In a rapidly changing world, this can create both strengths and challenges for the governing bodies of Aboriginal and Torres Strait Islander organisations.
For example, what may be seen as a conflict of interest or failure to show due diligence by western society may not be seen as such within Aboriginal and Torres Strait Islander society. In fact, it may be seen as a legitimate response to the normal demands of kinship and reciprocal sharing. However, the governing body of an organisation must represent the rights, interests and wellbeing of all its members. The members of the governing body are not there to speak for themselves, or on the behalf of just a few people.
There may be cultural pressure to do so, but showing favouritism to one family, prioritising your own financial gain, or not declaring a conflict of interest gives out the wrong message to younger people that it is acceptable to act unethically.
The strengths of having cultural foundations for a governing body are obvious. A culture-based governing body benefits from consensus decision making styles, networked leadership, values of mutual obligation, shared land ownership rights and interests, and strong support relationships. Image, Wayne Quilliam. When a governing body reflects the cultural values and priorities of its members, and is accountable to them, those members naturally support it and have a personal investment in its success.
Similarly, without the wider legitimacy that a governing body and organisation earns from being accountable upwards to funding agencies or partners, they can quickly lose their external credibility and effectiveness, and even become vulnerable to unilateral intervention by outsiders. Internal From members and the wider community: External From the legal or funding framework: cultural powers legal powers authority authority legitimacy legitimacy accountability accountability.
You can read more about two-way power and authority in Topic 2. The women were concerned about the …. MPRA see self-determination as the key success to their …. The council undertook a significant period of consultation with its members—spread across a large geographic region—in the lead-up to lodging its new rulebook formally known as the constitution with ….
It collates and …. The Commissioner has a unique role at the Australian Human Rights Commission, responsible for advocating for the recognition of the rights of Indigenous Australians.
As part …. The report provides information about outcomes across a range of strategic …. The Australian Indigenous Governance Institute is a unique Indigenous led national centre of governance knowledge and excellence. We know that practically effective and culturally legitimate governance is the staple building block for delivering real change.
We assist Indigenous Australians in their diverse efforts to determine and strengthen their own sustainable systems of self-governance by identifying world-class governance practice, informing effective policy, providing accessible research, disseminating stories that celebrate outstanding success and solutions, and delivering professional education and training opportunities.
Home 01 Understanding governance 1. How the governing body relates to its group members, management and staff. A governing body has to:. To be able to deliver the functions, a Recognised NGB is likely to undertake the following activities: Prepare and implement a vision and strategic plan for its sport and determine how it will be implemented nationally, regionally and locally.
Promote its sport. Manage the rules and regulations of its sport, including anti-doping, child protection and equality. Implement a governance framework for its sport. Administer officials of its sport. Encourage and grow participation. For many entities, board meetings take place in the public arena, subject to the scrutiny of both practitioners and the general public. Many boards also use a committee structure model to carry out the work of the board. An individual board member may sit on one or more of these committees.
Committees may be required by the statute e. It is often at the committee level where board members most actively carry out their roles. Committee meetings are usually not conducted in public and tend to be more informal in nature. Committees are responsible to the board for the work that they do. The committee does not set policy itself; rather it makes recommendations to the board, which may or may not be adopted.
Boards set the standards for entry into a profession and assure the public that the practitioners offering services meet those standards. Individual board members contribute to this by assisting with the development of these standards in working group or committee meetings.
Boards may engage in ongoing education and communication strategies to acquaint the public with these standards.
Many entities have quality assurance programs and methods of assuring that practitioners meet the standards of the profession on an ongoing basis. This may or may not involve random or targeted testing on a periodic basis.
There is usually some expectation that practitioners will meet a certain standard of participation in continuing education. They register those who are qualified. This registration usually involves issuing a certificate or license without which a person may not practice in the jurisdiction of the regulatory body.
Certain information as to the status of the practitioner is available to the public. Board members may perform adjudicative functions in determining guilt and penalties with respect to practitioners and form an essential part of the system of administrative justice in a given jurisdiction. Their decisions may also affect the care the public can expect to receive from the profession.
The seriousness of these matters makes it prudent for board members to participate in their own ongoing education with respect to the principals and practices related to the administrative justice system. Responsibilities of Board Members Board members have a responsibility to at least three constituencies:. The general public. They have a right to expect a fair method of dealing with disputes that may arise with the practitioner. There should be no unfair barriers for such persons.
Other board members. There is a responsibility to listen to them and to respect their views and contributions. There is also a responsibility for helping to determine good policy and helpful procedures, for contributing to fair determination of problems and for helping the regulatory entity to operate most effectively and efficiently. Board members should keep these rights in mind when making decisions. People often equate "the consumer interest" with the public interest.
But there is a difference.
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