Winners and finalists of the 2022 Indigenous Governance Awards talk about the importance of developing the next generation of leaders and how succession planning takes place in their organisation...
Building capacity of governing bodies to deal with conflict and misconduct
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Home
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01 Understanding governance
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02 Culture and governance
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03 Getting Started
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04 Leadership
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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
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06 Rules and policies
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07 Management and staff
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08 Disputes and complaints
- 8.0 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
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09 Governance for nation rebuilding
- Governance Stories
- Glossary
- Useful links
- Acknowledgements
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Building capacity of governing bodies to deal with conflict and misconduct
08 Disputes and complaints
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Effective strategies to build the capacity of governing bodies to deal with conflict and misconduct include:
- delivering customised training in dispute mediation and negotiation
- ensuring the governing body carries out an annual self-evaluation of its own governance performance, and its ability to work and make decisions as a group
- providing regular briefings and progress reports on issues under dispute
- developing specific policies setting out expectations for codes of conduct, conflicts of interest, governing roles and responsibilities, and guidelines for resolving internal disputes and complaints
- training in how to run productive meetings and make consensus decisions
- development of protocols and procedures for grievances and appeals
- using the strategic plan, succession planning and future vision as guides for more consistent decision making, to reduce factionalism and conflict
- drawing on the cultural input and advice of the wider peer groups of leaders in a nation or community
- development of governance charters and manuals laying out agreed values, rules and commitments.
If you are an incorporated organisation registered with the Office of the Registrar of Indigenous Corporations under the Corporations (Aboriginal and Torres Strait Islander) Act 2006 (Cth) you can also ask the registrar to intervene to resolve disputes.