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...
- 01 Understanding governance
- 02 Culture and governance
- 03 Getting Started
- 04 Leadership
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
- 07 Management and staff
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
- 09 Governance for nation rebuilding
- Governance Stories
- Useful links
- Preview new Toolkit
4.6 Case Studies
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.
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.
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.
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