• About
  • Toolkit topics
  • Resources
  • Case studies
  • Governance watch
  • Contact
  • Home
  • 01 Understanding governance
    • 1.0 Understanding governance
    • 1.1 The important parts of governance
    • 1.2 Indigenous governance
    • 1.3 Governance in Aboriginal and Torres Strait Islander organisations
    • 1.4 Case studies
  • 02 Culture and governance
    • 2.0 Culture and governance
    • 2.1 Indigenous governance and culture
    • 2.2 Two-way governance
    • 2.3 Case studies
  • 03 Getting started
    • 3.0 Getting started on building your governance
    • 3.1 Assessing your governance
    • 3.2 Mapping your community for governance
    • 3.3 Case studies
  • 04 Leadership
    • 4.0 Leadership for governance
    • 4.1 Aboriginal and Torres Strait Islander leadership
    • 4.2 The challenges of leadership
    • 4.3 Evaluating your leadership
    • 4.4 Youth leadership and succession planning
    • 4.5 Building leadership capacity to govern
    • 4.6 Case studies
  • 05 Governing the organisation
    • 5.0 Governing the organisation
    • 5.1 Roles, responsibilities and rights of a governing body
    • 5.2 Accountability: what is it, to whom and how?
    • 5.3 Decision making by the governing body
    • 5.4 Governing finances and resources
    • 5.5 Communicating
    • 5.6 Future planning
    • 5.7 Building capacity and confidence for governing bodies
    • 5.8 Case studies
  • 06 Rules and policies
    • 6.0 Governance rules and policies
    • 6.1 What are governance rules?
    • 6.2 Governance rules and culture
    • 6.3 Running effective meetings
    • 6.4 Policies for organisations
    • 6.5 Case studies
  • 07 Management and staff
    • 7.0 Management and staff
    • 7.1 Managing the organisation
    • 7.2 The governing body and management
    • 7.3 Managing staff
    • 7.4 Staff development and training
    • 7.5 Case studies
  • 08 Disputes and complaints
    • 8.0 Dealing with disputes and complaints
    • 8.1 Aboriginal and Torres Strait Islander and non-Indigenous approaches
    • 8.2 Core principles and skills for dispute and complaint resolution
    • 8.3 Disputes and complaints about governance
    • 8.4 Your members: dealing with disputes and complaints
    • 8.5 Organisations: dealing with internal disputes and complaints
    • 8.6 Practical guidelines and approaches
    • 8.7 Case studies
  • 09 Nation building and development
    • 9.0 Governance for nation rebuilding and development
    • 9.1 What is nation rebuilding?
    • 9.2 Governance for nation rebuilding
    • 9.3 Governance for sustained development
    • 9.4 Networked governance
    • 9.5 Kick-starting the process of nation rebuilding
    • 9.6 Case studies
  • Glossary
  • Useful links
  • Acknowledgements

4.6 Case Studies

 04 Leadership

Arnhem Land Progress Aboriginal Corporation

March 15, 2013Read more

Ensuring the involvement of the next generation

The Arnhem Land Progress Aboriginal Corporation (ALPA) is an Aboriginal-owned and managed organisation which provides benefits to its members through running community retail stores.

The next generation of Yolŋu youth are given opportunities to become involved in managing ALPA through the Associated Director program. The Associate Director program includes two positions for young Aboriginal people to participate in the management of ALPA at a Board level. The Associate Directors are supported by the Non–Executive Directors, as well as being appointed a Mentor Associate Director, who is usually an Elder in the community with Board experience. The Mentor Associate Director assists the young Associate Directors in understanding the Board meeting protocols and processes as well as answering any questions that may arise about the content of discussions.  The Associate Directors are not given any voting rights but are actively encouraged to participate in all Board discussions.

This program ensures that young Yolŋu people are not only given the opportunity to develop valuable leadership and business management skills but that they also given a voice in how their organisation is run.

KARI Aboriginal Resources Inc.

March 15, 2013Read more

The benefits of a diverse and skilled board

KARI is a vibrant Aboriginal community non-for profit organisation based in Liverpool, NSW. KARI provides an Out of Home Care (foster care) service for the Aboriginal community as well as a number of early intervention, prevention and cultural community programs aimed at supporting the Aboriginal population across Sydney and some outer regions.

KARI is governed by a Board of Management consisting of Aboriginal and non-Aboriginal people, invited because of their expertise, knowledge and skills. Members are selected because of their skillset and the value they bring to KARI. Selection criteria focuses around an understanding of finance and business development, which KARI believe are essential attributes for a governing body. Equally as important is the relationships each member has with their local communities as KARI was born out of community demand and a need for cultural inclusion. Furthermore, Board members are assessed for the specific skillset they bring to the table and how it fits within the existing group, which KARI believes provides for a diverse skillset and range of expertise when making decisions.

Cunnamulla Aboriginal Corporation for Health

March 15, 2013Read more

Developing young and future Elders

Cunnamulla Aboriginal Corporation for Health (CACH) aims to promote, maintain and improve the health and wellbeing of people in South Western Queensland.

The CACH Murri Network has developed a Young Elders and Future Elders program as a forum that allows the future leadership and skill development of the younger generation. The Elders of the community see this as a very important strategy to engage the younger people of their community and to ensure the transfer of knowledge from Elders onto the younger generation.

Young Elders are identified in the community as being proactive and possessing the same qualities and leadership abilities of community Elders. Future Elders are two senior students identified by their peers and school staff as being future leaders in their community. Their role is to work closely with Young Elders as members of the CACH Murri Network as well as act as advocates and a voice for the youth. By developing this strategy, the CACH Murri Network is able to encourage, develop and nurture the younger generation through mentoring and support in order strengthen their skills and aspirations to become the future leaders of Cunnamulla.

 

< Previous Next >

You can view this online or download the whole Topic + Resources as a PDF

Download Toolkit

Case Studies

NPY Women’s Council – strong culture, strong women, strong communities

  NPY Women’s Council (NPYWC) was set up in 1980 and incorporated in 1994.  The organisation was founded in response to the concerns of Aboriginal and Torres Strait Islander women throughout the APY lands.   The women were concerned about the …

Read more...

Murdi Paaki Regional Assembly

Self-determination and community control The Murdi Paaki Regional Assembly (MPRA) is comprised of the Chairs or representatives of 16 Aboriginal Community Working Parties (CWP’s) across the Murdi Paaki Region of NSW. MPRA see self-determination as the key success to their …

Read more...

NPY Women’s Council: Building your cultural guiding principles into your rulebook

The NPY Women’s Council became incorporated under new legislation in 2008. The council undertook a significant period of consultation with its members—spread across a large geographic region—in the lead-up to lodging its new rulebook (formally known as the constitution) with …

Read more...

News

ORIC Top 500 Report 2014-15

The Office of the Registrar of Indigenous Corporations (ORIC) released the 2014-2015 top 500 Aboriginal and Torres Strait Islander corporations report in December 2015. This is ORIC’s seventh report on the top 500 Aboriginal and Torres Strait Islander corporations. It collates and …

Read more...

Social Justice Commissioner launches 2014 Social Justice and Native Title Report

Mr Mick Gooda is the current Aboriginal and Torres Strait Islander Social Justice Commissioner. The Commissioner has a unique role at the Australian Human Rights Commission, responsible for advocating for the recognition of the rights of Indigenous Australians. As part …

Read more...

Overcoming Indigenous Disadvantage: Key Indicators 2014 Report

The Overcoming Indigenous Disadvantage report: Key Indicators 2014 (OID Report) was released by the Productivity Commission in November 2014. The OID Report measures the wellbeing of Australia’s Indigenous peoples. The report provides information about outcomes across a range of strategic …

Read more...

The Australian Indigenous Governance Institute

The Australian Indigenous Governance Institute is a unique Indigenous led national centre of governance knowledge and excellence. We know that practically effective and culturally legitimate governance is the staple building block for delivering real change.

We assist Indigenous Australians in their diverse efforts to determine and strengthen their own sustainable systems of self-governance by identifying world-class governance practice, informing effective policy, providing accessible research, disseminating stories that celebrate outstanding success and solutions, and delivering professional education and training opportunities.

  • Home
  • Contact
  • Privacy
  • Copyright