Taking Action

• SMART Goals

SMART Goals are Specific, Measurable, Achievable, Relevant and Time-bound and can help maintain focus and meet desired outcomes.¹³ Business.gov.au outlines each aspect of SMART and provides a simple example that can be applied to different contexts. See also Model for Set-Up – Tangible Outcomes and Setting Small, Realistic Goals within Setting up a women’s group, organisation or council (Working Strategically – Governance section of Toolkit). 

• Critical Pathway

Critical Pathway, often called a “critical path” in planning and project management, is a sequence of essential tasks or actions that must be completed in a specific order to reach a goal or complete a project on time.¹⁴ Each task depends on the previous one, and any delay in a critical path activity can delay the entire project.¹⁵ Identifying the critical pathway helps focus on the most important steps, making planning and resource allocation more effective.

• Change Agents

Change Agents – Our Community discusses change agents and targets. Change agents, also known as agents of change, are the people who can help facilitate change, and targets of change are those people who are likely to benefit from the change.¹⁶ Within an Aboriginal women’s organisation a change agent could be defined as an individual or group who drives positive change, while respecting and valuing Aboriginal ways of knowing, being and doing that are specific to community.

See further information about Change Agents under “Leadership Concepts and Examples – Change Agents” within Key Leadership Concepts and Examples (Working Strategically – Governance section of Toolkit). 

• Theory of Change

The Australian Institute of Family Studies practice guide What is theory of change? provides a definition, reasons for developing a theory of change and key elements.¹⁷

¹⁸

NPC has developed an easy-to-read guide to explain the Theory of change in ten steps.

• Conceptualising Levels of Change

Conceptualising levels of change means understanding how change happens at different levels – personal, family, and community – and how these levels interconnect and influence each other. Understanding different levels of change is important because it helps create relevant and targeted solutions that can lead to lasting transformation rather than temporary fixes.

The  diagram below represents how different levels of change interact and contribute to larger goals.

• Cultural Capital

Cultural capital is a concept that was first developed by sociologist Pierre Bourdieu in the 1970s and is premised on the advantages some people get from knowing and understanding the ‘right’ kind of culture in society.¹⁹ Having certain knowledge can help people:

1. do better in school and get better jobs; 
2. make useful social connections; and 
3. earn more money and build wealth.²⁰

Not everyone has the same amount of cultural capital. People from different backgrounds often have different levels of cultural capital, and it is usually passed onto children via their parents.²¹ This means cultural capital is one of the main ways that inequality can continue from one generation to the next, and it can explain why some groups in society tend to keep their advantages over time and others find it harder to get ahead.²²

• Indigenous Cultural Capital

For Aboriginal communities Indigenous cultural capital can include knowledge, practices, languages and connections to Country and has been described as the: 

“broad scope of Aboriginal cultural and intellectual manifestations from the historical heritage to more recent developments in Aboriginal stories, painting, artefacts, social customs, religious beliefs and rituals, which are valued and transmitted in the public domain”²³

Leveraging Indigenous cultural capital is about recognising, valuing and using the unique cultural strengths and resources that are unique to each community. Examples include: 

Program design and delivery driven by community and reflective of local Aboriginal ways of knowing, being and doing. 

Language revival. 

Aboriginal land management practices. 

Indigenous governance and decision-making. 

On-Country learning opportunities. 

Traditional health and wellbeing practices such as healing and bush medicines.

• Demographic Profile

A demographic profile is a detailed description of the characteristics of a population within a specific area or group and usually includes information relating to: 

Age

Gender

Family structures

Education levels

Employment status

Income levels

Cultural and linguistic diversity

Health status

Geographic distribution

From an Aboriginal perspective, demographics may also include: 

Language group

Kinship structures

Connection to County

Understanding the demographic profile of a specific group or area is important for action planning as it means a more tailored and targeted approach can be provided to the community. For Aboriginal women’s organisations this means action plans are responsive and build on the strengths and aspirations of local women and girls. 

Demographic Informed Decisions

A demographic-informed decision is a choice or plan of action that is based on a careful analysis and understanding of the characteristics, composition, and trends within a specific population. These decisions take into account various factors that describe the population, such as age, gender, cultural background, education levels, income, health status, and other relevant attributes.

For example, in the context of the Kimberley Aboriginal Women’s Council, a demographic-informed decision might consider:

1. Age distribution: For example, deciding to focus on youth programs if there’s a large young population.
2. Cultural diversity: Ensuring services are provided in relevant languages or with cultural sensitivity.
3. Family structures: Tailoring support services to match common family compositions in the community.
4. Education levels: Developing programs that address specific educational needs or gaps.
5. Health trends: Prioritising health initiatives that target prevalent issues in the community.
6. Economic factors: Creating economic opportunities that match the skills and needs of the population.
7. Geographic distribution: Ensuring services are accessible to all parts of the community.

Making demographic-informed decisions helps ensure that strategies, programs, and resources are aligned with the actual needs and characteristics of the community. It allows for more targeted, effective, and efficient use of resources, and helps organisations respond to the unique challenges and opportunities within their specific population.

The following flow chart provides an outline of how to make demographic informed decisions. Each step is explained in further detail below.

Guide for Developing Demographic-Informed Decisions

1. Collect Comprehensive Data: Gather demographic information about age, gender, family structures, education, employment, income, health and cultural indicators including language groups, kinship structures and connection to Country.
2. Analyse the Data: Study patterns and trends in your data, noting significant changes over time and comparing with regional averages to understand your community’s unique characteristics.
3. Identify Key Issues and Needs: Use data analysis to identify community concerns and opportunities, considering how different groups have varying needs.
4. Consult with the Community: Share data with community members clearly, gather their insights and check that findings match community experiences.
5. Set Priorities Based on Demographic Insights: Focus on widespread community issues while considering specific group needs and preparing for future changes.
6. Develop Targeted Strategies: Create programs and services that suit your community’s makeup, ensuring approaches work well for all groups.
7. Allocate Resources Effectively: Use data to guide budget decisions, ensuring fair resource distribution across all community groups.
8. Monitor and Evaluate: Keep demographic data current, track program impacts and adjust strategies as needed.
9. Ensure Cultural Appropriateness: Use data to create culturally relevant programs, understanding how culture connects with other community characteristics.
10. Plan for the Future: Use trends to anticipate community needs and develop proactive long-term strategies.
11. Communicate Decisions: Share your data-based decisions openly with stakeholders to build trust and encourage feedback.
12. Build Capacity: Train staff in data analysis and partner with research organisations when needed to strengthen your planning capabilities.

It is important to remember, while demographic data is crucial, it should always be balanced with qualitative insights from community members and cultural knowledge. The goal is to use data to support and enhance community wisdom, not to replace it.

• Visioning exercises

Visioning exercises are specific activities that bring people together to create a shared picture of what a group, organisation or community would like to achieve. Visioning exercises can help: 

ground planning;

build unity; 

dream big; and

guide next steps (action).

Example Visioning Exercises

1. Journey Mapping – process that uses physical objects and symbols to create a visual story of where the community has been and where it hopes to go. 
2. Vision Tree – a visual metaphor that uses parts of the tree to represent different aspects of community life and aspirations. 
3. Photovoice Visioning – using photography to capture and share hopes through the future through the eyes of participants. 
4. Deep Listening and Art – combines deep listening and quiet still awareness with creative expression through art to express visions that words alone may not capture. 
5. Timeline Walking – physical and spatial way of exploring the story of the  community (past to present) and then literally stepping into the vision for the future. 

See further information about the importance of creating a vision under “Model for Set-up – Early Engagement, Support and Agreement of Focus and Purpose” within Setting Up a Women’s Group, Organisation or Council (Working Strategically – Governance section of Toolkit). 

• Strategic Priorities 

Strategic priorities are the key focus areas or goals that an organisation identifies as crucial for achieving its mission and vision. They represent the most important issues or opportunities that the organisation needs to address to be successful in the medium to long term. Clear strategic priorities help: 

provide direction and focus; 

align resources and efforts towards common goals; 

aid in decision-making by providing a framework for evaluating opportunities; 

communicate the organisation’s intentions to others; and 

measure progress and success.

Strategic priorities will differ depending on the focus of an organisation, but may include: 

Cultural preservation and revival – Focus on preserving and promoting Aboriginal languages

Health and wellbeing – Improve access to culturally appropriate health services

Education and skills development – Provide training and leadership development opportunities

Economic empowerment – Support entrepreneurship and business development

Community safety and justice – Advocate for justice system reforms

Environmental stewardship – Protect and manage traditional lands

Political representation and advocacy – Increase Aboriginal women’s representation in decision-making bodies

Intergenerational knowledge transfer – Create programs that collect Elders with youth

Identifying Strategic Priorities

Identifying strategic priorities is an important step in effective action planning. The following are some steps for consideration. 

1. Community consultations – conduct workshops and forums in each community. 
2. Needs assessment – analyse demographic data and community profiles and consider gaps in current services and support. 
3. SWOT analysis – assess the strengths, weaknesses, opportunities and threats for the organisation and community. 
4. Stakeholder engagement – consult with relevant people, including Elders, community leaders, partner organisations, as well as government agencies and service providers. 
5. Review of existing plans and reports – research existing documentation, for example the Wiyi Yani U Thangani report and government targets such as Closing the Gap. 
6. Cultural lens – ensure priorities are reflective of cultural values and practices, for example KAWC focus on Liyarn. 
7. Historical analysis – consider past initiatives and outcomes and learn from historical challenges and successes. 
8. Future forecasting – consider emerging trends, potential future challenges and how the organisation can maintain long-term sustainability. 
9. Resource assessment – evaluate available resources and identify potential funding sources and partnerships. 
10. Prioritisation matrix – rate priorities based on impact and feasibility. Consider the short-term and long-term outcomes. 
11. Consensus building – use collaborative decision-making processes and ensure that diverse voices are heard and respected. 
12. Alignment with organisational mission – ensure priorities support the overall vision and mission of the organisation. 

The process of identifying strategic priorities should be inclusive, culturally appropriate and reflective of community needs and aspirations. 

See further information about strategic priorities under “Decision-making Structures” within Governing and Operating a Women’s Group, Organisation or Council (Working Strategically – Governance section of Toolkit).