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  • 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

4.5 Building leadership capacity to govern

 04 Leadership

4.5.1 What is capacity development?

“Capacity building is about regeneration of our communities from the inside out—communities renewing themselves by identifying, appreciating and using their assets …
Each individual and organisation is a resource on which to build.”

(Mick Dodson, Chair Indigenous Governance Awards)

_WQP5473

Martumili Artists, Parngurr, Western Australia. Image, Wayne Quilliam.

Definition: Capacity development is ‘the process by which individuals, groups, organisations, institutions, societies and countries develop their abilities, individually and collectively, to perform functions, solve problems, set and achieve objectives, and understand and deal with their development needs in a broader context and in a sustainable manner’ (United Nations Development Programme 1997).

Capacity development or capacity building is all about helping people develop their own capabilities so that they can achieve their goals.

It is about giving people the chance to improve and strengthen their skills so they can perform tasks better and become more independent.

Capacity building is much more than just formal training, and the capacity to govern requires particular kinds of knowledge, skills and experience from leaders.

There may be many other capacities you can identify as important for your leaders. Consider putting together a list that applies to your situation.

Tips: Important capacities for effective governance

The capacity to work with others
  • identify who you need to work with. They might include community members, elders and leaders, local and regional organisations, NGO’s, government
The capacity to define a vision and consensus
  • communicate with your members about their concerns and priorities. Gather and analyse data to plan effectively, and understand where the greatest needs are. Mobilse consensus and action around those
The capacity to create and enforce rules and strategies
  • develop policies that fit into local plans and cultural traditions
  • understand the political and economical environment
The capacity to manage
  • understand and help manage cultural, economic natural and human resources and be accountable for them
  • plan and manage basic local services
The capacity to assess and implement plans and goals
  • understand strategic planning, risks and opportunities for your organisation, nation or community. Feed this information into planning for the future, so that plans and strategies can be changed to achieve greater success
The capacity to provide and support strong local leadership
  • this gives other people in your nation, organisation or community the confidence to develop and deliver results

4.5.2 Developing a leader’s capacity to govern

Leadership for Aboriginal and Torres Strait Islander governance is a specialist area of knowledge and expertise.

As a leader, developing your capacity to govern is more than just a matter of personal development.

It requires building shared values, attitudes, ways of behaving, and acquiring the specialist abilities that are needed to do the collective job of governing.

First it must start with developing strong cultural values and confidence:

“… imbuing young people with a strong sense of their culture and identity gives them the best chance of finding their way in the world. Embedding culture in communities and young people is a form of Indigenous investment. [Indigenous] people … invest their knowledge, time and resources in young people because they know no one else, not teachers, or social workers or governments, can give what they give.”

(Mick Dodson, ‘Indigenous governance: Self-determination in action’ Reconciliation News No 25, December 2012, page 11)

However, having a strong cultural identity and recognition as a leader must be supported by the practical ability to get things done on behalf of others.

If future leaders are to govern their nations and organisations well, they will need to have access to the right tools, skills, experience and knowledge to carry out these responsibilities.

Three specific areas of capacity development for youth ‘governance leadership’ are central to a cultural reinvestment in youth. They are:

  • opportunities for youth representation and participation in governance, such as decision making, planning and youth councils
  • place-based work experience in communities and organisations that focus on the practical aspects of governing
  • governance training, education and mentoring opportunities


Bringing younger people along to negotiations, high-level meetings and conferences, and involving them in your strategic planning and decision making are important ways to develop future leaders.

The benefits for the young people are obvious, and these individuals have much to contribute as they add energy, enthusiasm and a fresh perspective.

This strategy of shadowing alongside a leader needs to become a routine part of the work of senior leaders, so that upcoming generations are exposed to critical experiences, can build their own skills, and can acquire the trust and recognition they will need from their own people.

The Australian Indigenous Leadership Centre

www.ailc.org.au Visit

The Australian Indigenous Leadership Centre (AILC) is the only provider of accredited Aboriginal and Torres Strait Islander leadership training courses that focus on ‘leadership for governance’ in Australia. The AILC was established as a registered training organisation in 2005 and offers accredited courses in Indigenous leadership, and non-accredited short courses in specific leadership and mentoring skills. You can read more about the AILC by visiting its website: www.ailc.org.au.

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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 …

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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 …

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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 …

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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 …

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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 …

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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 …

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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.

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