NPYWC Business Plan

NgaanyatjarraPitjantjatjaraYankunytjatjaraWomen’sCouncil

(AboriginalCorporation)

BUSINESSPLAN

IndigenousLandCorporation(ILC)LandAcquisition–Socio‐Economic

DevelopmentProgram

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CONTENTS

Section Page 1 Overview

Background AimsandObjectives KeyFunctions StrategicPlanning Resourcing

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2 TheOrganisation NPYWomen'sCouncilLegalStructure NPYWomen'sCouncilOrganisationalStructure DirectorsProfiles SeniorManagement/ExecutiveStaffProfiles Governance FinancialStatements

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3 TheBusiness ExternalInfluencesonNPYWCOperations BusinessRelationshipsandArrangements NPYWC’sPerformance NPYWC’sCompetitiveAdvantage

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4 PlanningProcesses Strategicandoperationalplanning IdentifiedRisksandRelatedManagementStrategies Infrastructure,EquipmentandAssets HumanResourceManagementandDevelopment Marketing Management,OperationalandLegalStructures

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5 FinancialAnalysisofBusinessPlan

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6 MonitoringandEvaluation ExternalMonitoringandEvaluation InternalMonitoringandEvaluation

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Appendices

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OVERVIEWBackground

The Ngaanyatjarra Pitjantjatjarra Yakunytjatjara Women’s Council (NPYWC) AboriginalCorporationisanadvocacyandhumanservicedeliveryfocusedorganisationwhichrepresentsthe common interests, family and cultural connectionsofwomen from the ‘three sides’ of thecentral desert region of Australia. These ‘three sides’ are the Anangu PitjantjatjaraYankunytjatjara(APY)Lands inSouthAustralia, theNgaanyatjarraLands leaseholdandnativetitleholdingsinWesternAustralia(formerlytheCentralReservesandotherlandtracts)andthefoursouthernNorthernTerritorycommunitiesofImanpa,Mutitjulu,DockerRiverandAputula(Finke.)Approximately 6000Anangu (or inWAYarnangu)people reside innearly forty communities,outstations and homelands (Western Australia 12, Northern Territory 5, South Australia 21),thatconstitutetheorganisation’smembershipandservicedeliveryarea.Thesecommunitiesarespreadoveravast350,000squarekilometressemiaridexpanse(seeNPYmap).The people of the NPY area share language, historical, cultural and familial connections andconcernsforthemselvesandtheirfamiliesthattakeprecedenceoverstateandterritoryborders.

NPWYC’soriginsextendbackoverthirtyyearstotheSouthAustralianPitjantjatjaraLandRightsmovementinthelate1970s.Womenoftheregionfeltthattheirneedswerenotbeingaddressed

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andsoestablishedtheirownorganisation,withthefirstmeetingheldatKanpiinSouthAustraliainDecember1980.AimsandObjectives

NPYWC’s central purpose is to ‘relieve the poverty, sickness, destitution, distress, suffering,misfortune or helplessness among the Aboriginals of the Ngaanyatjarra, Pitjantjatjara andYankunytjatjaracommunities’.Theorganisation’sspecificaimsareto: ProvideaforumforNgaanyatjarra,PitjantjatjaraandYankunytjatjarawomentodiscuss

theirconcerns; Assist and encourage the representation and participation of women from the

Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara region on local, regional and otherrelevantbodies;

Helpindividualwomenandgirlstoachievefurthertraining,educationandemployment; Establish,provideandorpromoteservicesto improvethehealthandsafety,education

andgeneralwell‐beingofpeopleintheNgaanyatjarra,PitjantjatjaraandYankunytjatjararegion;

Establish, provide and promote the artistic and cultural interests of Ngaanyatjarra,PitjantjatjaraandYankunytjatjarawomen;

Promote and support the achievements and authority of Ngaanyatjarra, PitjantjatjaraandYankunytjatjarawomen;

Gather and provide information about issues of importance to Ngaanyatjarra,PitjantjatjaraandYankunytjatjarawomenandthebroadercommunity;

Promote and encourage the law and culture of Ngaanyatjarra, Pitjantjatjara andYankunytjatjarawomen;and

Supportandencourageotherwomenandorganisationswhoworktowardssimilaraims.NPYWomen’sCouncil’sactionsareinformedbythefollowingguidingprinciples: Ngapartji ngapartji kulinmamunu iwarawananma tjukarurungku: respect each other

andfollowthelawstraight Kalypangku:conciliatory Piluntjungku:peacefulandcalm Kututumukulyangku:kind‐hearted Tjungungku:united Kunpungku:strongKeyFunctions

NPYWC’soriginsasanadvocacybasedorganisationforwomenintheCentraltri‐stateareahavebeenmaintainedthroughcontinuedprovisionofastrongandcrediblevoiceforitsmembersonissuesincluding: Substanceabuse; Domesticandfamilyviolence; Childprotection; Policing,cross‐borderjusticeandothersafety/legalissues; Endstagerenaldisease;and Theneedsandaspirationsofyoungpeople.NPYWC’s other major function is as a significant provider of human services to individualAnanguandYarnangu(Aboriginalpeople)andfamiliesintheregions.CurrentNPYWCprograms(tri‐stateunlessotherwiseindicated)are:

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Tjungu(together):aged,disability,mentalhealthsupportprograms Tri‐StateDisabilitySupportServices DisabilityAdvocacy AgedAdvocacy AgedCareSupport(APYLandsSAonly) EmotionalandSocialWell‐being Cross‐borderCarerRespiteService Ninti (to know): transitional education opportunities for Anangu childrenwho have a

disability.

Ngangkari(traditionalhealers)Project YouthProgram Community‐based recreation and diversion; individual case management and holiday

programs. DomesticandFamilyViolenceService Legalassistance,advocacy,individualcasemanagementandpracticalhelptovictimsand

childrenintheircare. ChildNutritionandWell‐beingProgram Individualcasemanagementforfailure‐to‐thriveonetofive‐year‐olds Nutritioneducation Supportinstatutorychildwelfarematters. TjanpiDesertWeavers NPYWomen’sCouncil’sfibreartsocialenterpriseinitiativeinvolvingoverfourhundred

womenmakingfibreartandotherproductsincludingbushmedicineandbeaniestosellto Tjanpi (meaning: desert grass) Desert Weaver for on‐sale to the public throughexhibitionandretailoutlets,includingfromNPYWC’spremisesinAliceSprings.

Emergencyrelief AssistancetoAnanguandYarnangufromtheregionthatareinimmediateneedoffood,

fuel,transport,clothing,beddingoraccommodation.Staff who support the coordination and/or delivery of programs may either be based atNPYWC’s premises in Alice Springs, living in communities in the region and/or undertakeextensivetravelinordertodotheirwork.StrategicPlanning

NPYWC’s 2009‐13 Strategic Plan identifies four key focus areas that reflect the consultationundertaken with stakeholders, the organisation’s Directors and senior management. Itrecognisesthepolitical,economic,socialandenvironmentaltrendsimpactingorlikelytoimpactontheorganisation.Theseare: Servicedelivery

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Advocacy Organisationalcapacity FundingTheStrategicPlandescribes the initiatives, timeframes, responsiblepersons,keyperformanceindicatorsandoutcomesforeachofthesefocusareas.Annualactionplans,developedbyteamsresponsible for service delivery, administration and management, reviews performance andidentifiesfutureactionstowardfulfillingtheorganisation’saimsandobjectives.Resourcing

NPYWCcurrentlyoperateswithabudgetofapproximately$9millionperannumderivedfromawide variety of government, not for profit and philanthropic agencies. This includes fundsprovided by the Australian, West Australian, Northern Territory and South AustralianGovernments to deliver a wide range of human services, which these governments prefer tocontract out rather than deliver direct. The organisation annually manages over fifty grants,under more than twenty separate funding agreements, for its five service delivery programareas.Eachgrantmustbediscretelyacquitted,bothfinanciallyandinrelationtoperformance.NPYWC presently employs close to 90 staff on full‐time, part‐time, casual and/or short‐termcontractstaffbasisdependingontherole,functionandtenureofthepositionincludingupto30basedontheLands.Programsoperatewhereatallpossiblewithateamconsistingofa(usuallynon‐Aboriginal) staff member with formal professional qualifications and an Anangu projectworker who is employed for their language skills, community knowledge and contacts andculturalknowledge.

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2.THEORGANISATION NPYWomen'sCouncilLegalStructure

17June1994:IncorporatedwiththeOfficeoftheRegistrarofIndigenousCorporations.

Corporationname:NgaanyatjarraPitjantjatjaraYankunytjatjaraWomen'sCouncilAboriginalCorporation

DesignatedaslargeCorporation.

1July2000:RegisteredintheAustralianBusinessRegister.

ABN77902127562 EntityName:NPYWomen'sCouncil(to6September1994:Ngaanyatjarra

PitjantjatjaraYankunytjatjaraWomen'sCouncil)

ATOstatus:PublicBenevolentInstitution.AcquiredEndorsements&Concessions:

DeductibleGiftRecipientendorsement(1July2000) IncomeTaxExemption(1July2000) FBTExemption(1July2005) GSTConcession(1July2005)

NPYWomen’sCouncilOrganisationalStructure

TheoperationalandmanagementstructureofNPYisoutlinedintheOrganisationalStructureoutline(seepage7).Keyrolesandpositionsinclude: Elected Directors: Responsible for the over‐all policy and advocacy direction of the

organisation.Uptotwelvememberscanbeelectedfromtheregion,includingaChairpersonandViceChairpersonwhoareelectedbysecretballoteverytwoyearsatanAnnualGeneralMeeting.ThecompositionofDirectors includesequal representation fromeach jurisdiction(WA,SAandNT).

Co‐ordinator: Responsible for day to day management of the organisation, support to

Directors, dealing with policy issues with and on behalf of Directors, overseeingadministration and staffing, recruitment, employment grievances and financialadministration.

Deputy Co‐ordinator: The Deputy Co‐ordinator works closely with the Co‐ordinator to

manage the organisation and is responsible for the day to day management of programsareasincludingservicedelivery.ThepositionsupervisesTeamorProgramManagersandtheExecutive Assistant; assists in themanagement of NPYWomen’s Council’s operations andfunctions;assistsDirectorsandtheCo‐ordinatortodevelopandimplementpolicyinkeepingwiththeaimsandobjectivesoftheorganisation.

TeamManagers: YouthManager,ChildNutritionManager,TjunguTeamManager (includes

Aged, Disability, Cross Border Carer Respite and ESWB), Domestic and Family ViolenceService Manager, Tjanpi Manager, Ngangkari Senior Project Officer, Finance Manager andAdministrationManager.Teammanagersareresponsibleforthesupportandsupervisionofprogramsandstaffintheirrespectiveareas,seekingfundinganddealingwithfundingbodies.

AssistantManagers and SeniorProjectOfficers: Assists TeamManagers tomanage projects

andservicesandtoassistwithstaffsupervision.

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Projectofficers:Staffwhoworkinthevariousprogramareascarryingoutcasemanagementincluding practical assistance and advocacy. A number of these staff are based incommunities in theNPYLands.Caseworkersnotbasedon theLandsspendat leasthalfoftheirworkingtimeinremotemembercommunities.

Administration:Under the co‐ordinationof theAdministrationManager, theadministration

team manages: reception and general administration, management of staff housingmaintenanceintownandintheLands,emergencyrelieffunding,vehiclefleetmanagement,satellite phone management, logistics for bush meetings and general repairs andmaintenance.

Finance:TheNPYWCFinanceManagermanagestheNPYWCFinanceSection,assistsinsetting

upprojectbudgetsandexpenditurecontrols,providesregularandadhocbudgetreportsforall projects, and ensures that the systems and practices are in place to enable compliancewithfundingcontracts.TheFinanceManageralsoreviewsandoverseespayroll,debtorsandcreditors, banking, reconciliations, receipts and allocation of funds, prepares the financialstatements,andcoordinateswiththeexternalauditortofacilitatetheinterimauditandtheyear‐endaudit.

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NPYWomen’sCouncil(AboriginalCorporation)OrganisationalStructure

Directors12memberscomprising Chairperson Vice–Chairperson 10electedrepresentatives

reflectingtri‐stateandNPYregion

Administration

AdministrationManager

Receptionist/AdminWorkerx2

VehicleandPropertyMaintenanceOfficer

VehicleandPropertyMaintenanceAssistant

DomesticandFamilyViolenceService

Manager AssistantManager SeniorCaseWorker Advocacy/Case

Workers- SA- WA- NT- AliceSprings

SexualAssaultWorker DVAdminOfficer Interpreter/Cultural

LiaisonWorker LegalOfficer

Finance

Manager SeniorAccounts

ClerkandPayrollOfficer

AccountsClerk

TjunguTeam(AgedandDisabilityServices)

Manager SeniorProjectOfficer DisabilityAdvocacyOfficer–Tri

State DisabilityProjectOfficer–WA DisabilityProjectOfficerSA/WA HACCAgedSupportOfficerSA AgedAdvocacyOfficer–TriState EmotionalSocialWellBeing

Officer–TriState RespiteProjectOfficersx2 NintiProjectOfficer AnanguProjectOfficer

YouthTeam Manager Assistant

Managers SeniorProject

Officers Youth

DevelopmentOfficers- SA:APYeast

APYwest- WA:

WarakurnaKiwirrkurra

- NT:FinkeMutitjuluImanpaDockerRiver

SchoolHolidayProgram/Admin

SubstanceAbuseProjectOfficer

YouthTrainingOfficer

TjanpiDesertWeavers

Manager SalesandMarketingOfficer SalesandMarketing

Assistant ArtsandCultureAssistant ArtsandCultureField

Officer TjanpiCornerMinyma

Co‐ordinator

ChildNutritionandWellbeingProgram

Manager Assistant

Manager Nutrition

DevelopmentOfficers- East1- East2- West- Central- AliceSprings

Directorate DeputyCoordinator ExecutiveAssistant HumanResource

Officer

NgangkariTeam(traditionalhealers)

SeniorProjectOfficer MaleNgangkarix2 FemaleNgangkarix4 ProjectOfficer

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NPYWomen’sCouncilDirectorsProfileMarch2010–October2011*The Board of Directors is comprised of womenwho geographically and culturally represent the areas towhich the NPYWC provides advocacy anddeliversservices.Boardmembers’direct lifeexperiences,understandingsandcommitmentguide theorganisation inensuring that theneedsand theaspirationsofthecommunitiesinwhichtheylivearemet.

Boardmembername

ApproxtimeonyourBoard

OtheragencieswheretheyhavebeenBoardmembers(expandfurtherifmore

thanone)

RelevantQualifications(ifattained)

RelevantSkills/Experience

OrganisationName ApproxTimeonBoard(years)

MargaretSmithChairperson

Director‐becameVice‐ChairpersoninJanuary2008andChairperson18.04.08.PublicOfficer0.09.06topresent

ImanpaCommunityCouncil.UluruKataTjutaNationalParkBoardofManagement.Cross‐borderReferenceGrouponVolatileSubstanceMisuse.Aputula(Finke)CommunityCouncil

6years MargaretisaYankunytjatjarawomanfromImanpaCommunity,NorthernTerritory.AhighlyregardedspokespersonfortheNPYregion,sheisaformerLiaisonOfficerofImanpaArtsandCraftsandformerChairpersonofImanpaCommunityCouncil.MargarethasbeenamemberoftheBoardofManagementofUluru‐KataTjutaNationalParkandtheCross‐borderReferenceGrouponVolatileSubstanceMisuseandshehasattendedanumberofgovernancetrainingsessionsforIndigenouscorporations.In2000she,inagroupof330Aboriginalwomen,performedintheSydneyOlympicsOpeningCeremony.

YanyiBandichaViceChairperson

Director16.03.10topresent

UnitingChurchAboriginalCongress,anexecutivememberandDeputyChairpersonoftheFullNRCCCouncil

YanyiisaformerChairpersonofNPYWCsheheldthispositionfrom2002–2008.YanyiservesontheUnitingChurchNorthernSynodStandingCommittee.ThisbodyoverseesallaspectsoftheUnitingChurch’sworkintheNorthernTerritory,sheiscurrentlyoneoftherepresentativesfortheAPYLandsontheExecutive.YanyiisanactivememberofAnangukuAreaMinistryCouncilacommitmentshehasdeliveredsince2004.

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YanyiwasaformerAnanguDirectorofPitjantjatjarraYankunytjatjaraEducationCommittee(APYLands)andformerMinymaDirectorofNPYWomen’sCouncil.MostofherworkingcareerwasspentworkingasanAnanguEducationWorkerinAnanguschoolsandasaninterpreterandtranslator.SheisamemberoftheErnabellaChoir–nowthePitjantjatjaraChoir–andhasbeensinceitsearlydays,andsheisanactivememberoftheUnitingChurch.

JulieAndersonElectedDirector


Aputula(Finke)CommunityCouncil

3years JuliewasfirstelectedasaDirector(formallyExecutiveMember)in2007whichcontinuestopresent.SheisadelegatetotheboardofCentralLandCouncilandamemberofAputulaAboriginalCorporationStoreCommittee.JuliewasamemberofAputulaCommunityCouncilformanyyears.Asaseniormemberofhercommunity,shepromotedTerritoryTidyTowns,andtwicetravelledtoSydneytoacceptTidyTownsawardsonbehalfofAputula.Juliespentcloseto20yearsworkingfortheNTDepartmentofEducationattheAputulaSchool.ShewasacleanerandgroundspersonbeforebeingpromotedtoAnanguAssistantTeacher,retiringfromtheDepartmentin2000.InthesameyearJuliewasoneof330AboriginalwomenwhoperformedintheSydneyOlympicsOpeningCeremony.

JanetInyikaElectedDirector

DirectorandelectedVice‐Chairperson18.04.08topresent

AmataCommunityCouncil

3years JanetwasfirstelectedasaDirectorin2002(oneyearterm)thenagainin2007whichcontinuestopresent(twoyearterm).Sheisalong‐servingmemberandformerstaffmemberofNPYWomen’sCouncil. JanetisacurrentlyadirectorofDesart.DesartistheAssociationofCentralAustralianAboriginalArtand

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CraftCentres. AformermemberofAmataCommunityCouncil,in2002shegaveevidenceataSouthAustraliancoronialinquestintopetrol‐sniffingdeathsontheAPYLands,andinSeptember2004sheaddressedtheAustralasianCoroners’ConferenceinDarwinontheissue.Inearly2005shelaunchedthethennewopallowoctane‘unsniffable’petrolattheBPterminalinLargsBay,SAwiththeformerFederalMinisterforHealth,TonyAbbottMP.Theuseofopalhasdramaticallyreducedsniffingintheregion.In2008shegaveevidencetotheSenateInquiryintoPetrolSniffinginCentralAustralia.JanethasalsoperformedinthestageplayNgapartjiNgapartjiandwasoneof330AboriginalwomenwhoperformedintheSydney2000Olympicsopeningceremony.

ReneKulitjaElectedDirector


MutitjuluCommunityCouncilUluruKataTjutaNationalParkBoardofManagement.MarukuArtsGoverningCommittee.

3years RenewaselectedasaDirectorin2010whichcontinuestopresent(twoyearterm).

ReneisamemberofCentralLandCouncil’sCommunityDevelopmentFundedCommitteewhichdistributesselectscommunitydevelopmentprojectsfundedfromroyalty,rentandaffectedareapaymentsfromlanduseagreements.SheisalsoChairpersonofMarukuArtsGoverningCommittee.

ReneisanartistwhoseworkfeaturesinmanynationalandinternationalexhibitionsincludingBelgiumandJapan.Sheworkswithmanymedia,includingglassandceramics,paintandtjanpi(grass)baskets.Ahighprofileinternationalartist,RenehasoneofherdesignsfeaturedonaQantasBoeing747jet.In2000RenealsoperformedattheSydneyOlympicsOpeningCeremony.Shewasamemberofthe(former)MutitjuluCommunityCouncilandtheUluru‐KataTjutaNationalParkBoardofManagementandsheisafoundingdirectorofWalkatjara

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ArtsatUluru.

IngridTreacleElectedDirector


FregonCommunityCouncil

7months IngridwaselectedasaDirectorinMarch2010.Shecurrentlyworkspart‐timeinKaltjitiArtCentreaswellasafull‐timecarer.IngridhasworkedformanyyearsasanAboriginalEducationWorkerinFregonAnanguSchool.SheisqualifiedasateacherhavingcompletedherstudiesthroughAnTEP.

PantjitiMcKenzieElectedDirector


PukatjaCommunityCouncil

3year PantjitihasspentmuchofherlifelivinginErnabellaCommunity.PantjitiandherhusbandsetupEVTVwhichmadefilmsonmanysubjects.Sheestimatesthattheymadeoverathousandfilms.TheyalsoworkedforPYMediaontheBroadcastingforRemoteAboriginalCommunityServicesprogram(BRACS).Pantjitienjoysacting.Shehasappearedinfilmsaboutbushtucker,bushmedicine,theSevenSistersandshealsoperformedinthestageplay,NgapartjiNgapartji.Askilledartistinpaint,batikandweavingtjanpi(grass)basketsandateacherofthePitjantjatjaralanguage,Pantjitiisalsoatraditionalhealerorngangkari,specialisingintreatingwomen’sproblems.PantjitiperformedattheSydney2000OlympicsOpeningCeremony.

MarthaWardElectedDirector


7months MarthaisaNgaanyatjarrawomenfromthecommunityofWanarn,WesternAustralia.MarthaisanagedcareworkeratKungkarangkalpa(SevenSisters)AgedCarefacilityatWanarn,previouslysheworkedformanyyearsinthecommunitystore.

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ValerieFosterElectedDirector


3years Valerie’sbackgroundisinhealth.ShewasaSeniorHealthWorkerformorethan30years,andworkedinvariousclinicsandhospitals.ValerieisaformerstaffmemberofNPYWomen’sCouncil.SoonaftertheChildNutritionProgramstartedin1996,ValeriebecameaProjectOfficer,workingwiththeManager,malpararaway–meaningtogetherascompanionsorfriends.ShestayedwithChildNutritionuntil2001.In2000ValeriealsoperformedattheOlympicsOpeningCeremony.ShehashadanumberoftermsasanNPYWomen’sCouncilelectedDirectorduringthe1990s,from2001to2002,andagainfrom2007tothepresent.

AnawariMitchellElectedDirector


7months AnawarihasheldavarietyofrolesduringherworkingcareerincludinghealthworkerforNgaanyatjarraHealth,storeworker,communityofficeworkerandshehasundertakencasualworkforNPYWomen’sCouncilfromtimetotimeinouremotionalandsocialwellbeingproject.AqualifiedAboriginalhealthworker,AnawariisalsoahighlyacclaimedartistandweaverandsheisastrongsupportforNgaanyatjarraMedia.In2000sheinagroupof330Aboriginalwomen,performedintheSydneyOlympicsOpeningCeremony.

Olive(formerlyFrances)LawsonElectedDirector


WarburtonCommunityCouncil

3years In2002attheAGMheldatWipularilarri,shewaselectedforoneyearandagainin2007whichcontinuestopresent.OliveworksfortheHomeandCommunityCareprogram(HACC)inWarburton,whichassistsoldpeoplewiththeirshopping,washingandlaundryandsheistheCo‐ordinatoroftheBreakfastClub,whichpreparesbreakfastandlunchesforschoolstudents.SheisalsoamemberofMiliStoreCommitteeinWarburton.Olivesupportsandassistsinthedeliveryofculturalawarenesstrainingtonon‐IndigenousworkersintheNgaanyatjarraLands.Oliveisawood‐carverandartist,morerecentlyshestartedbasketweaving,makingraffia

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andtjanpibaskets.In2000Oliveperformedatthe2000OlympicGameswithotherwomenfromCentralAustralia.

ElsieWanatjuraElectedDirector


Mutitjulu 7months ElsiewasfirstelectedasaDirectorin2006,thenagainin2007bothforoneyearterms.Shewasre‐electedin2010whichcontinuestopresent.SheisaNgaanyatjarraandPitjantjatjarawomanwhospeakseightlanguages,aswellEnglish.ElsieestablishedtheDisabilitySupportProjectandEmotionalandSocialWellbeing(MentalHealth)ProjectinNPYWC.PriortothissheworkedasaHealthWorkerfortwentyyearsinAreyongaandinMutitjulubothintheNT.

*DirectorsscheduledanAGMforOctober2009atwhichanelectionfornewdirectorswasgoingtobeheld.UnfortunatelythedeathofthefoundingmemberwarrantedthisdatebeingmovedforwardtoMarch2011.ThisrequestwasapprovedbytheRegistrarofIndigenousCorporations.Directorsareelectedforatwoyearterm.

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SeniorManagementProfileTheorganisationisled,managedanddirectedbywellqualified,experiencedandknowledgeablepeoplewhosepersonalandprofessionalunderstandingsoftheNPYLandscontextislongtermandextensive.

Staffname PositionTitle DateCommenced

orApproximatetimewithNPYWC

Otheragencieswheretheyhaveheldseniorpositionsorotherboardsofwhichtheyare

members

RelevantQualifications RelevantSkills/Experience

OrganisationName

ApproxTimeinposition

MsAndreaMason

Co‐ordinator 17/7/08 PolicyOfficer,FaHCSIA

1year BachelorofLaws;BachelorofArtsinAboriginalAffairsandPublicAdministration.

Extensiveexperienceworkingwithinthegovernmentandnon‐profitsectorwhichhasassistedheringainingrelevantandwidespreadknowledgeofIndigenousissuesandaffairs.

MsLizaBalmer

DeputyCo‐ordinator

1/1/96 N/A N/A BachelorofAppliedScienceinNursing;MastersinPublicHealth.

Extensiveexperienceinchildnutritionandexceptionalknowledgeoftheorganisationandrelatedissuesthroughlongservice.

MsKimMcRae

ManagerTjungu(together)Team:AgedCare,DisabilityandESWB

1/12/04 CEO,RegionalInformationandAdvocacy

Council

6years BachelorofSocialScience;AssociateDiplomaofSocialScience;DiplomaofVocationalEducationandTraining.

PreviouslyworkedasCEOofadisabilityadvocacyorganisationinruralVictoriaandhasmorethan18yearsexperienceworkingwithinthedisabilitysector.

MsSueCragg

ManagerYouthTeam

27/10/04 SeniorResearchFellow,Universityof

1year

BachelorofSocialStudies(SocialWork)

Morethan30yearsexperienceinservicedelivery,managementandconsultancyinthehealthandwelfarefields.

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Wollongong.AreaManager,NSWHomeCareService.DeputyDirector,MacarthurCommunityHealthServices

4years

3years

MsRoseByrnes

ManagerDomesticandFamilyViolenceTeam

3/5/10 ManagerofVictoriaPolice

12years AssociatedegreeinScienceandDiplomaFrontLineManagement

Served20yearswithVictoriaPolice.ExperienceinOperations,PolicyandTraining.

MrPeterPynacker

FinanceManager 17/12/10 ExperiencedFinanceControllerAuditingExperience

13years

5years

CharteredAccountant(Canada)andExecutiveMasterofFinanceandControllership(Netherlands).

18Yearsexperienceinfinancialmanagementandauditinginnon‐profitorganisations

MsLaveniaSaville

AdministrationManager

4/9/06 N/A N/A BachelorofAccounting(Partiallycompleted).

Extensivepreviousadministrationandbookkeepingexperienceinbothprivateandnon‐profitorganisations.VerycompetentITskills.

MsMichelleYoung

TjanpiDesertWeaversManager

16/3/09 MuseumDirector/CuratorYapStateMuseum,Micronesia

7years BachelorofArtsinAnthropologyandAncientHistory;Post‐graduateDiplomainAnthropology.

Wide‐rangingexperienceworkingwithintheArtssectorandextensiveadministrationskills.

MsAngelaLynch

NgangkariProject

17years N/A N/A QualifiedSocialWorker ExtensiveworkexperienceacrosstheNPYLands,shehasworkedfor

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NPYWCsince1994onthedisability,ESWBandprojects.ShealsolivedinMutitjulufor9years.

MsTrishKane

ManagerChildNutrition

1month SocialWorkconsultant

1year BachelorofArtsinAppliedSocialWork;HigherDiplomainYouthandFamilyStudies.

Ahighlytrainedandexperiencedprofessionalinsocialworkandcommunitywork.

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Governance

NPYWCwasseparatelyincorporatedin1994undertheCommonwealthAboriginalCouncilsandAssociationsActandispresentlyrecognisedundertheCorporations(AboriginalandTorresStraitIslander)Act2006‐theCATSIAct.TheActinlargepartreflectstheCorporationslaw,andplacescomprehensive reporting requirements on the organisation, and strict duties on electedDirectorsandstaff.Membershipisopentoanywomanwhoisatleast16yearsofageandwhoisanAboriginalandTorresStraitIslanderpersonfromtheNPYregionand/orwhomtheDirectorsconsidertohavesufficientculturalorfamilyconnectiontotheregion.ShemustbedeemedbytheDirectorstobeof good character and willing to follow the guiding principles of the organisation. Theorganisation’smembersresideintheregion.AfewliveinAliceSpringsorothertownsorcities,mainlyfortheirownorotherfamilymembers’healthreasons.

Theorganisation’selectedDirectorsareallwomenfromtheNPYregion,andnumberuptotwelve.ThereisaChairpersonandVice‐Chairperson.Directorsmeetatleastquarterlytodiscussprogramsandprioritiesandotherissuesofinteresttomembers.Allmembersare invitedtoattendanAnnualGeneralMeetingandusuallyat leastoneothergeneralmeetingisheldinanNPYregionallocationeachyear,toreceivereportsfromDirectorsandstaffandtoprovidereferrals,responsestoservicedeliveryandongoingdirection.

Thedevelopment of procedures, anorganisationalRulebook and theprovisionof appropriatetrainingensures that there iscomplianceto thedutiesandobligationsofDirectorsandseniorstaffoutlinedintheCATSIAct.Thisincludes: Showingcareanddiligence; Actingingoodfaith; Disclosingofmaterialpersonalinterests; Notimproperlyusingpositionorinformation;and Preventinginsolventtrading.NPYWChasworkedwiththeOfficeofIndigenousCorporations(ORIC)torungovernancetrainingspecificallytargetedtomeettheneedsandliteracylevelsofmembers.This assists in addressing the challenge of ensuring Directors, for whom English is a secondlanguage, understand the requirements ofNPYWC’smany funding bodies, the conditions thatgovernthefinancialmanagementsofsignificantallocationsoffundsandtheirdutiesundertheCATSIAct.Dueto its levelof incomeandnumberofstaff,NPYWCisclassifiedbytheOfficeofIndigenousCorporations(ORIC)asalargeorganisationwhichdeterminestheextentofreportingrequiredtobeprovidedannually.TheconstitutionorRuleBook,membershiplist,independentlyauditedfinancialreportsandotherinformationaboutthecorporationisprovidedontheORICwebsitehttp://www.orac.gov.au

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3.THEBUSINESSExternalInfluencesonNPYWC’sOperations

A range of political, economic, social and influences affect the current and anticipated futureoperationsoftheNPYWCorganisation. Political

Governmentattitudes,approachesandpoliciestowardsIndigenouscommunitiesinthetri‐stateareacoveredbyNPYWC,havechangedconsiderablyoverthepastdecade.Policiesthatespousedself‐determinationandservicedeliveryinIndigenouscommunitiesbyIndigenousorganisationshavelargelybeenusurpedanddiscarded.Governmentsnowadvocatetheneedforprogramsandservicestobe‘evidence‐based’‐i.e.theyshouldbedesignedanddeliveredon thebasisofdemonstratedneed,and that thedeliveryofthose programs and services must be undertaken by agencies or organisations (eithergovernmentornon‐government)thatareabletodemonstratetheircapacityfordoingso.The era in which governments contracted Aboriginal‐owned and controlled organisations todeliver services chiefly because the organisation was Aboriginal‐owned and controlled isessentially over. Additionally, governments are increasingly questioning whether they arereceiving “value for money” when they outsource program and service delivery to non‐governmentorganisationslikeNPYWC.In the tri‐state region, the Australian Government has appointed Government BusinessManagerstoimprove the delivery and coordination of government services at the local level as well as report on the effectiveness of organisations delivering services. The trend ofgovernmentstoincreasetheirphysicalpresenceinremoteIndigenouscommunitiesposesbothachallengeandopportunityforNPYWC.Ontheonehand,governmentsmaycometotheviewthat theyno longerneedorganisations likeNPYWC todeliverprogramsandserviceson theirbehalf, as their staff can do so. Consequently, they could decrease or cease the funding theycurrently provide toNPYWC.However based on the current trend if NPYWC can continue todemonstrate that its knowledge of communities,methods of service delivery in particular itscase management model and other assets will deliver better programs and services thangovernment,NPYWCwillcontinuetoreceivestrongsupportfromgovernment. Economic

ThereareanumberofeconomictrendsthathaveadirectandindirectimpactontheoperationofNPYWC.Theseinclude: Theverylowsocio‐economicstatusofNPYWCmembers; Efforts tomakeremote Indigenouscommunities lesswelfare‐dependentand introduce

‘realeconomies’intoIndigenouscommunitiesandregions; Increasingrecognitionthatfundingforthedeliveryofprogramsandservicesinremote

areasneedstoreflecttherealcostofprogramsandservicesdeliver;and Increasing recognition that uncoordinated, piecemeal funding to organisations like

NPYWCisresourceintensive,counter‐productiveandwasteful.TheoverwhelmingmajorityofNPYWCmembers andother residentsof theNPYcommunitieshave very low incomes, chronic health problems and other issues that they encounter are aresultof:

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Lowsocio‐economicstanding; Pooreducationalattainment; Substanceabuseandaddiction; Welfaredependency; Leadershipproblems; Laissez‐fairechildrearingpractices; Self‐interestandthemisuseofpowerincommunities;and The general collision or ‘cultural clash’ of a specialised desert hunter‐gatherer society

anditsnormswithacapitalistcontemporarysociety.Additionally,mostIndigenouscommunitiesinthetri‐stateregionare‘welfareeconomies’inthatthe bulk of the income received by the residents is provided throughwelfare payments fromGovernment.Thecapacitytointroduce“alternativeeconomies”intoIndigenouscommunitiesinthe tri‐state region isquite limitedand, inanycase,would takea long time todevelopand islikelytobedependentonanexternalcatalystsuchasminingortourismdevelopment. Social

The Indigenous people of the tri‐state region have a range of strong and enduring culturalpracticesandnormsthatheavilyinfluencetheirbehaviourandinteractionwitheachotherandwith external groups andorganisations. Someaspects of cultural practices and attitudeshavebeenchallengedandsubjectedtoscrutinyandchangebyorganisationssuchasNPYWCoverthepast thirty years ormore (for instance, acceptance of violence towardswomen, certain childrearingpractices,attitudestowardspeoplewithdisabilities).NPYWC'scorefunctionsofservicedeliveryandadvocacyforwomenandchildrenofthetri‐stateregionhaveinevitablyplacedtheorganisationatoddswithindividuals,groupsandcommunitiesat various times. NPYWC's ability to provide effective services to their clients in thatenvironment has helped to augment the organisation's credibility and standingwith internalandexternalstakeholders.SocialandculturalchangeamongtheIndigenouspeopleandcommunitiesofthetri‐stateregionwillcontinue.Aswiththesocialandculturalchangesthathavealreadyoccurred,somewillcomefromthepeoplethemselvesandsomewillbesoughtorcompelledbyGovernmentandothers.NPYWC needs to continue to adopt an objective and flexible approach to cultural and socialchanges.Itdoesnot,andcannot,seektoinsulateorcocoonpeopleagainstchangenorworkfromthebasisthattraditionalculturalpracticesandnormsare,orshouldbe,inviolate.BusinessRelationshipsandArrangements

NPYWC is a small organisation operating in a very complex environment. To maximize itseffectiveness NPYWC continually assesses its performance and focuses on the followingprinciples:

Theneedsofitsclients; What it can do that is of value to its clients and that is not provided by another

organisation; Howtheorganisationfits intothe ‘tri‐statepicture’andhowit isorcouldbeaffectedby

regionalandnationalpoliciesandtrend; Howitsservicedeliveryandadvocacycanbemeasuredandanalysed; Collaboratingwithotherorganisationstoworktobestpracticebypromotingthepractices

thatareeffectiveindeliveringservicesintheNPYregion; Acquiring staff and requiring staff to have the necessary skills and competencies to

undertaketheworkrequired; Ensuringstaffinglevelsandservicedeliveryrequirementsarewellaligned;and

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Providing the necessary professional support, supervision, staff development andremuneration.

RelationshipswithGovernment

NPYWCoperatesinacomplexenvironmentofinteractionsandfundingarrangements.Programsandservicesarepartlyorfullyfundedby: AustralianGovernment; SouthAustralianGovernment; WesternAustralianGovernment; NorthernTerritoryGovernment;and/or Philanthropicandcharitableorganisations.Governmentagenciesthatprovideresources forNPYWCtoundertakeaparticularprogramoractivity in one area may have limited awareness that another Government is also providingfunding for the same activity in another part of the tri‐state region. Additionally, NPYWCprovidesreportsandfinancialstatementstoeachofthesejurisdictionswhichregularlyrequiredifferent reports on the same activities to the various relevant Government agencies.NPYWCreceives 50 or more grants annually to support its five service delivery programs andoperational costs. In2009, thesegrants required the submissionof124 financial and97non‐financialreports.StreamliningthereportingprocesstothedifferentGovernmentagenciesandjurisdictionsisanongoingchallengefortheorganisationasitseekstomakethemosteffectiveuseofitsresources.Both Commonwealth and State Governments have an ongoing historical relationship incontracting NPYWC to deliver programs and services. NPYWC’s ability to successfully deliverprograms and services over a long period of time with the limited funding and resourcesprovided is testament to the skills andabilitiesofNPYWC’s staff andmembers.Governments’traditionalpracticesofunder‐fundingaspectsofprogramdeliverytoremoteareaswillcontinuetobechallengedbyNPYWCasitidentifies,demonstratesandadvocatestoGovernmenttherealcost of delivering adequate, effective and efficient services. If adequate funding fromGovernment isnot forthcoming,NPYWCmayneed togivestrongconsideration to limiting therange of services it provides and or the areas and clients to whom it delivers programs andservices.NPYWCDirectorsandstaffrepresenttheorganisationonarangeofcommittees,workinggroupsandotherforumsorganisedbythedifferentjurisdictions.NPYWC’spresenceonthesegroupsisareflectionofthewealthofknowledgeofon‐the‐groundissuesandextensiveexperienceintherepresentative’s fields of expertise. Recognition and adequately recompense to the individualandorganization in its fundingagreementswithGovernment isamatterwhichcan impactontimeandfinancialresourcesandcontinuityofprogramdelivery.The extent of co‐ordination and communication required amongst and between the differentGovernmentsissignificant.NPYWCmayliaisewithdifferentbranchesofaGovernmentagencyonparticularissueswhohavenoawarenessthatanotherbranchisalsoworkingwithNPYWConthesameissue.Similarly,oneGovernmentmayapproachNPYWCtodiscussfundingordeliveryofaparticularprogramorserviceandhavenoappreciationastowhetheranotherjurisdictionmaybefundingthedeliveryofthatprogramorservicebyNPYWC.Additionally, staff turnover in Government agencies is very high. NPYWC staff often spendconsiderabletimeestablishingrapportandaworkingrelationshipwithoneofficeronlytofindthat that person leaves their position and their replacement is often provided with nobackground information or understanding of their agency’s interaction with NPYWC. Thisrequires spending considerable time re‐establishing rapport and educating new Government

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staffabouttheagency’shistoryandinteractionwithNPYWC. RelationshipswithotherIndigenousagencies

NPYWC operates in a context that includes a range of other Indigenous peak bodies andorganisations.ThereareatleasttwodozenotherIndigenousandnon‐IndigenousorganisationsthatoperateinandfromAliceSpringsthatservicethetri‐stateregionandtheAliceSpringsareamoregenerally.Consequently,NPYWCcompeteswithotherIndigenousorganisations forstaff,whohavetocompeteforlimitedhousingwherethecostoflivingandrentalandhousepricesinAliceSpringsarecomparativelyhigh.Similarly,staffturnoverwithinIndigenousorganisationsishigh and there are limited options available to NPYWC in regards to office space and otherfacilities.NPYWChaswelldevelopedworkingrelationshipswithmost IndigenousorganisationsinAliceSpringsandthetri‐stateregion.WhilstinteractionswithsomeIndigenousorganisationsarenotasdevelopedastheyarewithothers,thisisonlyanissueifagoodworkingrelationshipwithaparticular organisation is critical to the organisation's core functions, i.e. service delivery andadvocacy.Situationswherethisoccursarelimitedandinfrequent. RelationshipswithPhilanthropic,CharitableandNotforProfitOrganisationsThe relationship with the not for profit sector has two components. Firstly NPYWC receivesfinancial support from this sector to fund core services and projects and this support hasincreasedinrecentyears.SecondlyNPYWCisincreasinglycompetingforfundingagainstothernotforprofitorganisationsthatwanttodeliverservicesintheNPYLands.ThefuturechallengeforNPYWC’sishowtoinfluenceco‐ordinationofservicesbeingdeliveredbyotherorganisationsothatcommunitiesacrosstheNPYregionreceiveequalorcomparablelevelsofservices.NPYWC’sPerformance

Value

Over a thirty year period, NPYWC’s has demonstrated value tomembers, the communities inwhichitworksandtheagencieswithwhompartnershipshavebeenformed.Thisincludes:

Supportingastrongroleforwomenincommunities,particularlythroughthedeliveryofservicesthatinvolvetheemploymentofAnanguwomen,including:

o Respiteforcarers;o Frailandagedcareplansandadvocacy;o Disabilityadvocacyandcasemanagement;o Emotionalandsocialwell‐being;o Childnutritioneducationandsupport;o Youth programs aimed at early intervention for children at risk of, or involved in,

substanceabuse;ando Tjanpi (Jarn‐pee)DesertWeaversNPYWC’s social enterprise a highly successful social

enterprisethatprovidesincometomorethan400talentedwomenbasketweaversintheregion.

NPYWC’s record of representing and empowering Aboriginal women in the tri‐state

region through supportingwomen’s’ efforts to have some control and choice, and thepossibilityofbeingable toestablish lives thatare free fromviolence.NPYWC’saward‐winninganduniqueDomesticViolenceServicewhichhasoperatedforseventeenyearshassupportedwomenandtheirfamiliesintheseendeavours.

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NPYWCisamajorservicedeliveryorganisation inthetri‐stateNPYregion. Itprovidesservices in remote areas that government agencies do not deliver directly and oftenfulfils a role that is normally the responsibility of the state in remote areas. NPYWCdeliverstheseservicesatamuchlowercostthangovernmentswouldincur–whichisamajorreasonwhyitisoftenengagedtodelivertheseprograms.Extensivetravelispartof the work, personal and professional isolation is a factor and in some communitiesliving conditions and housing are far from ideal. However, the commitment of highlyskilled anddedicatedemployeesmaximizes the capacity of theorganisation todeliverpositiveoutcomesfortheprojectsitprovides.

The context of NPYWC’s program is arduous, challenging and involves working with

clients who often have multiple problems. This can include domestic violence, childassault and substancemisuse; acquired brain injury (ABI), serious physical disability;dementiaandfrailtyduetoageormanagingtheresponsibilityofcaringforanadultsonordaughterwithacquiredbraininjurymostcommonlyfromsniffingpetrol.Inaddition,many communities are highly dysfunctional, violent and lacking a permanent policepresence.

NPYWCisuniqueinitstri‐statemembershipandoperation.Thishowevercanpresenta

majorchallengewhenitcomestoaccessingfundingandreportingonoutcomes.NPYWCusesits limitedresourcesveryefficientlybyadministeringservicesinthecross‐borderregion. NPYWC works collaboratively with other Aboriginal organisations, includingclinicalhealthservices,toensuretheduplicationofservicesisminimised.

AchievementsandSignificantActivities

NPYWC’snotableachievements

AgreementwithCurtinSpringsRoadhouse,NT,whichisconsistentwithalicenselodgedwiththeNTLicensingCommissiontostopthesupplyofalcoholtomembersoftheNPYregionortopeoplewhomaysellalcoholtoAnanguwholiveintheNPYLandsorwhomaytravelthroughtheNPYLandscontinues.

Co‐ordination of 330 Aboriginal women to perform in the Sydney 2000 OlympicsOpeningCeremony.

DevelopmentofinnovativecommunitydevelopmentmodelsofservicedeliverysuchasthePetrolSniffingSupportProject(nowYoungPeople’sProject).

NationalTravellingExhibitionofNgaanyatjarraManguriWomen’sWeaving;mostofthepiecesacquiredbytheAraluenCentre inAliceSprings;Tjanpiworksalsoacquiredby:National Gallery of Australia, National Gallery of Victoria, Queensland Art Gallery, ArtGalleryofSouthAustralia,MuseumandArtGalleryof theNorthernTerritory,NationalMuseumofAustralia,AraluenArtsCentre,KlugeRuheAboriginalArtCollection(USA);andtheKerryStokesCollection.

Extensive participation in SA Coronial inquest 2002, into the deaths of three petrolsniffersfromtheAPLands,includingseparatelegalrepresentationforNPY,submissions,assistancetoCoroner’sofficeinrelationtoexpertandotherwitnesses,disseminationofinformation by radio during inquiry at Umuwa, May‐June 2002, and afterwards bytranslationanddistributionoffindings;financialassistancebywayofgrantfromAlcoholEducationandRehabilitationFoundation.

Separate legal representation at a second SA Coronial inquest November‐December2004, involving similar issues; grant from Alcohol Education and RehabilitationFoundationandPilotLightFoundationWorkingDogProductions.

SubmissiontoNTCoronialinquestintothedeathsofthreepetrolsniffers,August2005. Commissioning of Access Economics Cost Benefit Analysis of the introduction of

subsidised Opal ‘unsniffable’ fuel into a wide Central Australian region, along withGeneralPropertyTrust(GPTandCentralAustralianYouthLinkUpService(CAYLUS)–

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the ‘Opal Alliance’; report launched March 2006. [available at:www.gpt.com.au];extensive and successful lobbying to have the Opal Federal subsidy extended to theprivateretailsector,includinginAliceSpringsfrom1stMarch2007.

Systemicadvocacyand support for Indigenouswomen’sand family issuesat local andnationallevels.

TjanpiDesertWeaversprovidingauniqueserviceintheNPYregionasthesoleproviderofspecialisedsupportforfibreartists.Over311artistsinSA,WAandNTsoldtheirworktotheTjanpienterprise inthe2009/10financialyearand593artistsareregisteredintheproject’sArtistsManagementSystem.

Awards

Theexcellence,innovationandachievementsofNPYWChavebeenacknowledgedthroughbeingtherecipientofnumerousawardsthroughouttheorganisation’shistory.Thisincludes: “National Drug and Alcohol Award for Excellence in Prevention” from the National

Council onDrugs to the ‘OpalAlliance’:NPYWomen’sCouncil,GeneralPropertyTrust(GPT)andCentralAustralianYouthLinkUpService(CAYLUS)forsuccessfullobbyingtohave Opal ‘unsniffable’ low octane fuel subsidised by the Australian Government incommercialretailoutletsintheCentralregion;June2007;

“NationalViolencePreventionAward”,NPYDomesticViolenceService1994and1995; “Excellence in Health Promotion” for the Child Nutrition Project, 1997. Awarded by

LivingHealthSA; “BestPracticeAward”fortheChildNutritionProject,1997.AwardedbyOATSIH; “AnOutstandingContributiontoAustralianCulture”fortheKungkaCareerConference,

1999.AwardedbytheCentreforAustralianCulturalStudiesCanberra; HumanRights and Equal Opportunity CommissionAward toNPYWomen’s Council in

theCommunitySector,2000; SpecialMentionfortheWomen’sCentresBook–“NgananaRawangkaAlatjiWarkaripai;

We Have Been Doing ThisWork for a Long Time”, 2000. Awarded by the Centre forAustralianCulturalStudiesCanberra;

The Australian Council for Children and Parenting (ACCAP) National Award for thePreventionofChildAbuseinRegionalandRemoteAreas,Melbourne,Nov.2001,jointlytoNPYWCDomesticViolenceServiceandChildNutritionProject;

Special Mention for “Ngangkari Work – Anangu Way: traditional healers of CentralAustralia,” Centre for Australian Cultural Studies, Canberra, 2004 Awards; February2005;

“WomeninCommunityPolicing”AwardtotheNPYWCDomesticViolenceServiceattheAustralasianPolicewomen’sconference,Darwin,August2005;

Telstra National Aboriginal and Torres Strait Islander Art Award, Tjanpi AboriginalBasketsweaversfortheTjanpi(grass)Toyota,Darwin,August2005;

Royal Australasian College of PsychiatristsMark Sheldon Prize for Rupert Peters andAndyTjilari,NPYWomen’sCouncilngangkari(traditionalhealers),February2009;

NPYWCngangkari recipientsof theDrMargaretTobinAward forexcellence inmentalhealthservicedelivery2009;and

ChildNutritionandWell‐beingProgramwasrecognisedatthe‘ExcellenceinIndigenousHealthAwards,’hostedbyCriterionConferencesinMarch2010,foritsoutstandingworkinMaternalandChildHealth.

NPYWC’sCompetitiveAdvantage

Servicedeliveryandadvocacy formembersandcommunities inthetri‐stateareaare thecorefunctionsofNPYWC.Over a thirtyyearperiod theorganisationhasdevelopedauniquenicheandproudreputationforitsendeavoursinbothoftheseareas.

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ServiceDelivery

NPYWC is uniquely placed to deliver services that neither government nor other non‐Governmentagencieshave the capacity todeliver. Ithas the infrastructure, skills and rapportwith clients and communities thatmany other organisations have not been able to establish.NPYWC’s programs and services are delivered by five teams: Youth, Child Nutrition, Tjungu(Aged, Disability, Emotional and Social Well‐being), Domestic Violence and Tjanpi DesertWeavers.NPYWCTeamsmaintainastrongpresence throughout theNPYregion through theirremote‐basedstaffandresourcesand frequentvisitsbyAliceSprings‐basedstaff thatprovidesupport,assistanceandprofessionalexpertise.NPYWC’s service delivery centres on a set of case management principles and processesdevelopedbytheorganisationtoassistclients.Inpractice,theseprinciplesandprocessesguideProject Officers in the development of support plans for clients. Support plans allow amulti‐disciplinaryapproachforjointcasemanagementofclientsbyNPYWCorbyNPYWCandexternalserviceproviders. Advocacy

Since its inception in 1980 NPYWC has been a strong advocate for the needs of Indigenouswomenandchildrenofthetri‐stateregion.Thestrongreputationthattheorganisationenjoysispartly due to its robust advocacy on behalf of its clients andwillingness to confront difficultissues. There have been notable successes arising from the organisation’s advocacy function.Theseinclude: TheextendedrolloutofthesubsidisedOPALfuelprogram; CurtinSpringsRoadhousealcoholrestrictions; EstablishmentoftheNPYWCDomesticandFamilyViolenceService; Theestablishmentofcross‐borderpoliceposts; TheWA,SAandNTtri‐statejusticelegislationandinter‐governmentalagreements; Publiccommentaboutviolenceagainstandtheexploitationofwomenandchildren; Substanceabuseincludinganti‐grogmarchesinAliceSpringsandCooberPedyin2007

and2008; TheneedsandaspirationsofyoungpeoplelivinginNPYcommunities;and Provisionofmedicalservices forpeoplewithendstagerenaldiseaseandsupport for

theirfamiliesclosetohome.NPYWC has received a number of awards nationally in acknowledgement of its high level ofadvocacy,thequalityofoutcomesandthefarreachingeffectsexperiencedbywomenacrossnotonlytheNPYlandsbutthewholeofAustralia.As Governments move towards evidence‐based funding of programs and services, moreemphasisisbeingplacedontheneedforNPYWC,astheonlywomen’sorganisationofitskindintheregion,toprovideevidenceofemergingissuesandtocampaignontheneedfornewservicesandprogramswhichsupportvulnerable,at‐riskwomenintheregion.Advocacyisasizeablerolewhichincludesgatheringdata,liaisingwiththemediaandGovernment,deliveringinformationso that ithasan impactandworkingtowardsbettersystemsofprogramandservicedelivery.Goodadvocacyisaskilfulartformwhichisbestundertakenbypeoplewhoarearticulate,armedwithrelevantevidenceand,mostimportantly,haveadeepconcernforclients.NPYWCstaffhavetheevidenceandabilitytocontinuetoadvocatestronglyforclients.NPYWCiswellpositionedtointensifyitsadvocacyrolewithintheregion.Ithasthecapacitytoprovide an evidence base on different issues and the internal professional experience andinsighttopredictthoseissueswhichmayhaveanimpactontheregion.NPYWCwillmaintainitshigh profile as the peak body for women’s advocacy in the region to ensure that matters of

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regionalimportanceremainhighonGovernments’agendas. TjanpiDesertWeavers

Since1995,TjanpiDesertWeavers(Tjanpi)hasevolvedintoavitalanddynamicAnangusocialenterpriseofNPYWC.Acknowledgedas ‘thehappyfaceofNPYWC’, itsupportsmorethanfourhundredwomenacross theCentral andWesternDesert region to create andmarket fibre artmadefromlocallycollectedgrassesandothermaterials.Tjanpi, an integral component of NPYWC’s service delivery, is well positioned as a socialenterprise that has considerable capacity for growth within the governance, cultural, social,geographical,physicalandfinancialframeworkoftheorganisation.ArecentreviewofTjanpi’soperationresultedinthedevelopmentofthe2011‐14BusinessPlan(availableonrequest).Theplanisguidedbyamissionstatementwhichseeksto;“Furtherdevelop the enterprise so that it contributes to improving the livesofNPYwomenandtheirfamiliesbysupportingculturalactivityandemploymentthroughthecreationoffibreart.”TheBusinessPlanclearlysetsoutstrategies forhowtheTjanpienterprise,withintheNPYWCcontext,canachievethefollowingendtargets: BerecognisedasaleadingsocialenterpriseforwomenintheNPYregion; IncreaseAnanguandYarnanguemployment,trainingandincomeopportunities; IncreasethecapacityofTjanpitoworkwithmorewomenoncountry; ProvideregularincomeopportunitiesforNPYwomen; Beamoresustainablesocialenterprise; Increaseturnovertargettoover$1,200,000; BuildreservestoprovidestabilityandensurecontinuationofTjanpi;and Behighlyregardedwithastrongreputationforcontemporaryfibreartworks.

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4.PlanningProcessesTheNPYWCPlanningOverviewoutlinesthekeycomponentsoftheorganisation’splanningandmanagementprocesses

StrategicandOperationalPlanning

As illustrated on the PlanningOverviewon the previous page,NPYWC’s strategic and operationalplanning is informedby the 2009‐13 Strategic Plan (available on request). Theplan identifies thefollowingkeycomponentstosupportandguidetheorganisation’sfuturedevelopment: Strategicdirectionsthatsupporttheconstitutionalobjectivesoftheorganisation; Strategic directions for a management and staffing structure that facilitates sound and

efficientservicedeliverytoclientsandadvocacyonbehalfofmembers; Goals thatareeasilycomprehended, includingclearlywrittenstrategicactionsandrealistic

targets; Assessmentsof;

o Current management, staffing, program, administration, resource and enterprisestructuresandrecommendationsforafuturemodel(s);andThe organisation’smanagement structure including identification of specific duties forseniormanagementpositions;

A broader workforce strategy for sustainable employment of staff, both Anangu and non‐

Aboriginal,includingsuccessionplans,careerdevelopmentandskillssharingacrossNPYWCprogramareas;and

An overarching framework for the development of strategic documents including TjanpiDesertWeaversBusinessPlan2011‐14(availableonrequest).

AnnualActionPlanswhich link to theStrategicPlans four focusareas ‐servicedelivery,advocacy,organisational capacity and funding are developed by the teams responsible for the delivery ofservices,administrationandtheexecutivefunctionsofthedirectorateeachyearattheAnnualStaffPlanning day. These plans identify the priority actions to be undertaken by each team, the teammember/s responsible for implementation, the timelines by which actions will occur, theperformanceindicatorsaroundwhichprogresswillbemeasuredandtheexpectedoutcomesfortheactionswhichareundertaken.Monitoringtheprogressofactionplans,thedevelopmentandimplementationofspecificstrategiesfor individual projects and expenditure is the responsibility of TeamManagers. Teamsmeet fourtimes per year to discuss progresswithin their project brief and this is sharedwithin the seniormanagementteam.TheNPYWCCo‐ordinatorreportsperformancetotheorganisation’sDirectorsatleasttwiceperyear.NPYWC has developed a comprehensive set of policies and procedures which relate toadministration, service delivery and human resource management functions within its uniqueenvironment. These documents meet funding terms and conditions and provide operationalguidelines that enable NPYWC to function professionally. Policies and procedures are included inNPYWC’sOperationalManualandformalsessionsareheldannuallytofamiliarisenewstaffwiththeorganisationandhowitoperates.

IdentifiedRisksandRelatedManagementStrategies

OrganisationalRisk

AsanorganisationwhichprimarilyderivesitsfinancialresourcesfromGovernmentbodies,NPYWCneeds to ensure that it has practices and procedures in placewhich are accountable and open toscrutinyfromagenciesthatprovidefinancialsupportfortheservicesitdelivers.Thisincludesbeingopen to external review by the Office for Aboriginal and Torres Strait Islander Health (OATSIH)throughitsOrganisationalRiskAssessmentProfile.DuetotheorganisationbeingtherecipientofsignificantfundsfromtheCommonwealthDepartmentofHealthandAging,NPYWCparticipatedintheOATSIHRiskAssessmentProfileinMarch2009and

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March2011.Theprofileassessedtheorganisation’spracticeacrossthefollowingdimensions: ManagementStructureAssessmentofthestrengthsofthecharacteristicsofthemanagementstructureincluding:o Board of Management involvement in establishing the strategic direction for the

organisation;o Operationalplansassisttheorganisationtomeetitsstrategicgoalsandobjectives;o Organisationalstructuresupportstheorganisationtoachieveitsgoalsandobjectives;o Delegationsensurestaffwithresponsibilitieshavetherequiredauthority;o Linesof communicationensureall stakeholdersareprovidedwithquality information in a

timelymanner;o Processes support continuous improvement information being openly shared within the

organisation;o Staffareprovidedwithinformationnecessarytodischargetheirresponsibilities;o Risk management has been integrated into key business processes e.g. planning,

implementation,monitoring,evaluationandreporting;ando Lateral and vertical communication supports informeddecisionmaking at all levelswithin

theorganisation. ManagementStandardsAssessmentoftheextentthatthefollowingmanagementstandardswhicharerequiredtoensureallstakeholdersareawareoftheexpectationsoftheorganisationhavebeendefinedandimplemented:o A code of practice has been developed which clearly communicates to Board Members,

management,staffandotherstakeholderstheorganisation'sexpectedstandardofbehaviourwhich is directed at fraud prevention, client service and creating a culture which fosterscontinuousimprovement;

o Policies and procedures relating to the critical areas of the organisation have been clearlydefinedandareregularlyreviewedandupdated;and

o Professional registration and other credentialing requirements have been specified withinpositiondescriptionsandaprocessisinplacetoensurestaffmaintaintheserequirements.

Control,MonitoringandReportingAssessmentoftheextentsystemsandprocesseswhicharerequiredtosupportongoingmonitoringhave been implemented and the extent towhich reporting lines have been establishedwhich arerequiredtosupporttheorganisationachievingthefollowing:o Compliancewithlaws,policies,proceduresandtheorganisation'scodeofconduct;o Measurementoftheorganisation'sperformanceatalllevelsoftheorganisation;ando Highlevelinformationwhichenablestheorganisationtoappropriatelyrespondtoemerging

eventsorissues. AccountabilityandFinancialManagementAssessmentoftheinternalandexternalrequirementswhichareinplacetoensureall levelsoftheorganisation remain accountable. Additionally, this section assesses the extent to which theorganisation's financial management systems and processes comply with standard accountingpractices:o Internalandexternalprocessesprovideaccountabilityforalllevelsoftheorganisation;ando FinancialaccountingpracticescomplywiththelawofIncorporatedAssociations.

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In total, the organisation’s procedures and performance were rated against 53 management riskindicatorsrelatedtotheaspectsidentifiedaboveandalowriskratingwasassignedto52indicators.One aspect of performancewas assigned amoderate risk ratingwhich concernedNPYWC’s ClientGrievance Policy. The organisation was advised that a timeline for each stage of the procedureneededtobeaddedtothePolicy.Thisfindinghassincebeenaddressed.The overall low level of risk exposure that the organisation was assessed to pose in term of itsorganisational structure and processes is indicative of the sound, well understood and compliantprocessesthatithasinplace. Funding,ReportingandServiceDeliveryRisk

NPYWC receives excess of sixty grants,mainly fromGovernment sources, for five service deliveryprogramareasandforsomeoperationalcosts.Ananalysis in2009identifiedthattheorganisationsubmitted 124 financial and 97 non‐financial reports for the year across its program areas. Thisamounted to an estimated total of 7,399 hours or 194.71 thirty‐eight hourweeks a year seekingfunds, dealing with funding bodies and complying with reporting requirements, reviews andevaluations.Assuch, itwasestimatedthatonehourwasspent liaisingwithfundingprovidersandcomplyingwithreportingrequirementsforevery$796ofgrantmoneyreceived.ADiscussionPaperhasbeendevelopedbyNPYWCtooutlineanumberofoptionsforstreamliningfundingarrangementstoensuremaximumresourcesareavailabletoprogramdeliveryratherthanbeingabsorbedinadministrationandreporting.Thesereformalternativesinclude: Government‐fundedgrantmanagers; Asinglecross‐governmentagreementforeachprogramarea; Onesetofreportingrequirementstoallfundingbodies,foreachprogramarea; Onesetofreportingrequirementstoeachfundingbodyforeachprogramarea;and/or AsinglesetofperformanceindicatorsperNPYWCservicearea.NPYWC continues to liaise with FaHCSIA and other Federal, State and Territory Governmentagenciesabouttheseproposalsinordertomaximisetheuseoftheresourcesthatitreceives. RecruitmentRisk

Therecruitmentandretentionofstaffprovidesasignificantchallengefortheorganisationasitdoesfor other private, Government and non‐Government sectors in the region. NPYWC, throughOrganisationalCapacitystrategiesrelatedtoprofessionalsupport,staffdevelopment,remunerationandAboriginalemploymentinitiativesoffersstaffadditionalbenefitsasbest itcan.Whilstattimesthese are less generous than those available in other non‐Government organisations or inGovernmentpositions, theorganisationcontinues toattracthighcalibreemployees. Inpart, this isdue to its reputationasanemployerofchoice inhumanservicedeliveryandadvocacy for the tri‐stateregion. AccommodationRisk

Asoutlinedbelowinthe informationabouttheorganisation’s infrastructure,NPYWC'sofficespacefacilities in Alice Springs are increasingly restrictive and inadequate. This is due to the need toemploy additional staff to deliver various programs and so that NPYWC can service the growingneeds of its members and their communities. This poses potential risk to the efficient andcoordinated delivery of service, the ability to provide a holistic approach to address individualmembers needs and the capacity of the organisation attract and retain staff due to workplacefacilitiesthatareinferiortomanyotherhumanserviceagenciesinAliceSprings.

NPYWC has commenced a process of planning for its future accommodation needs through theengagementofanarchitectconsultancytodevelopaPreliminaryFacilitiesPlan.

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It isalso investigatingpossibleoptions to fundtheacquisitionof landandtheconstructionofnewpremises. Researching potential sites in Alice Springs as a location for the organisationadministration,directorate,financialsandserviceshubhasalsocommenced. Infrastructure,EquipmentandAssets Accommodation

NPYWCcurrentlyoperatesfrompremisesinWilkinsonStreet,whichisinthelightindustrialareaofAliceSprings.As the levelofservicedeliveryprovidedbyorganisationhasgrown, thedemand foraccommodation has increased. As such, the current arrangements are that the service delivery,administration and directorate teams operate from three separate sites. TheDirectorate, Finance,Administration,Tjungu,ChildNutritionandWellbeingProgram,TjanpiDesertWeavers,Ngangkariandpartoftheyouthteams,arebasedinabuildingownedbyPitjantjatjaraCouncilandwhichisthesitefromwhereNPYWChasoperatedsince1982.Duetospaceconstraints,theDomesticViolenceteamandsomeoftheYouthteamhaverelocatedtoseparatepremisesovertheroadfromwheremostotherservicesarebased.Bothofthesesitesareindustrial buildings which have previously housed removalist and airline services companies. Assuch,whilsttheyfulfilabasicpurposeinprovidingofficeandworkspaceforteammemberstheyarelimited in their design and capacity to support the functions and programs of the teamswho areusingthemastheirbaseforservicedelivery.The standard of the organisation’s accommodation across the three sites does not comply withcurrent Government Office Accommodation Committee (GOAC) guidelines. The existingaccommodationateachsiteiscellularinnaturewithahighpercentageofenclosedofficespaceandlimited opportunities for staff interaction and access to support. In addition, the capacity of theorganizationtofulfilitscommitmenttovaluepeople,andofferahealthyandengagingworkplaceforstaff, iscompromisedbynotbeingabletoprovideaworkenvironmentwhich ispurposedesignedandconducivetocollaborativeandcoordinatedworkpractices.Given the nature of NPY Women's Council core business, it is important that accommodation isaccessible for all and that it is amodel for an equitable and safe environment for both staff andvisitors. In order to attract, retain and maximize the effectiveness of staff it is also vital to havefacilitieswhichareconducivetopromotinginteraction,sharingknowledgeanddevelopingastrongworkplaceculture.NPYWChasengagedtheservicesofanarchitectconsultancytodevelopapreliminaryfacilitiesplanthat scopes and identifies their future long‐term office accommodation requirements for theorganisation. It has alsoundertaken a SWOTanalysisof current and futurepremises inwhich theorganisation plans to be located. The development of the design which meets the organisation’sneedswillbebasedonthefollowingprinciples: Modernandprofessional; Connectivityandengagement; Flexibility; Efficiency; Environmentallyresponsible;and Healthandsafety.A space needs survey based on feedback from NPYWC senior management has established thatpremisesintheorderof3,068m2willberequiredtomeetthecurrentandfutureneedsforatotalof

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100staff (includingcontractors)andtheprograms,rolesandworkpractices inwhichtheywillbeinvolved. ManagementofAssets

NPYWCmaintainsaseparatefinancialassetregistry.Thisrecordsallcapitalpurchasesof$5,000andgreater.Thisregistryismaintainedtocomplywithexternalfinancialreportingrequirements.

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HumanResourceManagementandDevelopment

NPYWC currently employs 90 staff, who are based either at its offices in Alice Springs or incommunities throughout the NPY regions. Additionally, there are over 400 artists who receiveincome fromNPYWC for the sale of their art and craftworks through the Tjanpi DesertWeaverssocialenterprise.ThemajorityofNPYWCstaffareemployed intheoneof the fiveservicedeliveryteams.Thesizeofthedirectorate,administrationandfinanceteamsarerelativelysmalltosupportthecomplexmixofservicedelivery,emergencyreliefandcrisisresponse,advocacy,representation,andgovernanceresponsibilitiesoftheorganisation. NPYWCStaffingProfile Team Employees

Location Alice Springs Community Total

Directorate 5 5 5 Nutrition 3.5 2.5 7 Domestic Violence 11 1 12 Tjungu 8.5 4.5 13 Youth 7 26 33 Administration/Finance 8 0 8 Tjanpi 5 1 6 Ngangkari – 1.5 4.5 6 TOTAL 90

ThestaffemployedtodeliverNPYWC’sprogramsandservicesareitsmostimportantasset.Theyarequalified and experienced professionals who are engaged because of the necessary skills,competencies and understandings to effectively deliver particular programs and services. ThesuccessofservicedeliveryoutcomeslargelydependsonthecapacityandqualityofNPYWC’sTeamManagersandProjectOfficers.Therecruitmentofskilled,professionalpersonnelisachallengefortheorganizationasitcompeteswith other local organisations to attract and retain staff. In order tomaintain its reputation as aquality service provider, NPYWC needs to continue to recruit people who have the capacity toundertaketheworkrequiredofthem.Italsoneedstoattempttodoitsbesttoprovideemploymentconditions and a workplace environment that encourages people to provide their best level ofperformanceandofferalongtermcommitmenttotheorganisation.Thephysicalworkenvironmentandaworkplace conducive to collaborationand teamworkare important factors in attractingandretaining quality staff and a major driver for seeking funds to acquire land and construct newpremises. TeamStructure

Currently seniormanagementwithinNPYWCcomprises theCo‐ordinator,DeputyCoordinatorandTeamManagersforeachoftheservicedelivery,socialenterpriseoradministration/financeareas.Inadditiontotheiradministrativeandmanagementroles,theTeamManagersofYouth,ChildNutrition,Tjungu and Domestic Violence are often involved in direct service delivery to clients when thevolumeofcaseworkundertakenbytheirProjectOfficersisoverlyhighoriftherequiredcaseworkisverycomplexandrequiresadditionalattentionfromaseniorofficer.Thecompositionofeachteamwithintheorganisationisoutlinedonthefollowingtable.Seepage6foranoutlineoftherolesforpositionsandpages15‐17forprofilesofseniormanagementandteamleaders.

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NPYWCTeamCompositionasofthe30thJune2011

Team Positions Team PositionsDirectorate Coordinator

ExecutiveAssistant DeputyCoordinator HumanResourceOfficer

Administration AdministrationManager Receptionist/AdminWorkerx2 VehicleandPropertyMaintenanceOfficerVehicleandPropertyMaintenanceAssistant

Finance

Manager SeniorAccountsClerkandPayrollOfficer AccountsClerk

DomesticandFamilyViolenceService

Manager AssistantManager SeniorCaseWorker Advocacy/CaseWorkers‐SA‐WA‐NT‐AliceSprings SexualAssaultWorker DVAdminOfficer Interpreter/CulturalLiaisonWorker

LegalOfficer

TjunguTeamAgedandDisabilityServices

Manager AssistantManager SeniorProjectOfficer DisabilityAdvocacyOfficer‐TriState DisabilityProjectOfficer‐WA DisabilityProjectOfficer‐SA/WA HACCAgedSupportOfficer‐SA AgedAdvocacyOfficer‐TriState EmotionalSocialWellBeingOfficer–TriState RespiteProjectOfficersx2 NintiProjectOfficer AnanguProjectOfficer

YouthTeam

Manager AssistantManagers SeniorProjectOfficers YouthDevelopmentOfficersandAnanguYouthDevelopmentOfficers

‐SA:APYLandsEastandAPYLandsWest‐WA:WarakurnaandKiwirrkurra‐NT:Finke,Mutitjulu,ImanpaandDockerRiver SchoolHoliday

Program/Admin SubstanceAbuseProjectOfficer

YouthTrainingOfficer

ChildNutritionandWellbeingProgram

Manager AssistantManager NutritionDevelopmentOfficers‐East1‐East2‐West‐Central‐AliceSprings

TjanpiDesertWeaversNgangkariTeamTraditionalHealers

Manager SalesandMarketingOfficer SalesandMarketingAssistant ArtsandCultureAssistant ArtsandCultureFieldOfficer TjanpiCornerMinymaWorkers

SeniorProjectOfficer MaleNgangkarix2 FemaleNgangkarix4 ProjectOfficer

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TrainingandProfessionalDevelopment

NPYWCiscommittedtothetrainingofstafftodevelopunderstandingsoftheirresponsibilitiesandexpectationsasemployeesand to increase their skillsandcapacity toperformtheroles theyhavebeenengagedtoperform.Wholeoforganisationmandatedtraining,teambasedcontentandneedsor requests arising fromperformancemanagementprocesses, determines andguidesprofessionaldevelopmentthatisundertakenbyemployees.A training schedule is maintained that lists the training, courses, professional development andfurtherstudycompletedbyallemployees.Insummarythisincludestraininginthefollowingcategories.

Team Training Team TrainingAllEmployees

NPYWCorientation4WDtrainingFirstaidCulturalawareness

TjunguTeam

ChildprotectionCross–culturalawarenessFamilylawLeadershiptrainingCasemanagement

NutritionTeam

CasemanagementChildprotectionChilddevelopmentSexualassaultCrosssectorprotocolsMandatoryreporting

DirectorateTeam

PolicydevelopmentORICtraininggovernance

DomesticViolenceTeam

ChildprotectionChildabuseFamilylawDomesticandfamilyViolenceandsexualassaultCasemanagement

TjanpiDesertWeavers

ArtCertificateIII,CharlesDarwinUniversity,ArtcentretrainingCreativeandskillsdevelopmentworkshopsIndigenousartsmanagement.

YouthTeam MandatoryreportingSuicidepreventionSexualassaultDrugeducationMentalhealthSubstanceabuseCasemanagement

Admin/FinanceTeam

PolicydevelopmentFinanceandTaxCompliancereporting

AweeklyPitjantjatjaralanguagelessonisheldwhichisavailabletoallstafftoassistthemintheircommunicationandculturalunderstandingwhenworkingwithmembersandcommunities. OrientationandPerformanceManagement

NPYWC’sOrientationManualincludestheoperationalpoliciesandproceduresthatguideemployeesconduct and practices they adopt in their work. Three formal sessions are held annually tofamiliarisenewstaffwiththeorganisationandhowitoperates.Staffalsoundergoprobationaryandannualperformancereviewstoensurethattheyareeffectivelyperformingtheroleforwhichtheyareengaged.Thisprocess: Identifiesareasforimprovement;

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Exploresinternalrelationshipsandresolveissuesifnecessary; Determinesifstaffhavetherequisiteskillsandcapacitytocarryouttheirjob;and Determinesanyadditionalprofessionaldevelopmenttheymayrequire. StrategicPlanningNPYWC’s2009‐2013StrategicPlanoutlinestheorganisation’scommitmenttoitsemployeesandthedevelopmentofsystems,staffingstructuresandinitiativesthatenhancetheorganisation’scapacitytocontinuedeliveringhighqualityandprofessionalservices.ThespecificstrategiesthatareoutlinedintheStrategicPlan,andthatareoperationalisedinannualactionsplans,arefocussedtowardachievingthefollowingdesiredoutcomes: Structuresthatmaximizetheefficiency,effectivenessandexperiencesofitsseniormanagers,

staffandDirectors; Attractionandretentionofhighqualitystaff; Encouragementofprofessionaldevelopmentandcareeropportunitiesforstaff; Continuedhighqualityandprofessionalservicedeliverytoclients;and ImplementationofanAboriginalEmploymentStrategy.

AboriginalEmploymentStrategy

NPYWC currently employs 26 Aboriginal people who comprise 33% of its workforce. As anorganizationwhoseclientbase isAboriginalpeopleandthecommunities inwhichthey live, it isapriority for the organization to provide and support employment opportunities for people fromAboriginalbackgrounds.NPYWC has an Aboriginal Employment Strategy which is continues to develop and refine. ThestrategyincludestheidentificationoftargetstoincreasethenumberofAboriginalemployeesineachteamwithintheorganization.A long‐termandkeystrategytosupportAboriginalemploymentandeffectiveservicedelivery,hasbeentheimplementationofthe‘MalpararaWay’.Thisinvolvestheengagementofmalpas–friendorcompanion, as co‐workers or cultural brokers for Project Officers, particularly those based in thevarious tri‐state communities and for Alice Springs based‐staff who travel to the NPY Lands todeliverprogramsandservices.TheMalpararaWay is unique toNPYWC and has been an integral component of the success andeffectiveness of NPYWC’s service delivery and advocacy. The involvement of malpas has helpedimprove NPYWC’s local engagement with clients as they give greater legitimacy and culturalauthority to programs and services being delivered by the organisation. This unique ‘two way’approachtoworkingandengagingwithclientsprovidesastrongadvantagetoNPYWCwhenseekingfunding and demonstrates a true capacity to engagewith local Anangu people. An additional andimportantadvantageofworkingMalpararaWayisthat itcreates ‘real’workforAnanguwomenintheregion.Increased support in supervision and formal training opportunities has created demand for theAnangu Youth Development Officer positions in the Northern Territory. However, for malpasworkingacrossotherteams,thenatureoftheworkcanonlybemetbyasmallsubsetofAboriginalwomeni.e.womenwithlimitedfamilyresponsibilities,nofamilyconstraintsallowingthemtotravelregularly away from community andwith the skills and capacity to be effective.Malpas generallyhavesubstantialfamilyandcommunitydemandsontheirtimeandavailability.These circumstances set a challenge forNPYWC inmaintaining theMalpararaWay.A focusof theAboriginalEmploymentStrategyistocontinuesupportfortheemploymentofmalpasinthoseareas

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wheretheMalpararaWayisworkingeffectively.Atthesametime,thestrategyseekstobroadenthescopeofemploymentopportunitiesforAnanguwomenandmenintovocationalandnon‐vocationalrolesacrossall teamsand levelsof theorganization. Inaddition, initiativesare inplace tosupportyoung Anangu women achieving educational outcomes that will help them take up employmentopportunitiesorpursuetertiaryeducation.TjanpiDesertWeaversalsoprovidesalargenumberofAnanguwomenacrosstheNPYregionwithregularemployment throughthesaleof their fibreartandotherproductssuchasbeadsandbushmedicine.ItssocialenterprisefunctionprovidesanoutletforwomenoftheNPYregiontocreateandsell their distinctiveworks of art. Since its inception in 1995, Tjanpi has raised the profile of theorganisationanditstri‐stateartistsintheirownright.TjanpihasalsodevelopedpartnershipswithartcentresthroughouttheNPYLands,aswellas local,regionalandnationalculturalorganisationsandevents.(TjanpiBusinessPlanisavailableonrequest) ClientGrievancePolicy

AspertheNPYWCOperationalManual,agrievancepolicyisinplacewhichmanagescomplaintsfromclientsaboutNPYWCstaffandorservicesorresolvesdisputesintheprovisionofanNPYWCservicebetweentheclientandNPYWCstaff.ProcedureAcomplaintabouttheactionsofanNPYWCstaffmembermayinitiallyberaised:1. DirectlywiththerelevantNPYWCstaffmemberifpossibleandappropriate;2. WiththerelevantProgramManager;3. WiththeCo‐ordinator;or4. WithanNPYWCDirector.Intheeventofacomplaintvia1,everyeffortshouldbemadetoresolvethegrievancewiththestaffmemberinquestioninatimelyandappropriatemanner.If the matter is not resolved, consultation and discussion with the Program Manager, the staffmemberinquestionandtheclient,shouldbeundertaken.If theconflict isnotresolvedat this level, theclientshouldmeetwith theCo‐ordinator toair theirgrievanceandtoensurethatthematterisresolvedinafairandequitablemanner.TheCo‐ordinatorwillensurethatbothpartieshaveanopportunitytoresolvethedispute.If the matter is still not resolved, the client must write a letter outlining the reasons for thecomplaint.Whenreceivingawrittencomplaint,theCo‐ordinatorofNPYWCwillrespondinwritingtothecomplainantacknowledgingreceiptof theircomplaintandoutliningtheprocessthatwillbetakentoresolvethecomplaint.Thepurposeoftheseproceduresistoensurethatallpartiesaretreatedfairlyandgivenachancetorespond. It isNPYWC’s intention tomake theprocess as simple aspossible and to ensure that allpartiesaregiveneveryopportunitytoresolvetheissueathand.The Co‐ordinator will assess the information from both parties and decide if the complaint issubstantiatedornot.Ifthegrievanceisunsubstantiated,nofurtheractionwillbetakenotherthanadiscussionmaytakeplaceonabroadleveltoensuresimilarcircumstancesdonotre‐occur.Wherethe dispute remains unsolved, the complainant or the Co‐ordinator may arrange for a grievancecommitteetobeestablished.Atthisstage,theCo‐ordinatorwillinformtheDirectorsoftheneedforaGrievanceCommittee.

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TheCommitteeshallcomprise: ThreecurrentDirectorswhohavenoconflictofinterest; TheNPYWCCo‐ordinatorornominee;and Representativesfrombothparties.TheGrievanceCommitteewilllistentobothsidesofthestoryandmakedecisionsaboutthedisputeand report back to both NPYWC and the complainant within one week. If the grievance issubstantiated,theGrievanceCommitteewillinstructtheCo‐ordinatorto: Providecounsellingandanyappropriateservicetothestaffmember; Instituteaperformanceagreementwiththestaffmember,includingaprobationaryperiod; Terminate the staff member’s employment in instances where there has been gross

misconduct;or Provideawrittenresponsetotheclientformallyapologisingonbehalfofthestaffmember.Ifthegrievanceisunsubstantiated,theGrievanceCommitteewillinstructtheCo‐ordinatorto: Provideawrittenresponsedetailingthegrievancecommittee’sdecision; ProvideanapologyonbehalfofthestaffmemberandtheNPYWC;and Provideinformationfortheclienttopursuethematterfurther,ifnecessary. Marketing

NPYWC promotes its services through local and statewide forums, specific sector forums such asyouth,childnutrition,mentalhealth,drugsandothersubstancemisuse,byprovidingsubmissionstoinquiries concerning issues in theNPYLands such as incomemanagement, domestic violence andthroughspeakingoutthroughthemedia.Tjanpi’s 2011‐14BusinessPlan ((TjanpiBusinessPlan is available on request) includes adetailedmarketingstrategyaroundthepromotionandmarketingofthefibreartproducedbyTjanpiartists.Importantly the marketing message focuses on the women and culture of the Ngaanyatjarra,Pitjantjatjara and Yankunytjatjara regions and celebrates their achievements. The relationship ofTjanpitoNPYWCisakeyelementinthepromotionofthesocialenterprisetomainstreamaudiences,exhibitions,pointsofsaleandmarketsinwhichtheventureisincreasinglyexposed.The inclusion of a purpose built Tjanpi retail outlet in proposed new premises that NPYWC isworking toward developing, is considered a significant strategy in promoting both the identity ofTjanpiandthebroaderrolethatNPYWCperforminsupportingitsmembersandtheircommunities.Management,OperationalandLegalstructures

Informationrelatedtothemanagement,governanceandparametersunderwhichNPYWCoperateshasbeenoutlinedinprevioussectionsofthisBusinessPlan(seeNPWYCOrganisationalStructure–page8,Governance–page18,andStrategicandOperationalPlanning–page28).NPYWC’s2009‐13StrategicPlanoutlinestheorganisation’sdesiredoutcomesinthefourkeyfocusareas.Theseare: ServiceDelivery NPYWCreinforcesitspositionasakeyparticipantinserviceprovisioninthetri‐stateregion. NPYWCadoptsaflexibleapproachtoculturalandsocialchange. NPYWCcontinuestoofferhighqualityandprofessionalservicedeliverytoclients.

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NPYWCensuresthatitdevelopscomprehensivesupportplansforallofitsclientsaspartofitsCasemanagementapproachtoservicedelivery.

Advocacy NPYWCmaintainshighleveladvocacyforandonbehalfofwomeninthetri‐stateregion. NPYWCincreasestheintensityofadvocacyinresponsetoexistingidentifiedneeds. NPYWCconsolidatesitspeakpositionbyadvocatingonemergingissueswhichmaydirectlyor

indirectlyaffectwomen. ConveningofabiennialforumtodiscussNPYWC’sworkandpresentevidenceontheincidence

and causesof domestic violence, poor childnutrition, youthproblems, disabilities andothermajorproblemsinthetri‐statecommunities.

OrganisationalCapacity NPYWC is structured to maximise the efficiency, effectiveness and experience of its senior

managers,staffandDirectors. NPYWCcontinuestoattractandretainhighqualitystaff. NPYWCencouragesprofessionaldevelopmentandcreatescareeropportunitiesforstaff. ImplementationofanAboriginalEmploymentStrategy. Continuousimprovementandstreamliningofinternaloperations. TjanpiDesertWeaversisasustainablesocialenterprisethatisresponsivetotheaspirationsof

itsartists. Funding NegotiationandimplementationofblockfundingagreementwiththeAustralianGovernment

thatprovidesforfundingtocomefromasinglesourcewithintheAustralianGovernmentandthat cover all the programs and services undertaken by NPYWC that are funded by theAustralianGovernment.

Negotiation and implementation of block funding agreements with theWestern Australian,SouthAustralianandNorthernTerritoryGovernmentsthatprovideforfundingtocomefromasingle source within each Government and that cover all the programs and servicesundertakenbyNPYWCthatarefundedbythoseGovernments.

GuaranteedfundingforNPYWC’sseniormanagementpositionsandthecorporatecostsoftheorganisation.

Increases in the size and duration of NPYWC grants to cover the cost of core operationalpositions such as the Co‐ordinator, Deputy Co‐ordinator, Human Resource Manager,Administration/ReceptionistandGrants/ComplianceOfficer.

Negotiationofshort‐formProgramFundingAgreementsforallfundingunder$100,000. Negotiation and implementation of straightforward, ‘plain English’ funding agreements that

contain generic, clear performance indicators common to, or easily adapted to the differenttypesofservicesdeliveredbyNPYWC.

Identification of single point of contact within each of the four Governments that providefundingtoNPYWC.

Streamlinedtri‐statecontractandmanagementarrangements.Performance indicatorsandmonitoringprocessbywhichprogressandoutcomesareassessedareoutline in the Annual Action Plans developed by service delivery, administration/finance anddirectorate teamswith responsibilities for delivery of desired outcomes relevant to their areas ofoperation.

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5.FINANCIALANALYSISOFTHEBUSINESSPLAN5.1ThreeYearForecastBelowisthethreeyearforecastoftheincomestatementandthechangeincashposition.

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Notes To The Three Year Forecast Methodology: NPYWC undertook a detailed analysis of the actual financial accounts of the 2010/2011 and previous five fiscal years. Using the audited financial statements as a base, major adjustments were made to have a base data set that was comparable and usable for the analysis. Three major adjustments made were:

1. To calculate the received grants (on a cash basis) the effects of carried forward grants were separated out from the revenues.

2. Inter‐departmental charges to cover expenses the administration and accounting department were eliminated. In the financial statements these amounts are showing on both the income and expense side of the income statement but these are not real revenues or expenses. Similar eliminations were done for so‐called inter‐departmental 'recoveries' of cost centres where wages of two program managers were accounted for.

3. A number of reclassifications were done to make the numbers comparable.

Assumptions used in the forecasts: 1. Grant received are fully expensed (used) in the fiscal year. I.e. there are no unspent grant

funds to be carried forward to following years. In reality, NPYWC has substantial unexpended grants at the end of a fiscal year (e.g. in 2010/2011, a total of $2.5 million was added to the program budgets because of carried forward unspent grants from the previous fiscal year 2009/2010).

2. In all revenue and expense areas a conservative approach was used. For example:

Not adding carried forward unspent grants into the annual revenues, i.e. just using the real received grants as revenues.

Historically the grant receipts have grown by 7.8% per year. In the forecast a conservative growth percentage of only 5 was used.

According to Tjanpi's Business Plan, its retail sales are expected to grow by at least 10% per year. In the forecast a conservative growth percentage of only 5% was used.

3. Cost structure: Based on the analysis of historical cost data, fairly good correlations were found for most cost types:

a. Employees: 54% of grants b. Administration: 16% of grants c. Travel: 12% of employee costs (or 6.4% of grants) d. Motor vehicles usage: 9% of grants e. Client brokerage: 7.52% of grants f. Materials and equipment: 7% of grants

4. Depreciation: yearly addition of 6.7% of prior year's net non‐building capital purchases (i.e. assuming useful life of 15 years without residual value).

5. No inflation is assumed i.e. the forecasts reflect the volume component only. Consequently, it is assumed that price increases are covered via indexation of grants amounts.

PrimaryFactorsInfluencingNPYWC'sFinancesNPYWC'sfinancesareprimarilyimpactedbythegrantlevelsandwagecosts.

GrantLevelsClearly,themostimportantfactoristhelevelofsuccessinacquiringprojectgrants.Asindicatedintheassumptionsabove,anannualgrowthrateof5%isassumed.Thisisconservative,giventhattheactual annual growth has been 7.8% (N.B. the annual grant revenues shown in the financialstatementsdifferbecauseoftheannualpracticeoftransferringunspentgrantfundstothefollowingfiscalyear).Anotherassumptionthatwasmadeintheforecastsisthatallreceivedgrantsareactually

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spentinthesamefiscalyear.Historically,NPYWC'sexpenseshavealwayslaggedthegrantsreceiptto some extent. This actually reflects a sound financial principle that NPYWC adheres to, i.e. noexpensesaremadeorcommittedto,beforetheactualgrantshavebeenreceivedinthebank.Soinreality, it istobeexpectedthattheannualexpensesare lowerthanthegrantreceipts, leadingtoacertainincomesurplusandcashsurplusattheendofthefiscalyear.Again,thisunderlinesthatthethreeyearforecastsareconservativeestimates.

WageCostsNPYWC'smajor cost component are its employees expenses (54%). NPYWC has to competewithother employers in a quite small labourmarket,wageswill increasedue tomarket circumstancesand Governments are generally reluctant to increase core funding grants for administration andoperational purposes. This will directly impact on NPYWC's income statement to the extent thatthese price increases are not covered by grant indexation. One of the scenarios in the sensitivityanalysisbelowaddressesthisrisk.SensitivityAnalysis:CalculationofThreeScenariosThe schedule below shows the operating surplus (deficit) for the following scenarios, for year2012/2013:

Scenario What Changes Operating Surplus (Deficit)

Change in Cash Position

Conservative

Nothing. Grants grow at 5% 550,081 383,320

Realistic Grants grow at 7.8% and Tjanpi's retail sales grow at 10%

593,048 426,288

Tight Labour Market

Hourly wage prices increase 5% each year (and not compensated for by grant indexation)

‐212,448 ‐379,209

Overheads Cost Rise

Every year, the Administration costs rise by 1 precentage point each year (i.e. 17%, 18%, and 19%)

310,120 143,359

Note: The above scenarios assume 'going concern' i.e. do not yet include the effect of the new building. FinancingoftheBuildingConstructionSourcesofFinancingApreliminarycostingbythearchitectsindicatedthattheconstructionmightcostupto$10.2million.Thefinalamountmightvaryduetodesignchanges.Financingoftheconstructionwillconsistofthreecomponents:

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DebtFinancingEventhoughtheamountofdebtfinancingisunknownatthisstage,thefollowinginformationcanbeprovided,basedoninitialcontactswithNPYWC'sprimaryfinancialinstitution,WestPac:

It is highly likely thatNPYWCwould be eligible to receive interest rate subsidies under theCommonwealth's IndigenousCapitalAssistanceScheme on the first$500,000.Thesubsidiesare6%inyear1,4%inyear2,and2%inyear3.Thisrepresentsadiscountof$60,000.

Financing would be in the form of 15 year commercial bills. If a ministerial guarantee isobtained,therepaymenttermwouldbe20years,andalowerinterestratewouldapply.

Theavailabledebtwouldbedeterminedbythereductioninrents,availableprojectedannualsurpluses,andacreditcheck.

PotentialRiskstoFinancialPerformance,andMeasurestoMinimisethoseRisksRisk1: Grantsdonotgrowbutarereduced(risk:NPYWCcannotserviceitslongtermdebt)

Addressedby:Seesection4.11intheIndigenousLandCorporationapplicationforlandacquisition.

Risk2: Wagepricesincrease,withoutbeingcompensatedforbyspecificindexationofgrants. Addressedby:IndexationofgrantsisanormalpracticeforGovernmentgrants,sothe riskofnotbeingfundedforgeneralwageincreasesisratherlow.Ifthisdoesoccur, NPYWCwouldrespondbyloweringemploymentcoststomeettheavailablefunding.AdditionalFinancialInformationTheappendicestothisbusinessplanincludethefollowingfinancialinformation:

FinancialProfileofNPYWC AuditedFinancialStatements2009/2010 AuditedFinancialStatements2008/2009 AuditedFinancialStatements2007/2008

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6.MONITORINGANDEVALUATIONExternalMonitoringandEvaluation

Asanorganisationwhichderivesitsfundsprimarilyfromgovernmentsources,NPYWCisthesubjectof regularexternalevaluationandreview.NPYWCaccepts this levelof scrutinyandacknowledgestheneed tobeaccountable todeliver theprograms forwhich it receives fundsand tomeasure itsperformanceagainstintendedoutcomesforprojectsinwhichitisengaged.Significant external evaluation and review of the organisation, service areas or specific programsincludes: Wholeoforganisation ExternalevaluationbyDepartmentofHealthandAgeingoftheNPYWomen’sCouncilYoung

People’sProject,2005; External evaluation by Department of Families, Housing, Community Services and

IndigenousAffairs(FaHCSIA)oftheNPYWomen’sCouncilReconnectProject,2004; External interim evaluationbyDepartmentofFamilies,Housing,CommunityServicesand

IndigenousoftheNTYouthInCommunitiesProgram,2011;and OATSIH Risk Assessment completed 2009 and 2011, NPYWC assessed low risk (2 year

period). YouthProgram Reference Group member for the Review of Certain FaHCSIA funded youth services by

UrbisforFaHCSIA2010;and Reference groupmember for the Evaluation of the NT Youth in Communities Program

2011byCouragePartnersforFaHCSIA2011. ChildNutrition InvesttoGrow,FaHCSIA,contractedevaluationcompleted2008. DomesticandFamilyViolenceService RegionalFamilyViolenceProgram,FaHCSIA,2008; DepartmentChildProtection(formerlyCommunityDevelopment)WA,2008; FamilyViolencePreventionLegalServicemodels,Attorney‐General’sDepartmentSAAP–

SA/Cth,2008; Section14KDisabilityServicesStandardsAudit(DisabilityAdvocacy),2009; HACCAppraisalReport(HACCAgedCareandTjilpiPampaFestival);and Standards Monitoring (Tri‐State Disability) and National Respite Carer Program (NRCP)

QualityAudit(Respite),2010.InternalMonitoringandEvaluation

NPYWC holds regular Directors’ and General Meetings including an Annual General Meeting.Generalmeetings,andDirectors’meetingsarealsoconvenedinremotecommunities.Staffreporton their work and members frequently raise issues relevant to NPY's operations. NPYWCManagersmeetregularlytomonitoranddiscussservicedelivery.Managers also assess service delivery through discussion with Directors and when preparingreports to funding bodies or checking reports prepared by staff in their section. All fundingagreementsarereportedon,mostsix‐monthly,somequarterly.Departmentalcontractmanagersare free to contact Managers or Co‐ordinator at any time to ensure that the organization isadhering to the terms and conditionsof contracts.TheCo‐ordinator is available todiscuss anyservice delivery problems with Managers and with program staff if their Manager is notavailable.

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Asmentionedpreviously theMajorDesiredOutcomes foreach focusareaof the2009‐13StrategicPlan (available on request) are accompanied by an Action Plan which identifies the strategies,timeframe,responsiblestaffmember/s,performanceindicatorsandspecificoutcomeagainstwhichsuccessismeasured.TheseplansaresubjecttoannualreviewbyteamsunderthedirectionofTeamManagerswhoreportbackthroughtheseniormanagementforum.ThesereportsformthebasisofinformationprovidedtotheBoardofDirectorsandisincludedintheorganisation’sAnnualReport.Mandatory evaluation and reporting of financial, administration and governance activities andperformanceisprovidedasperORICandotherregulatoryandlegalcompliancerequirements.

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Appendix A: Financial Profile of NPYWC

The financial profile is based on the audited financial statements of the previous five fiscal years.

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Appendix B: Audited Financial Statements 2009/2010

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Appendix C: Audited Financial Statements 2008/2009

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Appendix D: Audited Financial Statements 2007/2008

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