,000.00 | $230,000.00 | $230,000.00 |
| Areyonga Total 3 years | $1,590,000.00 | ||
Wages 3 years |
$690,000.00 | ||
| Ikuntji | |||
| Youth worker 1 | |||
| Youth Worker 2 | $100,000.00 | $100,000.00 | $100,000.00 |
| Housing | $250,000.00 | ||
| Vehicle 1 | $50,000.00 | $50,000.00 | |
| Vehicle 2 | $50,000.00 | $50,000.00 | |
| Recreation Hall | $200,000.00 | ||
| Casual/trainee | $30,000.00 | $30,000.00 | $30,000.00 |
| Total by Year | $680,000.00 | $130,000.00 | $230,000.00 |
Wages by Year |
$130,000.00 | $130,000.00 | $130,000.00 |
| Ikuntji Total 3 years | $1,040,000.00 | ||
Wages 3 years |
$390,000.00 | ||
| Papunya | |||
| Youth worker 1 | |||
| Youth Worker 2 | $100,000.00 | $100,000.00 | |
| Housing | $500,000.00 | ||
| Vehicle 1 | $50,000.00 | $50,000.00 | |
| Vehicle 2 | $50,000.00 | $50,000.00 | |
| Recreation Hall | $ 200,000.00 | ||
| Casual/trainee | $30,000.00 | $30,000.00 | $30,000.00 |
| Total by Year | $830,000.00 | $130,000.00 | $230,000.00 |
Wages by year |
$30,000.00 | $130,000.00 | $130,000.00 |
| Papunya total 3 years | $1,150,000.00 | ||
Wages 3 years |
$290,000.00 | ||
| Mt Liebig | |||
| Youth worker 1 | |||
| Youth Worker 2 | $100,000.00 | $100,000.00 | $100,000.00 |
| Housing | 500,000 | ||
| Vehicle 1 | 50,000 | 50,000 | |
| Vehicle 2 | 50,000 | 50,000 | |
| Recreation Hall | 350,000 | ||
| Casual/trainee | $30,000.00 | $30,000.00 | $30,000.00 |
| Total by Year | $1,080,000.00 | $130,000.00 | $230,000.00 |
Wages by year |
$130,000.00 | $130,000.00 | $130,000.00 |
| Mt Liebig total 3 years | $1,440,000.00 | ||
Wages 3 years |
$390,000.00 | ||
| South West region | Total cost 3 years | $ 13,140,000.00 | |
| Capital 3 years | $7, 500,000.00 | ||
| Wages 3 years | $5,640,000.00 | ||
| South East region | |||
| Bonya | |||
| Youth worker 1 | $100,000.00 | $100,000.00 | $100,000.00 |
| Youth Worker 2 | |||
| Housing | $500,000.00 | ||
| Vehicle 1 | $50,000.00 | $50,000.00 | |
| Vehicle 2 | |||
| Recreation Hall | $200,000.00 | ||
| Casual/trainee | $30,000.00 | $30,000.00 | $30,000.00 |
| Total by Year | $880,000.00 | $130,000.00 | $130,000.00 |
Wages by year |
$130,000.00 | $130,000.00 | $130,000.00 |
| Bonya Total 3 years | $1,140,000.00 | ||
Wages 3 years |
$390,000.00 | ||
| Ampilatwatja | |||
| Youth worker 1 | |||
| Youth Worker 2 | $100,000.00 | $100,000.00 | $100,000.00 |
| Housing | $500,000.00 | ||
| Vehicle 1 | $50,000.00 | $50,000.00 | |
| Vehicle 2 | $50,000.00 | $50,000.00 | |
| Recreation Hall | $300,000.00 | ||
| Casual/trainee | $30,000.00 | $30,000.00 | $30,000.00 |
| Total by Year | $1,030,000.00 | $130,000.00 | $230,000.00 |
Wages by Year |
$130,000.00 | $130,000.00 | $130,000.00 |
| Ampilatwatja Total 3 years | $1,390,000.00 | ||
Wages 3 years |
$390,000.00 | ||
| Harts Range | |||
| Youth worker 1 | $100,000.00 | $100,000.00 | $100,000.00 |
| Youth Worker 2 | |||
| Housing | $500,000.00 | ||
| Vehicle 1 | $50,000.00 | $50,000.00 | |
| Vehicle 2 | |||
| Recreation Hall | $ 300,000.00 | ||
| Casual/trainee | $30,000.00 | $30,000.00 | $30,000.00 |
| Total by Year | $1,080,000.00 | $230,000.00 | $280,000.00 |
Wages by Year |
$130,000.00 | $130,000.00 | $130,000.00 |
| Harts Range Total 3 years | $1,290,000.00 | ||
Wages 3 years |
$390,000.00 | ||
| Lake Nash | |||
| Youth worker 1 | |||
| Youth Worker 2 | $100,000.00 | $100,000.00 | $100,000.00 |
| Housing | $500,000.00 | ||
| Vehicle 1 | $50,000.00 | $50,000.00 | |
| Vehicle 2 | $50,000.00 | $50,000.00 | |
| Recreation Hall | $200,000.00 | ||
| Casual/trainee | $30,000.00 | $30,000.00 | $30,000.00 |
| Total by Year | $930,000.00 | $130,000.00 | $230,000.00 |
Wages by Year |
$130,000.00 | $130,000.00 | $130,000.00 |
| Lake Nash Total 3 years | $1,290,000.00 | ||
Wages 3 years |
$390,000.00 | ||
| South East regional totals | Total cost 3 years | $5,210,000.00 | |
| Capital 3 years | $3,650,000.00 | ||
| Wages 3 years | $1,560,000.00 | ||
| Central Australian total 3 years | $18,550,000.00 | ||
| CA Wages total 3 years | $7,500,000.00 |
2. Best practice model
This proposal details a best-practice model for delivering a sustainable, long-term youth service in central Australia.
This model is based on the aim of good practice in youth work. Name removed was commissioned to document a model of “Good Practice in Youth Program Development”. Pauline is an anthropologist who previously worked for NPYWC as a youth worker at Docker River. Along with Name removed, a youth worker employed by the Docker River Council and the young leaders of the Docker River Youth Committee, Name removed developed the well-regarded youth program which is often cited as the “Docker River model” (see Appendix A).
Appendix A: A Good Practice Model for Youth Program Development in Southern Central Australia
Pauline Fietz
Background
The provision of youth services in Aboriginal communities has generally been ad hoc, irregular, and based on the assumption that young Aboriginal people have the same aspirations, needs, and interests as mainstream Australian kids. In addition, those youth programs that do exist are tend to be subject to the vacillations of community functionality, the insecurity of ongoing funding arrangements, and the difficulties of recruitment and retention of quality youth workers.
Young Aboriginal people in the remote southern region of central Australia are often bored, in bad health, hungry, and faced with inconsistent care from family members or struggling with the pressures of maintaining relationships with young partners and with parenting responsibilities. Many turn to escapist practices for relief or engage in risky behaviour designed to attract the attention of families. The consequences of these behaviours may damage the health and well being of individuals, as well as contributing to severe social disruption and trauma in Aboriginal families and communities.
The demographic profile of Aboriginal communities in the southern central Australian region shows an age pyramid heavily weighted at its base towards young people, with over 52% of the population aged 24 or under. Around 44% of the population is in the 10-24 age groups. Regarded as the lifeblood of their communities by their families, these children and young people are central to the ongoing vitality of unique Aboriginal identity. For these reasons there is a clear imperative to the provision of meaningful services for young people living in these communities. Unfortunately, the instances of sound youth community programs are far too rare.
The operational model for developing youth programs in Aboriginal communities is almost invariably premised on mainstream youth programs, in which young people are isolated from their families, and role models and activities alike are drawn from popular culture. Typically stuck in the ‘Sport and Recreation’ approach to youth work, and delivering football trainings and the odd weekend disco, these programs fail to gain and retain the attention of young people in a meaningful way.
In order to decrease levels of risk behaviours (such as petrol sniffing and vandalism), and to provide young people with meaningful alternatives, youth programs must take account of the culturally specific aspects of young people’s lives. In these communities, most young people cease school attendance at 15 years, boys are initiated at adolescence, and girls and young women play important roles in the provision of care to infants. The cultural imperatives of Aboriginal kinship systems continue to dominate the relationships, behaviour and aspirations of young people.
The following principles of youth program development are broadly based on the experience at Docker River, where a strong and vibrant youth program has been in operation for two and a half years. Whilst personal and social well-being is not easily quantifiable, the Docker River program has already notched up some significant achievements. The program has reduced petrol sniffing by 80%, turned school attendance around from the community with the lowest to the highest levels of attendance, and dramatically improved young people’s health. Levels of anaemia, underdevelopment, and underweight children now approximate or equal mainstream Australian population levels for children of these age groups.
This description of the features of youth program development draws on the Docker River model, but is intended as a guide only. A fundamental component to the success of the program at Docker River has been the involvement of young people themselves, and the support of their families and the community. Rather than seeking to be prescriptive, these principles emphasise the necessity of developing each program in accordance with local needs and community conditions. The involvement of young people and their families ensures that youth program initiatives are locally driven and not externally imposed.
In summary, these are the core principles of good practice in youth program development:
- Resources and infrastructure;
- External coordinating youth services management body;
- Skilled and committed youth workers;
- Regularity and consistency of activities;
- Gender and age status appropriate activities;
- Activities which are meaningful, stimulating, and culturally relevant;
- Promotion of self-esteem and coherence for young people in their lives with their families;
- Involvement of role models;
- Promotion of strong intergenerational relationships;
- Knowledge of families;
- Community development and participation.
1. Resources and Infrastructure
There is an urgent need for a shift in thinking about the nature and content of youth services across the region. Youth services need to be recognised as of equal, if not more importance, as other essential services on communities, and be resourced accordingly. Youth programs which feature the above principles can function, at least initially, on relatively basic resources and infrastructure. The following list represents the minimal level of resourcing required to develop successful youth programs:
- Two youth workers, one male and one female;
- Designated community housing adequate for the needs of these two workers;
- Two 4WD vehicles, preferably Toyota troop carriers, to enable the maintenance of gender separate activities – one Toyota for girls, and one for boys and young men;
- A youth program base or headquarters, in the form of a youth centre, such as the Recreational halls commonly found on communities. This building would ideally be multi-purpose, containing a large open space for indoor sports and games and other activities, a kitchen, storeroom and possibly extra smaller spaces which function as areas for smaller group activities;
- A range of equipment to be built up over time. Basic items would include sporting goods, camping gear, kitchen and cooking utensils. Further equipment needs would unfold gradually in accordance with the scope of the program;
- The provision of line management of the youth worker positions, including access to support, supervision, training, and human resource services.
Many youth programs become unnecessarily focused on the need for the newest equipment and extensive infrastructural development. There is a case to be made for modest infrastructure in communities, as over-resourced facilities can become targets for resource benefit and political manipulation. In addition, youth program facilities are always heavily used and therefore need to be simple and easy to maintain.
2. External Co-ordinating Youth Services Management Body
Youth diversion and development policies have typically emphasised the need for ‘community responsibility’. This assumes a high degree of community capacity, when communities are frequently divided, riven by internal family politics and by dysfunctional administration. Equally, some communities are characterised by exceptionally good local governance, however the inherent challenges of remote Aboriginal community governance mean that this may be highly changeable. In addition, community administrative systems are usually overburdened and unable to provide youth workers with the requisite support they need in order to maintain the delivery of youth services. This places the sustainability of youth programs at risk.
An external co-ordination body for youth services, such as the NPY Women’s Council or CAYLUS (Central Australian Youth Link-Up Service) or a new special purpose organisation would be able to perform crucial youth services such as human resource management, external co-ordination and networking, and youth advocacy. Community councils alone are unable or ill-equipped to supply this level of servicing. The existence of this body thereby acts as a safeguard to ensure that youth programs, their funding, or their workers do not flounder along with the vacillations of community functionality.
3. Skilled and Committed Youth Workers
The problems associated with the lack of a stable, skilled youth workforce are commonplace in communities across the southern region. All too often youth worker positions are filled unsuitable people as qualified youth workers are always lacking. Similarly, inexperienced community members often find themselves attempting to manage the substantial logistics and administration of providing programs for over 50% of the local population without sufficient support, and in the face of massive community and family pressures. Throughout these familiar scenarios, it is young people who inevitably stand to lost the most.
Youth workers employed in these positions need to be multi-skilled, with
the ability to plan and implement a broad range of activities, and to maintain
and repair equipment and infrastructure, drive long distances, manage bush
trips with dexterity and confidence, provide crisis support and care, mentoring,
referrals, health treatments and counselling and support to young people and
their families. A substantial amount of administration, planning and reporting
is also required of youth workers, including the rigors of applying for ongoing
funding grants. The most critical aspect of youth work is the ability to develop
relationships with young people and their families. They must be capable of
understanding the complexities of Aboriginal family life and of using this
understanding as a reference point for working with and supporting young people.
Needless to say, this requires enthusiasm, commitment, and energy.
4. Regularity and Consistency of Activities.
Far too often, youth programs in these communities are impermanent, unstable, and fleeting. Youth workers, as well as funding, come and go with rapidity. Short-lived bursts of activity tend to do more damage than good, as youth workers arrive with a rush of ideas and activities, only to be gone in a matter of weeks or months, or before most of these big ideas can be implemented. The expectations of young people, briefly raised, are once again dashed leaving an ever-deepening void.
A basic level of youth program provision must be constant, involving a platform of daily or near-daily activities to provide a reliable and stimulating environment for young people. Gradually youth programs develop their own regular pattern, on which young people and their families can rely.
Regular and consistent activities are of particular importance for young people during the school holidays, periods known to induce high levels of boredom and potentially outbreaks of petrol sniffing.
5. Gender and Age Status Appropriate Activities.
During the period between childhood and adulthood young Aboriginal people in the Central Australian region proceed through various developmental categories distinguishable by levels of biological and social maturity. Ritual processes and institutions such as initiation for boys serve to further demarcate these age status categories. Gender separation at adolescence is also maintained. A range of social expectations, responsibilities and behavioural protocols are attached to these gender and age status categorisations.
Youth programs need to uphold these protocols and cultural obligations by featuring separate activities for children (tjitji) age 3-11, young women (kungka) and young men (wati or yungpala) age 12 upwards. New initiates are required to distinguish themselves in behaviour and practice from uninitiated boys and younger children according to their newly acquired status as young men. Similarly young men and young women are expected to maintain minimal interaction.
The need to provide meaningful and consistent activities to the different categories of young people presents ongoing practical challenges in the operation of youth programs. Once an activity has been identified as ‘for tjitji’ or ‘for kungka’, for example, this effectively prohibits other categories of young people from engaging in the same activity.
Relevant activities must be developed which cater exclusively for these gender and age status categories. The capacity to provide exclusive activities is dependent on having male and female youth workers and a platform of constant, ongoing regular activities for younger children.
6. Activities which are Meaningful, Stimulating and Culturally Relevant.
Typically limited by funding regulations and by mainstream assumptions about young peoples’ needs, most community youth programs are lacking in depth and focused on the ‘Sport and Recreation’ model of youth work. Young people need to engage their bodies and their brains, and youth programs should include a range of multi-dimensional activities which go beyond this to include educational, cultural, and Recreational components. Meaningful activities should focus on the fostering of self-esteem and confidence in young people, and be based around such themes as personal development, nutrition, positive adolescent health, and the development of valued cultural skills.
7. Promotion of Self-Esteem and Coherence for Young People in their Lives with their Families.
The relationships Aboriginal children and young people have with family members are critical to the process of growing and learning; for the development a whole person, and for the reproduction of the social order. The social obligation to look after, care for, nurture, and nourish young people is shared by family members as young people move through the different age status categories. In order to be effective, youth programs must seek to support these crucial socialisation processes.
Mainstream youth program models which envisage a category of ‘youth’ isolated from intergenerational structures of socialisation, from mothers and fathers, grandparents, aunts and uncles, and from younger children, are culturally inadequate.
Young people keenly desire to gain the attention of their families, and youth programs need to be directed towards achieving this goal in a positive way. Activities must be designed which cultivate both the expression of youthful identity as well as a strong sense of pride, stemming from the consciousness that what they are doing makes their families proud. The core objective of the program at Docker River is ‘to make young people, and their families, proud’. The accomplishment of this goal effectively enables the development of coherent and meaningful young lives.
8. Involvement of Role Models
Young leaders from within the community can play a fundamental role in the provision of relevant and consistent activities. The involvement of a number of young men and women who demonstrate leadership qualities is vital in directing, supervising and managing youth program activities. They are also essential in ensuring an awareness and observance of local cultural protocols, community tensions and familial dynamics, which youth workers from outside may overlook. Community youth leaders are typically self-selecting in that they express an explicit sense of wanting to make something happen on their communities. The involvement, guidance and support of a group of young leaders, which may be in the form of a community ‘Youth Team’ or youth committee, ensures that the ideas for activities which make up the youth program come from young people themselves. These young leaders are able to represent the voice of young people within the community and are crucial role models for their younger kin who follow their example.
In the Docker River example, the Docker River Youth Team meets regularly to discuss all details regarding the operation of the youth program, including planning upcoming events, and discussing issues or problems which may have arisen with the program or with individual young people. This forum also serves as an entry point for any and all youth related business, so that both community members and external service providers are able to consult with the Youth Team. The Youth Team represents the community at meetings, attend leadership and youth development training, and promote the youth program widely within the region. Selection of new members of the Youth Team is made by existing members, with some young people trialed initially on probationary status until they have proven their suitability for the role. The crucial role played by the Youth Team is broadly acknowledged and a position on the Team is much sought-after.
9. Promotion of Strong Intergenerational Relationships.
The introduction of mainstream models of learning and development such as school and Recreation has significantly altered the way in which caring and rearing of children was managed in the past. Mainstream institutions separate children and young people from multigenerational structures of socialisation and fundamental aspects of cultural knowledge transfer may be impaired as a result.
The participation and support of older family members is of critical importance to the success of youth programs. Senior family members are able to give advice on the cultural content of youth programs, and strongly influence the levels of broader community support upon which programs are ultimately reliant.
Youth programs should aim to foster strong intergenerational relationships and to encourage intergenerational transmission of knowledge. A range of intergenerational activities may be supported within youth programs, including day trips and camps for bush tuckering, hunting, damper making, inma (ceremonial) training, seed and bush medicine collection and preparation, artefact making (such as digging sticks, spears, boomerangs), and involvement in visits to country and sites of significance, and land management work. These activities should consist of young people together with senior members of their families.
10. Knowledge of Families
The centrality of family is evident in every aspect of young people’s behaviour. A large component of youth program work focuses on development of intervention strategies with families to divert young people from high risk behaviours which are both individually and socially damaging. In order to have a chance of success, these strategies must be founded on finely-tuned understandings of the dynamics of young people’s lives with their families. Youth programs need to begin developing detailed family reords, such as family trees and family histories, which can be used to aid workers in their attempts to support young people and their families.
Past programs have rarely placed any emphasis on a thorough understanding of family dynamics, yet it is clear that it is these dynamics that are at the core of the issue for many young people on communities. Knowledge of family is the key to the understanding of the problems facing individual children and should be a core responsibility of youth workers.
11. Community Development and Participation
The constant presence of inter-generational interaction and the participation and guidance by community members and youth leaders means that the program is part of an overall process of community development. This ensures that youth development does not become a segregated domain within the community that only furthers generational dislocation. Crucially, this also means that youth development is of benefit to the whole community, and that youth development is the task and responsibility of the community at large.
Conclusion
Youth programs on Aboriginal communities have historically been accorded the lowest of priorities. In addition, through a combination of under-resourcing, mismanagement, and neglect, they have often been dysfunctional and ineffective. Only recently, and probably prompted by a combination of petrol sniffing related deaths and sensationalist media reporting, has the need for youth programs been recognised as critical, and of equal, if not more importance, than other basic community services.
The principles and practices outlined above were developed in collaboration with young people and in accordance with cultural expectations and protocols. They are intended as a guide upon which the history of ineffective youth program delivery can be turned around. Rather than prescribing a formulaic model which will work everywhere, these principles and practices suggest that the most effective programs will be those developed in accordance with the specific needs, conditions, and aspirations of young people, their families, and their local communities. This submission posits a radical rethinking of the entire approach to youth program development. It is this kind of approach that is necessary before true gains can be made that will provide real opportunities for young people to develop strong youthful identities for the future, and for the future of their communities.
Appendix B. Audit of community requirements to provide base level infrastructure in communities in the Southern region of the NT who are not included in the current 8-Point Plan region
Willowra – 220 youth
There is a Recreation Hall that has been funded for renovation by Commonwealth FACSIA.
There is a youth worker funded by NT HCS, plus operational funds which come from Commonwealth FACSIA. The position is auspiced by Mt Theo.
There is currently no suitable accommodation, Demountables have been committed through the NT Intervention but may be a long way off.
It should be noted that Willowra Community Council lost its incorporated status several years ago. There is no current local capacity to administer grants.
Yuendumu- 500 youth
There is a Recreation Hall which is described as dangerous and needs rebuilding or major renovation.
There are two duplex houses for workers’ accommodation
There are funded positions through the Mt Theo program, one of these, a youth worker position, was AERF-funded. This funding expires this year.
Kintore- 300 youth
There is an operational Recreation Hall which needs renovation.
One Recreation Worker (funded by OSHC and Sport & Recreation) is in a council flat – not guaranteed.
One Youth Substance Abuse Worker (funded by NTHCS to June 2008 thru the Council) who does case work and recreation activities. There is a house for program staff that needs renovation.
There is a Substance Abuse worker position funded at the local Health Service. There is Health Service accommodation for this position (should it be filled) which is not available to non-health staff.
2 troopies, both are second hand and need replacing.
Nyirripi- 120 youth
There is a community hall which needs renovation and could be used for youth activities. There will be funding for two youth workers and a vehicle from 2008 under Royalties funding but there is no accommodation for them so the program may not be able to run.
Ntaria- 230 youth
There is a small recreation hall which needs renovation.
There is one local recreation workers funded by Sport & Recreation plus OSHC. There is no accommodation.
There is a car that is shared between other Council projects.
Areyonga- 120 youth
There is a Recreation Hall that needs renovation. There is a pool, which uses most of their recreation funding to keep going.
There is no accommodation for a youth worker, nor a vehicle.
There is some Sport & Recreation money and OSHC funding – not enough for a f/t position. The Council cannot apply for more funding due to lack of accommodation.
Papunya – 280 youth
Recreation Hall which needs renovation
One youth worker house
CAYLUS is administering FACSIA and JDU funding for two youth workers. JDU funding will run out in June, 2008, after which there will be one youth worker.
There is a 2nd hand Troopie.
Mt Liebig- 180 youth
There is a small Recreation Hall – needs air conditioning. No Recreation Worker currently, though they have OSHC funding. No structured activities.
No accommodation for the worker. The community has had to recruit workers within the community, which seriously limited the capacity to hire qualified or experienced workers.
No vehicle.
Ikuntji – 120 youth
There is a Recreation Hall which is only used for discos and bands. There is a renovated homestead with space for youth activities.
There is one bedroom house for the youth worker, Council owned, use not guaranteed.
There is a Troopie for the position leased from CAYLUS.
CAYLUS administers FACSIA funding for the youth program.
Harts Range – 150 youth
There is a basketball court with lights and a very basic shed has some NT Sport and rec funds (app 30k p/a), there is no dedicated house or vehicle.
Lake Nash – 200 youth
There is a basketball court
There is a Sport and rec worker (NT and DCITA funded)
has a program vehicle which will need replacing
There is no dedicated program house
Bonya- 20 youth
No youth worker
No vehicle
No dedicated housing
No Rec hall (womens centre space is sometimes used)
Has a bmx track and a set of bikes.
Ampilatwatja -150 youth
There is enough funding for 1 youth worker
No dedicated house for the worker
No rec hall
No adequate program vehicle
Appendix B: Map of 8 point plan communities
Appendix C: Map of Central Australian region
