Tag Archives: 06 Rules and policies
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 Posted in Case Studies Tagged 06 Rules and policies
This symbol shows how we are moving to have strong, representative government. The symbol is about Thamarrurr – the traditional government of our ancestors and the building blocks of the future. Our new Thamarrurr Council is built on these foundations: …Read More Posted in Case Studies Tagged 06 Rules and policies
Making and carrying out policy Winnunga Nimmityjah Aboriginal Health Service was established to provide culturally appropriate and holistic health care services to Aboriginal and Torres Strait Islander people in the ACT. Power is shared between the Winnunga Board which makes …Read More Posted in Case Studies Tagged 06 Rules and policies
- Membership—rules for who can and cannot be a member of the organisation.
- Representation—rules for who is eligible to sit on the governing body, and how people are elected to it.
- Conduct—rules for how the governing body, managers and staff behave.
- Decision making—rules for how accountable consensus-based decisions should be made.
- Meetings—rules for how and when meetings are held and for addressing culturally sensitive issues.
- Communication—rules for how members will be consulted and kept informed.
- Mediation—rules for how disputes and complaints will be resolved.
- Administration—rules to enable greater cultural flexibility in employment and human resources conditions.
- Planning—rules that support future cultural vision and priorities.
- Gender roles—rules for the different knowledge and leadership responsibilities of men and women.
A policy usually contains:
- A purpose statement. This outlines why the organisation is issuing the policy and what it should achieve.
- An applicability and scope statement. This describes who the policy affects and what will be affected by the policy. This statement may include or exclude certain people, organisations, behaviours or activities from the policy requirements.
- An effective date. This states when the policy begins.
- A policy statement. This sets out the specific guideline, regulation, requirement, or modification to people’s and organisational behaviour that the policy is trying to encourage.
- A review and evaluation statement. This explains when and how the policy will be assessed.
- A complaints statement. This sets out the process for how complaints about the content of the policy will be handled, its implementation or impact.
- A communications statement. This talks about how the policy will be communicated to staff, members, the wider community.
- A roles and responsibilities section. This states which people or sections of the organisation are responsible for carrying out particular parts.
- A definitions section. This provides clear meanings for terms and concepts.
- A cultural issues statement. Many Indigenous governance policies contain extra sections setting out cultural issues, goals, values and traditions that the policy recognises and is supporting, protecting, regulating or limiting.
To increase the effectiveness and legitimacy of policies, many Indigenous organisations are also including a cultural enforcement statement in their policies. This sets out practical processes and mechanisms that the governing body has identified as something that might help the governing body, management and staff to implement the policy in the face of challenging cultural pressures.
|What happens when rules are weak and poorly enforced?||What happens when rules are strong and enforced|
|Governance is less effective and legitimate.||Decision making is more transparent, winning support from members and staff.|
|Conflict increases and relationships are under stress.||Cooperative relationships and collaboration are increased.|
|Members’ rights and interests are overridden or marginalised.||Members’ rights and interests are protected and strengthened.|
|Leaders might be encouraged to be greedy and self-interested.||Everyone wants to invest their time, effort and resources.|
|Private and public agencies won’t want to invest in economic growth.||Economic growth is more sustainable and partnerships stronger.|
|Staff and members are confused and have low morale.||There is high morale amongst staff and members.|
|Nations and communities are less able to exercise practical self-determination.||Nations and communities are more able to exercise practical self-determination.|