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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

7.5 Case Studies

 07 Management and staff

Waltja Tjutangku Palyapayi

March 15, 2013 Read more

Waltja Tjutangku Palyapayi Aboriginal Corporation is a community-based organisation, working with Aboriginal families in remote Central Australia and the APY lands in South Australia. Waltja Tjutangku Palyapayi is Luritja language, meaning for “doing good work with families” and the name encapsulates the Waltja story.

Managing staff 

Waltja Tjutangku Palyapayi has consistently committed funds and in-kind support for staff professional development since incorporation. All new staff members undertake a three-month probation period with induction, training and supervision by a senior worker. The probation review process includes self-appraisal, supervisor appraisal, and a probation review meeting between the CEO, Supervisor and staff member. The CEO and Executive Directors also conduct yearly performance appraisals with all staff members, during which staff identify training needs and future aspirations.

These processes work together to make sure Waltja staff are performing at the best level possible while quickly identifying any potential issues regarding staff performance and addressing them in a timely manner.  All in all, this means that the local communities are getting the maximum benefit from staff members and their organisation.

Waltja Tjutangku Palyapayi Aboriginal Corporation is a community- based organisation, working with Aboriginal families in remote Central Australia and the APY lands in South Australia. Waltja Tjutangku Palyapayi is Luritja language, meaning for “doing good work with families” and the name encapsulates the Waltja story.Waltja Tjutangku Palyapayi Aboriginal Corporation is a community- based organisation, working with Aboriginal families in remote Central Australia and the APY lands in South Australia. Waltja Tjutangku Palyapayi is Luritja language, meaning for “doing good work with families” and the name encapsulates the Waltja story.

Aboriginal and Torres Strait Islander Legal Services Queensland

March 15, 2013 Read more

Staff development and training

Aboriginal and Torres Strait Islander Legal Service (Qld) Ltd (ATSILS) deliver criminal, family and civil law services as well as community legal education, law reform, prisoner care services and a deaths in custody (and police complaints) monitoring role.

Legal staff development and training is integral to the quality of client service delivery. Externally, staff are sent to a wide variety of training programs, conferences and seminars with a particular emphasis on developing their skills further. Staff development is also supported via the Studies and Continuing Professional Development Policy which gives staff time off to attend university lectures or sit exams.

Internally, ATSILS provide a fortnightly Continuing Professional Development Program. These internal presentations also attract external participants, such as solicitors and barristers from the private bar. In addition, ATSILS conducts periodic multi-day workshops for staff, as well as managers, with a central focus on managerial skills. Ongoing development and mentoring is also a facet of the structure of ATSILS with line managers and seasoned professionals providing advice and guidance on an ongoing daily basis.

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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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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 …

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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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