Setting up a Women’s Group, Organisation or Council
The aim of good governance is to help groups, communities or organisations manage and organise their business to achieve shared goals.1 This tool explains the concept of governance and some elements to consider when setting up a women’s group, organisation or council.
The tool can be used in the creation and formation of an Aboriginal women’s group, organisation or council, providing governance guidance and a roadmap for action.
The Australian Human Rights Commission is an independent statutory organisation established under the Australian Human Rights Commission Act 1986 (Cth).2 The Commission consists of a president and seven commissioners, including the Aboriginal and Torres Strait Islander Social Justice Commissioner, who aim to protect and promote human rights in Australia and internationally.3
The Australian Indigenous Governance Institute (AIGI) is an independent, Indigenous led, not-for-profit organisation that is focused on developing resources and training to support Indigenous Australians’ self-determined governance.4
Developed and maintained by AIGI, the Indigenous Governance Toolkit is an extensive online resource aimed at supporting Indigenous groups, organisations and communities to understand, build and evaluate governance mechanisms.5 The Toolkit provides explanations, questions, examples, case studies, videos and templates relevant to setting up a women’s group, organisation or council. See also Governing and Operating a Women’s Group, Organisation or Council.
The Australian Institute of Aboriginal and Torres Strait Islander Studies (AIATSIS) is an Australian Government statutory authority that operates under several legislative instruments, including the Australian Institute of Aboriginal and Torres Strait Islander Studies Act 1989.6 The aim of AIATSIS is to ensure Aboriginal and Torres Strait Islander knowledges and cultures are visible, respected and valued.7
The Australian Institute of Company Directors (AICD) is a director member organisation that aims to assist leaders in strengthening the governance of the organisation.8
Business.gov.au is an Australian government website that provides information about operating businesses, including Indigenous, in Australia.9
Deep Collaboration is an online resource created by First Nations peoples and other multicultural Australians to find new ways of working and leading together.10 The Deep Collaboration platform has been developed using the processes and tools of Collaboration for Impact which is a not-for-profit organisation focused on equity and inclusivity.11
Established in 1983, the Dulwich Centre is focused on narrative therapy and community work, providing training, ideas and practices that can be applied to many contexts.12
Supported by the wider Yolŋu community, Galiwin’ku Women’s Space is led by Yolŋu women to support and empower women on Elcho Island.13
IP Australia is the Australian government agency that oversees intellectual property (IP) rights and legislation relating to patents, trade marks, design and plant breeders in Australia.14 The website provides information about understanding IP, including a variety of case studies, webinars, tools and resources.
The Koori Mail is an 100% Aboriginal owned and operated fortnightly national newspaper that provides news, opinions and other material for Aboriginal and Torres Strait Islander peoples and those interested in Indigenous affairs.15
The Marninwarntikura Fitzroy Women’s Resource Centre focuses on creating a place for positive change and leadership for Fitzroy Valley women and their families.16
In 1980, the Ngaanyatjarra Pitjantjatjara Yankunytjatjara Women’s Council (NPY Women’s Council) began as an advocacy body to give Anangu women a voice about matters that concerned them.17 Today the Council remains grounded in women’s law and cultural practice and delivers services to support women and children across 26 desert communities in Western Australia, South Australia and the Northern Territory.18 The NPY Women’s Council is an example of what can be achieved with strong governance guided by culture.
The Office of the Registrar of Aboriginal and Torres Strait Islander Corporations (ORIC) is an independent statutory office that operates under the Corporations (Aboriginal and Torres Strait Islander) Act 2006 and is responsible for supporting and regulating Aboriginal and Torres Strait Islander groups and corporations.19
Reconciliation Australia is the lead independent not for profit body focused on promoting and facilitating reconciliation across Australia.20
Waminda is a health and wellbeing Aboriginal corporation that is focused on providing culturally safe and holistic services for women and their families.21
The Understand Indigenous Governance section of the AIGI Indigenous Governance Toolkit includes Defining governance which outlines eight elements of governance, including resources, and use an analogy of the governance truck.
“…The truck may not be flash, but it can be push-started if it breaks down. It’s got a jerry can if it runs out of fuel and there’s a good set of tools and a spare tyre. These different supplies are your resources. This truck is economical – it has to be with petrol prices being so high. It’s a reliable old model with new parts. Your governance decisions and financial management need to be economical. You need to effectively manage your resources to make sure your group has a future…”22
The Assess your governance section of the AIGI Toolkit includes how to Map your assets which includes considering the assets (such as resources) that your group has access to, as well as identifying what else is required to ensure effective governance and the success of the organisation.
The following diagram is a suggested model for setting up a women’s group, organisation or council and includes additional ideas for consideration. Resources that may support each part of the model have been provided below. It is noted that whilst the model presented is linear, the process does not necessarily follow this order, and there are aspects that may repeat and overlap (for example culture is overarching, but may not be formalised through a strategy until later). The model that your group, organisation or council follows will also differ, however these are key elements that the Kimberley Aboriginal Women’s Council believe are worth considering.
The AIGI Indigenous Governance Toolkit emphasises the importance of centering culture in Aboriginal and Torres Strait Islander governance.23 Further, the Toolkit focuses on Culture-smart governance which includes the principles of cultural legitimacy, networks, connection to Country and local control.24 As an example of cultural legitimacy, the Toolkit highlights how the NPY Women’s Council hosts annual Law and Culture gatherings across locations to ensure women have the opportunity to practice and consolidate their traditional culture and ways of knowing, being and doing.25 26
Reconciliation Australia and AIGI have developed a series of factsheets, including the Culture and Governance Fact Sheet which provides an overview of centering culture, as well as tips for embedding culture in governance.27
IP Australia provides information about Understanding intellectual property (IP), including types of IP, who owns IP and why it is important to value IP. Importantly, Indigenous Knowledge is explained and supported by a series of videos, and they also offer a free Yarnline service for further information.
See also Solutions-based Approaches – Explanation of Key Concepts for other resources relating to Indigenous Cultural and Intellectual Property (ICIP).
Within the Build your governance section of the AIGI Indigenous Governance Toolkit, How to get started outlines important considerations, including a shared commitment, community support and identifying the purpose.
The Assess your governance section of the Toolkit has a downloadable Governance Self-assessment Tool that focuses on knowing your people, governance history, purpose and vision, internal culture, assets, wider environment and planning for the future.
Creating a safe space
Within the Culture-smart governance section of the AIGI Indigenous Governance Toolkit, the principle of cultural legitimacy includes creating a culturally safe environment.
The Australian Human Rights Commission’s Social Justice Report 2011 includes a chapter on Cultural safety and security: Tools to address lateral violence. The Chapter defines cultural safety and security, and outlines solutions-based community examples, case studies and programs.
Deep Collaboration, whilst focused on shared leadership between First Nations peoples and other multicultural Australians, offers some practical resources within its 5 Steps that can be applied to different contexts, including setting up a women’s group, organisation or council. Step 1 Are We Ready For Deep Collaboration references the poem Invitation to Brave Spaces by Micky ScottBey Jones, however the original by Beth Strano’s Untitled Poem is shared below.
Untitled Poem by Beth Strano
there’s no such thing
as a safe space
we exist in the real world
and we all carry scars
and have cause wounds
this space
seeks to turn down
the volume of the
world outside and
amplify the voices
that have to fight to
be heard elsewhere
this space will not
be perfect. it will
not always be what
we wish it to be. but
it will be ours together and we
will work on it side by side.
As part of the Dulwich Centre’s Aboriginal Narrative Practice Course (see Externalising the problem), Aunty Dolly Hankin and Aunty Kerry Major share the development of the Shame Mat to encourage Murri women to yarn freely about themselves in group sessions.28 The idea of leaving ‘shame’ at the door29 is a practice that can be used when working with Aboriginal women across contexts to encourage everyone’s participation.30
Key principles
Developing a set of key principles can help frame and guide the operations of a women’s group, organisation or council. For example, the approach of Galiwin’ku Women’s Space is underpinned by three principles:
- Gurrutu centred – guided by the existing Yolŋu system of relatedness, care and responsibility;
- Client led – women are supported and empowered to use their own ways of knowing to address situations; and
- Two worlds – both cultural and community needs are met.31
As another example, Marninwarntikura Fitzroy Women’s Resource Centre is underpinned by a Trauma and Healing Aware Approach which includes:
- building cultural intelligence;
- being community led;
- demonstrating transparency;
- ensuring cultural safety; and
- understanding trauma.32
The AIGI Indigenous Governance Toolkit discusses principles of governance in two sections – Effective Indigenous governance and Culture-smart governance. These principles can help guide varying governance structures and are briefly described below.
Principles of Effective Indigenous Governance33
- Customised – governance models need to be designed to suit the specific context.
- Culturally Legitimate (see also culture-smart governance) – governance is reflective of the group’s cultural ways of knowing, being and doing and is supported by the people being governed.
- Two-way Accountability – governance meets the expectations of Aboriginal and non-Aboriginal ways of doing business.
- Evolving – governance is dynamic and needs to change over time to meet the needs of the group.
Principles of Culture-smart Governance34
- Cultural legitimacy (see also effective Indigenous governance) – governance is reflective of the group’s cultural ways of knowing, being and doing and is supported by the people being governed.
- Networks – cultural legitimacy is premised on effective engagement with networks (family, kin, community and Country) to ensure appropriate knowledge underpins governance structures.
- Connection to Country – determines identity, responsibility and how people live and work, and to maintain this connection, it should be prioritised and reflected across governance practice.
- Governing Power – having complete control over matters that concern the group.
- Local Control – local people having direct say in matters that affect them.
- Capability – having the skills, knowledge and expertise to effectively govern.
- Leadership – includes the ability to guide and direct the collective vision to meet shared goals.
Group activity or workshop
Waminda’s Balaang Healing program focuses on creating a culturally safe space to support women to connect in various ways.35 Whilst aimed at health and wellbeing, the techniques could be applied in different contexts, including when aiming to engage women in a specific group, organisation or council. Suggestions include:
- yarning circles – participant-led, provide an opportunity for everyone to have their voice heard;
- art therapy – creating individual or collective art as a vehicle to encourage dialogue and share insights;
- Elder’s groups – creating space for Elders to meet separately to share knowledge and support each other;
- women’s group – specific activities, such as fishing or a day trip to take the time yarn and be on Country; and
- women’s gatherings – formalised events that aim to bring women together from across communities to share and learn from each other.36
The How to get started section of the AIGI Indigenous Governance Toolkit includes the importance of creating a clear future vision and identifying the overall purpose as the beginnings of good governance. Watch how the NPY Council Got Started37 and some of the outcomes that have been achieved.
Creating direction and getting people on board
The Assess your governance section of the AIGI Toolkit includes Assess your purpose and vision and refers to questions for consideration in the Governance Self-assessment Tool. Within the same section, Plan for the future focuses on developing specific goals and actions that align to the purpose and vision.
Not big motherhood statements
Business.gov.au explains why goal setting is important and how SMART goals can be used to stay focused on tangible outcomes.38
An interim committee is likely to be a temporary group of people who have been elected or given permission to set up a women’s group, organisation or council. The Your people section of the AIGI Indigenous Governance Toolkit includes some of the key players that may be part of an interim committee and their governance responsibilities.
Ensuring different skill sets and knowledge
Like a board of directors, an interim committee’s role is to provide direction to meet the goals of the group or organisation. The AIGI Toolkit details the roles and responsibilities of the Board of directors, as well as specific positions and skills and knowledge required.
“The benefit of having board directors with different skills, experience and characteristics means they complement and balance each other. For example, if there are 2 directors who are business savvy, it may be okay for another director to have less knowledge in that area. They bring a set of different strengths.”39
Maintain shared vision
The role of an interim committee is to collectively maintain the shared vision of the group or organisation to meet specific goals and this can be facilitated through effective leadership. The Leadership section of the AIGI Toolkit discusses Aboriginal and Torres Strait Islander leadership, including what is required to be an effective and legitimate leader. The Leadership Fact Sheet also provides information about effective leadership, along with specific values and qualities of leaders and capacities needed to effectively govern.
To ensure the goals of the group, organisation or council are met it is important to formulate a plan. The Systems and plans section of the AIGI Indigenous Governance Toolkit outlines ways to organise and take action, including the development of Policies and procedures to guide practice, regular Communication and Meetings and Strategic Planning.
Having a sense of ownership
For actions to be successful they need to be ‘owned’ and agreed by the group – in other words, there needs to be ‘buy-in’ by everyone. The AIGI Toolkit describes a fair leader as someone who involves people in decision-making processes, which in turn, fosters a sense of ownership and increases results.40 Decision-making is addressed in the AIGI Toolkit, including ways to make decisions and sharing the decision-making.
What people are bringing to the table
Each person involved in a women’s group, organisation or council will have different skills and knowledge, however all have important contributions to make. The Your people section of the AIGI Toolkit identifies key players, including the role of Members, Board of directors, CEO and managers and Staff.
The Leadership section of the AIGI Indigenous Governance Toolkit explains the importance of Succession planning to ensure the ongoing success of any group, organisation or council. Watch 2012 NPY Chair Yanyi Bandicha talk about NPY succession planning41.
The Australian Institute of Company Directors (AICD) explains the importance of Succession planning to ensure the organisation continues to operate without disruption.42
Nurturing, supporting, empowering and transferring skills to next generation
“Aboriginal and Torres Strait Islander groups need to be able to grow their own young talented leaders and give them real support and real roles. These individuals have much to contribute. They add energy, enthusiasm and a fresh perspective.”43
Watch Isabelle Orcher discuss the Murdi Paaki’s Young leaders project.44
Within the AIGI Toolkit’s Succession planning area, there is a focus on building leadership capabilities in young people through mentoring, engagement initiatives and formal training, as well as providing ongoing support throughout the transition process.
Value input and create a pathway for voice
The Your people section of the AIGI Toolkit includes Relationships and how they can be developed and maintained. Importantly, healthy relationships are a vehicle for valuing input and creating pathways and opportunities for everyone to have a voice. The Toolkit suggests ingredients for a healthy relationship include: trust, respect, communication, understanding and reciprocity.
The Systems and plans section of the AIGI Toolkit includes Communication and why it is fundamental for achieving organisational goals. The Toolkit explains the importance of communicating with internal and external people and includes key points for effective consultation.
The Australian Human Rights Commission’s Native Title Report 2009 includes Appendix 3: Principles for effective consultation and engagement which has the potential for application across contexts. Principles of particular relevance are:
- ensuring adequate time and resources;
- involving people from the beginning;
- giving everyone the opportunity to be involved;
- applying local decision-making processes;
- prioritising mutually-agreed processes and local knowledge;
- explaining how peoples’ input will be part of the decision-making;
- answering questions and maximising quality input;
- creating an environment where people are comfortable to share; and
- keeping people informed.45
The Your culture section of the AIGI Indigenous Governance Toolkit positions culture as front and centre of Aboriginal and Torres Strait Islander governance. The section includes two areas: Centre your culture (culture being the heart of governance) and Culture-smart governance (key principles and examples).
The Assess your governance section of the AIGI Toolkit includes Recognise your internal culture which discusses how internal culture can influence effective governance. The Governance Self-assessment Tool includes two activities related to internal culture and values and can be used as a starting point for developing a cultural strategy.
Cultural strategy examples:
First Nations Arts and Culture Strategy 2023-27 – Australia Council for the Arts (now Creative Australia).46
Arts and Culture Strategy and Action Plan – Shire of Broome.47
Gunaikurnai Cultural Fire Strategy – Gunaikurnai Land and Waters Aboriginal Corporation.48
The Assess your governance section of the AIGI Indigenous Governance Toolkit includes Know your people which is about identifying the people involved in the governance of the group, organisation or council. The Governance Self-assessment Tool includes two activities that help you define your group’s identity and consider who are the ‘doers’ and ‘beneficiaries’ of your governance.
The Your People section of the AIGI Toolkit focuses on the roles and responsibilities of people involved in the group or organisation at all levels. Your key players may include Members, Board of directors, CEO and managers and Staff.
Building on peoples’ talents and strengths
The Assess your governance section of the AIGI Toolkit includes how to Map your assets to identify the strengths of the group and build on them accordingly. Assets include people (leaders, members, Elders, traditional owners, young and old people) and networks (relationships and connections), all of whom can contribute to effective governance and the success of the organisation.
Being open and flexible about what constitutes a women’s group
The Your people section of the AIGI Toolkit includes Diversity, equity and inclusion and First Nations women in governance. The importance of representation is addressed, including the integral role women play in strengthening groups, organisations and councils. The Toolkit also highlights the work of the Wiyi Yani U Thangani Report, including the key principles (below) to drive reform for Aboriginal and Torres Strait Islander women and girls.49
The Your people section of the AIGI Indigenous Governance Toolkit includes Board of directors and discusses the overall responsibilities of the Board, as well as the roles of directors, chairperson, deputy chairperson, treasurer, secretary, ex-officio board member and board committee member.
The Run a Corporation section of ORIC includes ‘who does what’ and outlines the roles of Directors and Contact person / secretary.
The Australian Institute of Company Directors (AICD) explains the Role of the board50 and Board committees51 to effectively govern, control and manage the organisation.
General member
The Your people section of the AIGI Indigenous Governance Toolkit includes Members and discusses their role and rights within an organisation or council.
The Run a Corporation section of ORIC includes ‘who does what’ which explains the importance of Members.
Cultural position – cultural advisor
The AIGI Indigenous Governance Toolkit positions Your culture as the foundation for Aboriginal and Torres Strait Islander governance. Depending on the needs of the group or organisation, cultural advisory positions may be created or committees formed. For example, each Aboriginal corporation within the Noongar estate has established Cultural Advice Committees that consist of Elders who work together to consider, protect and promote cultural interests.52
Staff
The Your people section of the AIGI Indigenous Governance Toolkit includes CEO and managers and staff and outlines the specific responsibilities for people who work for the group, organisation or council.
The Run a Corporation section of ORIC includes ‘who does what’ and discusses the role of the CEO, including their legal duties and relationship with directors.
The Australian Institute of Company Directors (AICD) explains the Role of chief executive officer (CEO) or managing director (MD) as the most senior person in charge of the day-to-day running of the organisation.53
Building Aboriginal and Torres Strait Islander Governance: Report of a Survey and Forum to Map Current and Future Research and Practical Resource Needs includes Indigenous governance research, resources and a synthesis of ideas and possibilities in preparation for the AIATSIS and AIGI Indigenous governance forum in 2015.54
- As a supplement to the Report a comprehensive Indigenous Governance Bibliography was compiled, and covers various sub themes, including capacity building, levels of governance, toolkits and leadership.55 AIATSIS states the Bibliography should be read in conjunction with Free Prior and Informed Consent, Engagement and Consultation: An Emerging Bibliography56, and other relevant Indigenous governance bibliographies (search ‘bibliography’ at AIATSIS).
Tailored Professional Development and Education and Training
AIGI customises governance professional development, training and advice for Indigenous groups and organisations at all levels.57 Tailored services focus on building the strengths and capacity of the organisation and include: roles and responsibilities, leadership and succession planning.58
In partnership with AIGI, Reconciliation Australia’s Indigenous Governance Program is focused on progressing reconciliation by supporting, recognising and celebrating Aboriginal and Torres Strait Islander governance and self-determination.59
- Indigenous Governance Awards – annual awards that celebrate and promote the success of Aboriginal and Torres Strait Islander organisations across the continent.60
- Corporate Partnership Program – facilitation of partnerships between Aboriginal and Torres Strait Islander organisations with strong governance and non-Indigenous organisations to share, learn and grow.61
- Indigenous Governance Network – online platform aimed at connecting individuals and organisations across Australia who are interested in Indigenous governance.62
- Indigenous Governance Resources63 – a series of factsheets and other resources to aid understanding about Indigenous governance, including:
- Understanding Governance Fact Sheet – provides further information on Indigenous Governance including an overview on effective and legitimate Governance.
- Women in Governance Fact Sheet – focuses on the Aboriginal and Torres Strait Islander women, including participation challenges, harnessing strengths and supporting women in governance.
- Nation Building and Development Fact Sheet – provides 12 practical steps for building and developing your nation.
Justice Connect is focused on non-for-profit law and offers free legal resources for all stages of an organisation’s lifecycle.64
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