Measure 7: Coordination
7.1 NTER Taskforce
7.2 Government Business Managers
The impression I received from the Government Business Manager based in this community was that he was there to apply for funding for projects under the NTER and ensure that federal money was spent on the projects it was applied for. Unfortunately once the funds were approved it was not his role to do any of the work of applying for quotes, organizing materials and workforce and acquitting the funds. This work fell upon non-Indigenous staff working in the community such as the CEO and maintenance worker. These people were already working a full time job plus, prior to the NTER thus the main result of the GBM was to increase their work load. The GBM also requested liaison services from the CEO and other staff. This community had been fortunate in the past with relatively stable non-Indigenous staff. The current CEO had been asked by the community to come and work in the community, he had not applied for the work. He was trusted and known in the community and community members had often asked him to act as a community extension agent by being present at meetings they had aside from council business. The council administration assistant and Centrelink officer had both been in the community for long periods of time as had the maintenance man, nurse, primary school teachers and shop managers. All these people had knowledge in their fields of the community and people and the CEO was trusted and respected by the staff of the non-council organizations as he maintained contact and dialogue with them.
The Indigenous community was aware of the GBM and made him welcome. However they had seen many government and council staff come and go in a short time over the past fifty years so were inclined to wait and see what the GBM would do. They felt uncomfortable that he put in reports about the community that they did not have access too and so could not put their point of view across. I feel it was also difficult for the GBM to understand about family links and advice. Although a resident and worker here for five years, the more I learn the more I realize how little I know. I don’t think the GBM understood that because someone agreed to something it did not necessarily mean that they understood it or wanted it, they may have only been polite.
From talking to other long term staff in different agencies in the community, the GBM in his 12 months did not build up the level of trust and confidence that the CEO had. People felt that he was judging them. The staff in the community had varying levels of skills, ability and capacity. The community functioned generally very well and in general, the long term staff especially, had been working to the best of their ability to make improvements in their sphere of practice. None of the long term staff felt that their efforts were acknowledged and in general most felt that they had been judged and found wanting. This was stressful and disheartening for the long term staff. On-going media reports about the NTER also did not help in addressing this problem. Some long term staff have already left and others are considering it due to these stressors.
I also feel that the GBM became disheartened as he did not see changes occur possibly as quickly as he would have liked. Given the build up in the media about the NTER I feel many staff came out with much good will hoping to contribute in a worth while way to make a real difference in people’s lives. The reality shock of finding that both Indigenous and non-Indigenous community members were dealing with many things in their lives apart from the NTER and that it was only a small priority in many community peoples lives must have been very disheartening.
7.3 Operations Centre
7.4 Community Engagement and Volunteering
7.5 Temporary Accommodation of WOG staff
7.6 Commonwealth Ombudsman support for NTER
7.7 Logistical support for NTER