Managing Indigenous Organisations

If you manage an Indigenous organisation as a CEO or a Senior Manager of a unit, or if you have oversight as it's Chairperson, you probably have some concern in the back of your mind about some of the risks you face. You can probably cope with some of the small things like a computer crash or the loss of a staff member, even if you had not prepared beforehand. These are things you can work on as they happen, even if it is a bit inefficient, and could involve some delay or disruption to operations. But what about catastrophes? (more…)...

As the Chairperson or CEO of an Aboriginal & Torres Strait Islander corporation, or even as a Manager of a unit within one, I'm sure it will resonate with you when you hear that it's never "business as usual" for an Indigenous organisation. From one day to another, apart from running and managing your corporation, you will find external factors affecting how you operate and possibly even threaten your future. You know, for example, that from time to time, you face dangers from health & safety procedures. From time to time, governments change or their policies change and the security of your funding becomes an issue to worry about. While you might operate your standard processes for most of the day-to-day, the possibility of these risks worries you. But as a busy person, those are only the most likely ones - what about the hidden risks? (more…)...

Risk has always been a reality for Aboriginal and Torres Strait Islander organisations operating in a context where funding is irregular, activities and operations often in remote and dangerous locations, resources and sufficient training on procedures are scarce, the retention of corporate knowledge and succession of talent is always difficult to maintain, and the risk of fraud and corporate theft always at hand. The recent COVID-19 pandemic was an unprecedented, catastrophic event that shut down travel, put at risk vulnerable Indigenous Elders, and in some cases closed operations for several weeks. What if it or another more likely or more catastrophic event happened again? (more…)...

To many Aboriginal & Torres Strait Islander organisations, a strategic plan is something that you are made to think is a good idea, that often is required for you to obtain funding. It's a box that grant-funders tick off as if to say that if you had a strategic plan you must automatically show you are deserving. Why? Do these agencies who insist on seeing your strategic plan actually review that plan to see that it is fit for purpose and appropriate for you? Do they subsequently check that you have implemented the plan and that it is driving you in the right direction? Do they care, other than to ensure they have done due diligence? That's the problem. A strategic plan should represent a flag on top of a hill that you strive toward. The reality? (more…)...