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Box 11.5.9 (continued)The Wunan Foundation board holds regular meetings to discuss identified issues withmajority decision-making. Meeting minutes are circulated to all Board members.Decisions are recorded with identified responsibility and time lines for completion.Information about Board activities is publicly available through the Annual Report andwebsite identifies several different business streams with both long term and short termgoals.North Coast Aboriginal Corporation for Community Health has developed acomprehensive set of policy statements that provide the executive officer with aframework for operational decision-making. As the board develops new policies, theseare added to the framework to inform future decisions. A decision-making matrixensures that all decisions observe best practice guidelines, and are made to serve theentire community in their area. Unlike many organisations, North Coast statedtraditional authority is not used in the decision-making process, preferring to evaluateissues within the framework of their health delivery model.Wangka Maya Pilbara Aboriginal Language Centre has two levels of committee —the Executive Committee deals with financial, personnel and organisational projectsand the general Committee deals with planning and policy issues. Decision-making istransparent, and stakeholders are informed of issues through an Annual Report andregular newsletters. There is regular consultation with community stakeholders.WuChopperen Health Service Ltd has annual elections for board members and cleardistinctions between the roles of the board and management. It has well-establishedprocedures and systems for carrying out administrative functions and conducts regularplanning workshops with the board.Maari Ma Health Aboriginal Corporation has a comprehensive Board Level StrategicDirections Statement which sets out the organisation’s purpose, values/ philosophyand its future vision. All decisions made by the organisation must be consistent with theStatement. The organisation also has 11 specific policies regarding delegation by theCEO, to help the execution or followthrough of its decision-making process.More information on these and other successful Indigenous organisations can be found on theReconciliation Australia website at: www.reconciliation.org.au/igawardsSource: IGA 2006.Good governance institutions do not just spontaneously arise. They are the result ofoften lengthy processes of developing capacity and leadership (each discussedbelow) and ongoing training and development. The Indigenous Governance Awardsfound that ‘board and staff training and development is important, as is compulsorygovernance training for board members’ (IGA 2006, p. 44). Examples ofgovernance training by Indigenous Governance Award applicants are summarisedin box 11.5.10.ECONOMICPARTICIPATION ANDDEVELOPMENT11.57

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