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NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
NPYWC Business Plan
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NPYWC Business Plan

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  • 1. Ngaanyatjarra Pitjantjatjara Yankunytjatjara Women’s Council (Aboriginal Corporation) BUSINESS PLAN Indigenous Land Corporation (ILC) Land Acquisition – Socio‐Economic Development Program
  • 2. CONTENTS Section Page 1 Overview 2 Background Aims and Objectives Key Functions Strategic Planning Resourcing 2 The Organisation 6 NPY Womens Council Legal Structure NPY Womens Council Organisational Structure Directors Profiles Senior Management/Executive Staff Profiles Governance Financial Statements 3 The Business 19 External Influences on NPYWC Operations Business Relationships and Arrangements NPYWC’s Performance NPYWC’s Competitive Advantage 4 Planning Processes 27 Strategic and operational planning Identified Risks and Related Management Strategies Infrastructure, Equipment and Assets Human Resource Management and Development Marketing Management, Operational and Legal Structures 5 Financial Analysis of Business Plan 40 6 Monitoring and Evaluation 44 External Monitoring and Evaluation Internal Monitoring and Evaluation Appendices 1
  • 3. OVERVIEW Background The Ngaanyatjarra Pitjantjatjarra Yakunytjatjara Women’s Council (NPYWC) Aboriginal Corporation is an advocacy and human service delivery focused organisation which represents the common interests, family and cultural connections of women from the ‘three sides’ of the central desert region of Australia. These ‘three sides’ are the Anangu Pitjantjatjara Yankunytjatjara (APY) Lands in South Australia, the Ngaanyatjarra Lands leasehold and native title holdings in Western Australia (formerly the Central Reserves and other land tracts) and the four southern Northern Territory communities of Imanpa, Mutitjulu, Docker River and Aputula (Finke.) Approximately 6000 Anangu (or in WA Yarnangu) people reside in nearly forty communities, outstations and homelands (Western Australia 12, Northern Territory 5, South Australia 21), that constitute the organisation’s membership and service delivery area. These communities are spread over a vast 350,000 square kilometres semi arid expanse (see NPY map). The people of the NPY area share language, historical, cultural and familial connections and concerns for themselves and their families that take precedence over state and territory borders.   NPWYC’s origins extend back over thirty years to the South Australian Pitjantjatjara Land Rights movement in the late 1970s. Women of the region felt that their needs were not being addressed 2
  • 4. and so established their own organisation, with the first meeting held at Kanpi in South Australia in December 1980. Aims and Objectives NPYWC’s central purpose is to ‘relieve the poverty, sickness, destitution, distress, suffering, misfortune or helplessness among the Aboriginals of the Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara communities’. The organisation’s specific aims are to:  Provide a forum for Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara women to discuss their concerns;  Assist and encourage the representation and participation of women from the Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara region on local, regional and other relevant bodies;  Help individual women and girls to achieve further training, education and employment;  Establish, provide and or promote services to improve the health and safety, education and general well‐being of people in the Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara region;  Establish, provide and promote the artistic and cultural interests of Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara women;  Promote and support the achievements and authority of Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara women;  Gather and provide information about issues of importance to Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara women and the broader community;  Promote and encourage the law and culture of Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara women; and  Support and encourage other women and organisations who work towards similar aims. NPY Women’s Council’s actions are informed by the following guiding principles:  Ngapartji ngapartji kulinma munu iwara wananma tjukarurungku: respect each other and follow the law straight  Kalypangku: conciliatory  Piluntjungku: peaceful and calm  Kututu mukulyangku: kind‐hearted  Tjungungku :united  Kunpungku: strong Key Functions NPYWC’s origins as an advocacy based organisation for women in the Central tri‐state area have been maintained through continued provision of a strong and credible voice for its members on issues including:  Substance abuse;  Domestic and family violence;  Child protection;  Policing, cross‐border justice and other safety/legal issues;  End stage renal disease; and  The needs and aspirations of young people. NPYWC’s other major function is as a significant provider of human services to individual Anangu and Yarnangu (Aboriginal people) and families in the regions. Current NPYWC programs (tri‐state unless otherwise indicated) are: 3
  • 5.  Tjungu (together): aged, disability, mental health support programs  Tri‐State Disability Support Services  Disability Advocacy  Aged Advocacy  Aged Care Support (APY Lands SA only)  Emotional and Social Well‐being  Cross‐border Carer Respite Service  Ninti (to know): transitional education opportunities for Anangu children who have a disability.  Ngangkari (traditional healers) Project  Youth Program  Community‐based recreation and diversion; individual case management and holiday programs.  Domestic and Family Violence Service  Legal assistance, advocacy, individual case management and practical help to victims and children in their care.  Child Nutrition and Well‐being Program  Individual case management for failure‐to‐thrive one to five‐year‐olds  Nutrition education  Support in statutory child welfare matters.  Tjanpi Desert Weavers  NPY Women’s Council’s fibre art social enterprise initiative involving over four hundred women making fibre art and other products including bush medicine and beanies to sell to Tjanpi (meaning: desert grass) Desert Weaver for on‐sale to the public through exhibition and retail outlets, including from NPYWC’s premises in Alice Springs.  Emergency relief  Assistance to Anangu and Yarnangu from the region that are in immediate need of food, fuel, transport, clothing, bedding or accommodation. Staff who support the coordination and/or delivery of programs may either be based at NPYWC’s premises in Alice Springs, living in communities in the region and/or undertake extensive travel in order to do their work. Strategic Planning NPYWC’s 2009‐13 Strategic Plan identifies four key focus areas that reflect the consultation undertaken with stakeholders, the organisation’s Directors and senior management. It recognises the political, economic, social and environmental trends impacting or likely to impact on the organisation. These are:  Service delivery 4
  • 6.  Advocacy  Organisational capacity  Funding The Strategic Plan describes the initiatives, timeframes, responsible persons, key performance indicators and outcomes for each of these focus areas. Annual action plans, developed by teams responsible for service delivery, administration and management, reviews performance and identifies future actions toward fulfilling the organisation’s aims and objectives. Resourcing NPYWC currently operates with a budget of approximately $9 million per annum derived from a wide variety of government, not for profit and philanthropic agencies. This includes funds provided by the Australian, West Australian, Northern Territory and South Australian Governments to deliver a wide range of human services, which these governments prefer to contract out rather than deliver direct. The organisation annually manages over fifty grants, under more than twenty separate funding agreements, for its five service delivery program areas. Each grant must be discretely acquitted, both financially and in relation to performance. NPYWC presently employs close to 90 staff on full‐time, part‐time, casual and/or short‐term contract staff basis depending on the role, function and tenure of the position including up to 30 based on the Lands. Programs operate where at all possible with a team consisting of a (usually non‐Aboriginal) staff member with formal professional qualifications and an Anangu project worker who is employed for their language skills, community knowledge and contacts and cultural knowledge.   5
  • 7. 2. THE ORGANISATION   NPY Womens Council Legal Structure 17 June 1994: Incorporated with the Office of the Registrar of Indigenous Corporations.  Corporation name: Ngaanyatjarra Pitjantjatjara Yankunytjatjara Womens Council Aboriginal Corporation  Designated as large Corporation. 1 July 2000: Registered in the Australian Business Register.  ABN 77 902 127 562  Entity Name: NPY Womens Council (to 6 September 1994: Ngaanyatjarra Pitjantjatjara Yankunytjatjara Womens Council) ATO status: Public Benevolent Institution. Acquired Endorsements & Concessions:  Deductible Gift Recipient endorsement (1 July 2000)  Income Tax Exemption (1 July 2000)  FBT Exemption (1 July 2005)  GST Concession (1 July 2005) NPY Women’s Council Organisational Structure The operational and management structure of NPY is outlined in the Organisational Structure outline (see page 7). Key roles and positions include:  Elected Directors: Responsible for the over‐all policy and advocacy direction of the organisation. Up to twelve members can be elected from the region, including a Chairperson and Vice Chairperson who are elected by secret ballot every two years at an Annual General Meeting. The composition of Directors includes equal representation from each jurisdiction (WA, SA and NT).  Co‐ordinator: Responsible for day to day management of the organisation, support to Directors, dealing with policy issues with and on behalf of Directors, overseeing administration and staffing, recruitment, employment grievances and financial administration.  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 programs areas including service delivery. The position supervises Team or Program Managers and the Executive Assistant; assists in the management of NPY Women’s Council’s operations and functions; assists Directors and the Co‐ordinator to develop and implement policy in keeping with the aims and objectives of the organisation.  Team Managers: Youth Manager, Child Nutrition Manager, Tjungu Team Manager (includes Aged, Disability, Cross Border Carer Respite and ESWB), Domestic and Family Violence Service Manager, Tjanpi Manager, Ngangkari Senior Project Officer, Finance Manager and Administration Manager. Team managers are responsible for the support and supervision of programs and staff in their respective areas, seeking funding and dealing with funding bodies.  Assistant Managers and Senior Project Officers: Assists Team Managers to manage projects and services and to assist with staff supervision. 6
  • 8.  Project officers: Staff who work in the various program areas carrying out case management including practical assistance and advocacy. A number of these staff are based in communities in the NPY Lands. Case workers not based on the Lands spend at least half of their working time in remote member communities.  Administration: Under the co‐ordination of the Administration Manager, the administration team manages: reception and general administration, management of staff housing maintenance in town and in the Lands, emergency relief funding, vehicle fleet management, satellite phone management, logistics for bush meetings and general repairs and maintenance.  Finance: The NPYWC Finance Manager manages the NPYWC Finance Section, assists in setting up project budgets and expenditure controls, provides regular and ad hoc budget reports for all projects, and ensures that the systems and practices are in place to enable compliance with funding contracts. The Finance Manager also reviews and oversees payroll, debtors and creditors, banking, reconciliations, receipts and allocation of funds, prepares the financial statements, and coordinates with the external auditor to facilitate the interim audit and the year‐end audit. 7
  • 9. NPY Women’s Council (Aboriginal Corporation) Organisational Structure Directors 12 members comprising  Chairperson  Vice –Chairperson  10 elected representatives reflecting tri‐state and NPY region   Directorate  Deputy Coordinator Co‐ordinator Finance  Executive Assistant  Human Resource  Manager Officer  Senior Accounts   Clerk and Payroll Officer  Accounts Clerk Administration Domestic and Family  Administration Violence Youth Team  Manager Child Nutrition Tjanpi Desert Manager Service Tjungu Team  Assistant  Receptionist /Admin (Aged and Disability Services) and Wellbeing Weavers Worker x 2 Managers  Manager  Vehicle and Property  Senior Project Program  Assistant Manager  Manager Officers  Manager Maintenance Officer  Senior Case Worker  Senior Project Officer  Youth  Sales and Marketing Officer  Vehicle and Property  Manager  Advocacy/Case  Disability Advocacy Officer – Tri Development  Sales and Marketing Maintenance Assistant   Assistant Workers State Officers Assistant   Manager - SA  Disability Project Officer – WA SA: APY east  Arts and Culture Assistant -  Nutrition - WA  Disability Project Officer SA/WA APY west  Arts and Culture Field Development - NT  HACC Aged Support Officer SA WA: Officer - Officers - Alice Springs  Aged Advocacy Officer – Tri State Warakurna  Tjanpi Corner Minyma - East 1  Sexual Assault Worker  Emotional Social Well Being Kiwirrkurra - East 2  DV Admin Officer Officer – Tri State - NT: Finke - West  Interpreter/Cultural  Liaison Worker Respite Project Officers x 2 Mutitjulu - Central Ngangkari Team  Ninti Project Officer Imanpa - Alice Springs (traditional healers)  Legal Officer   Anangu Project Officer Docker River  Senior Project Officer      School Holiday  Male Ngangkari x 2     Program/ Admin      Female Ngangkari x 4  Substance Abuse    Project Officer Project Officer  Youth Training Officer 8
  • 10. NPY Women’s Council Directors Profile March 2010 – October 2011* The Board of Directors is comprised of women who geographically and culturally represent the areas to which the NPYWC provides advocacy and delivers services. Board members’ direct life experiences, understandings and commitment guide the organisation in ensuring that the needs and the aspirations of the communities in which they live are met. Board member Approx time on Other agencies where they have been Relevant Relevant Skills/Experience name your Board Board members (expand further if more Qualifications than one) (if attained) Organisation Name Approx Time on Board (years) Margaret Smith Director‐became Imanpa Community 6 years Margaret is a Yankunytjatjara woman from Imanpa Chairperson Vice‐Chairperson Council. Community, Northern Territory. A highly regarded in January 2008 spokesperson for the NPY region, she is a former Liaison Uluru Kata Tjuta and Chairperson Officer of Imanpa Arts and Crafts and former National Park Board 18.04.08. Chairperson of Imanpa Community Council. Margaret of Management. has been a member of the Board of Management of Public Officer Cross‐border Uluru‐Kata Tjuta National Park and the Cross‐border 0.09.06 to present Reference Group on Reference Group on Volatile Substance Misuse and she Volatile Substance has attended a number of governance training sessions Misuse. for Indigenous corporations. In 2000 she, in a group of Aputula (Finke) 330 Aboriginal women, performed in the Sydney Community Council Olympics Opening Ceremony. Yanyi Bandicha Director Uniting Church Yanyi is a former Chairperson of NPYWC she held this position from 2002 – 2008. Vice Chairperson 16.03.10 to present Aboriginal Congress, an executive member and Deputy Yanyi serves on the Uniting Church Northern Synod Chairperson of the Standing Committee. This body oversees all aspects of Full NRCC Council the Uniting Church’s work in the Northern Territory, she is currently one of the representatives for the APY Lands on the Executive. Yanyi is an active member of Ananguku Area Ministry Council a commitment she has delivered since 2004. 9
  • 11. Yanyi was a former Anangu Director of Pitjantjatjarra Yankunytjatjara Education Committee (APY Lands) and former Minyma Director of NPY Women’s Council. Most of her working career was spent working as an Anangu Education Worker in Anangu schools and as an interpreter and translator. She is a member of the Ernabella Choir – now the Pitjantjatjara Choir – and has been since its early days, and she is an active member of the Uniting Church. Julie Anderson Director Aputula (Finke) 3 years Julie was first elected as a Director (formally Executive Member) in 2007 which continues to present. Elected Director 17.10.07 to present Community Council She is a delegate to the board of Central Land Council and a member of Aputula Aboriginal Corporation Store Committee. Julie was a member of Aputula Community Council for many years. As a senior member of her community, she promoted Territory Tidy Towns, and twice travelled to Sydney to accept Tidy Towns awards on behalf of Aputula. Julie spent close to 20 years working for the NT Department of Education at the Aputula School. She was a cleaner and grounds person before being promoted to Anangu Assistant Teacher, retiring from the Department in 2000. In the same year Julie was one of 330 Aboriginal women who performed in the Sydney Olympics Opening Ceremony. Janet Inyika Director and Amata Community 3 years Janet was first elected as a Director in 2002 (one year elected Vice‐ Council term) then again in 2007 which continues to present Elected Director Chairperson (two year term). She is a long‐serving member and 18.04.08 to present former staff member of NPY Women’s Council.   Janet is a currently a director of Desart. Desart is the Association of Central Australian Aboriginal Art and 10
  • 12. Craft Centres.   A former member of Amata Community Council, in 2002 she gave evidence at a South Australian coronial inquest into petrol‐sniffing deaths on the APY Lands, and in September 2004 she addressed the Australasian Coroners’ Conference in Darwin on the issue. In early 2005 she launched the then new opal low octane ‘unsniffable’ petrol at the BP terminal in Largs Bay, SA with the former Federal Minister for Health, Tony Abbott MP. The use of opal has dramatically reduced sniffing in the region. In 2008 she gave evidence to the Senate Inquiry into Petrol Sniffing in Central Australia. Janet has also performed in the stage play Ngapartji Ngapartji and was one of 330 Aboriginal women who performed in the Sydney 2000 Olympics opening ceremony.   Rene Kulitja Director Mutitjulu 3 years Rene was elected as a Director in 2010 which continues to present (two year term). Elected Director 17.10.07 to present Community Council Rene is a member of Central Land Council’s Community Uluru Kata Tjuta Development Funded Committee which distributes National Park Board selects community development projects funded from of Management. royalty, rent and affected area payments from land use agreements. She is also Chairperson of Maruku Arts Maruku Arts Governing Committee . Governing Committee. Rene is an artist whose work features in many national and international exhibitions including Belgium and Japan. She works with many media, including glass and ceramics, paint and tjanpi (grass) baskets. A high profile international artist, Rene has one of her designs featured on a Qantas Boeing 747 jet. In 2000 Rene also performed at the Sydney Olympics Opening Ceremony. She was a member of the (former) Mutitjulu Community Council and the Uluru‐Kata Tjuta National Park Board of Management and she is a founding director of Walkatjara 11
  • 13. Arts at Uluru. Ingrid Treacle Director Fregon Community 7 months Ingrid was elected as a Director in March 2010. She currently works part‐time in Kaltjiti Art Centre as well as Elected Director 17.03.10 to present Council a full‐time carer. Ingrid has worked for many years as an Aboriginal Education Worker in Fregon Anangu School. She is qualified as a teacher having completed her studies through AnTEP. Pantjiti McKenzie Director Pukatja Community 3 year Pantjiti has spent much of her life living in Ernabella Community. Pantjiti and her husband set up EVTV which Elected Director 21.10.08 to present Council made films on many subjects. She estimates that they made over a thousand films. They also worked for PY Media on the Broadcasting for Remote Aboriginal Community Services program (BRACS). Pantjiti enjoys acting. She has appeared in films about bush tucker, bush medicine, the Seven Sisters and she also performed in the stage play, Ngapartji Ngapartji. A skilled artist in paint, batik and weaving tjanpi (grass) baskets and a teacher of the Pitjantjatjara language, Pantjiti is also a traditional healer or ngangkari, specialising in treating women’s problems. Pantjiti performed at the Sydney 2000 Olympics Opening Ceremony. Martha Ward Director 7 months Martha is a Ngaanyatjarra women from the community of Wanarn, Western Australia. Martha is an aged care Elected Director 17.03.10 to present worker at Kungkarangkalpa (Seven Sisters) Aged Care facility at Wanarn, previously she worked for many years in the community store. 12
  • 14. Valerie Foster Director 3 years Valerie’s background is in health. She was a Senior Health Worker for more than 30 years, and worked in Elected Director 17.07.07 to present various clinics and hospitals. Valerie is a former staff member of NPY Women’s Council. Soon after the Child Nutrition Program started in 1996, Valerie became a Project Officer, working with the Manager, malparara way – meaning together as companions or friends. She stayed with Child Nutrition until 2001. In 2000 Valerie also performed at the Olympics Opening Ceremony. She has had a number of terms as an NPY Women’s Council elected Director during the 1990s, from 2001 to 2002, and again from 2007 to the present. Anawari Mitchell Director 7 months Anawari has held a variety of roles during her working career including health worker for Ngaanyatjarra Health, Elected Director 17.03.10 to present store worker, community office worker and she has undertaken casual work for NPY Women’s Council from time to time in our emotional and social wellbeing project. A qualified Aboriginal health worker, Anawari is also a highly acclaimed artist and weaver and she is a strong support for Ngaanyatjarra Media. In 2000 she in a group of 330 Aboriginal women, performed in the Sydney Olympics Opening Ceremony. Olive (formerly Director Warburton 3 years In 2002 at the AGM held at Wipularilarri, she was elected Frances) Lawson for one year and again in 2007 which continues to 17.10.07 to present Community Council present. Olive works for the Home and Community Care Elected Director program (HACC) in Warburton, which assists old people with their shopping, washing and laundry and she is the Co‐ordinator of the Breakfast Club, which prepares breakfast and lunches for school students. She is also a member of Mili Store Committee in Warburton. Olive supports and assists in the delivery of cultural awareness training to non‐Indigenous workers in the Ngaanyatjarra Lands. Olive is a wood‐carver and artist, more recently she started basket weaving, making raffia 13
  • 15. and tjanpi baskets. In 2000 Olive performed at the 2000 Olympic Games with other women from Central Australia. Elsie Wanatjura Director Mutitjulu 7 months Elsie was first elected as a Director in 2006, then again in Elected Director 17.03.10 to present 2007 both for one year terms. She was re‐elected in 2010 which continues to present. She is a Ngaanyatjarra and Pitjantjatjara woman who speaks eight languages, as well English. Elsie established the Disability Support Project and Emotional and Social Wellbeing (Mental Health) Project in NPYWC. Prior to this she worked as a Health Worker for twenty years in Areyonga and in Mutitjulu both in the NT. *Directors scheduled an AGM for October 2009 at which an election for new directors was going to be held. Unfortunately the death of the founding member warranted this date being moved forward to March 2011. This request was approved by the Registrar of Indigenous Corporations. Directors are elected for a two year term. 14
  • 16. Senior Management Profile The organisation is led, managed and directed by well qualified, experienced and knowledgeable people whose personal and professional understandings of the NPY Lands context is long term and extensive. Staff name Position Title Date Other agencies where they Relevant Qualifications Relevant Skills/Experience Commenced have held senior positions or or other boards of which they are Approximate members time with Organisation Approx Time NPYWC Name in position Ms Andrea Co‐ordinator 17/7/08 Policy Officer, 1 year Bachelor of Laws; Bachelor Extensive experience working Mason FaHCSIA of Arts in Aboriginal Affairs within the government and non‐ and Public Administration. profit sector which has assisted her in gaining relevant and widespread knowledge of Indigenous issues and affairs. Ms Liza Deputy 1/1/96 N/A N/A Bachelor of Applied Science Extensive experience in child Balmer Co‐ordinator in Nursing; Masters in nutrition and exceptional Public Health. knowledge of the organisation and related issues through long service. Ms Kim Manager Tjungu 1/12/04 CEO, Regional 6 years Bachelor of Social Science; Previously worked as CEO of a McRae (together) Team: Information Associate Diploma of Social disability advocacy organisation in Aged Care, and Advocacy Science; Diploma of rural Victoria and has more than Disability and Council Vocational Education and 18 years experience working ESWB Training. within the disability sector. Ms Sue Manager Youth 27/10/04 Senior 1 year Bachelor of Social Studies More than 30 years experience in Cragg Team Research (Social Work) service delivery, management and Fellow, consultancy in the health and University of welfare fields. 15
  • 17. Wollongong. Area 4 years Manager, NSW Home Care Service. Deputy Director, 3 years Macarthur Community Health Services Ms Rose Manager 3/5/10 Manager of 12 years Associate degree in Science Served 20 years with Victoria Byrnes Domestic and Victoria and Diploma Front Line Police. Experience in Operations, Family Violence Police Management Policy and Training. Team Mr Peter Finance Manager 17/12/10 Experienced 13 years Chartered Accountant 18 Years experience in financial Pynacker Finance (Canada) and Executive management and auditing in non‐ Controller Master of Finance and profit organisations Controllership Auditing Experience 5 years (Netherlands). Ms Lavenia Administration 4/9/06 N/A N/A Bachelor of Accounting Extensive previous administration Saville Manager (Partially completed). and bookkeeping experience in both private and non‐profit organisations. Very competent IT skills. Ms Michelle Tjanpi Desert 16/3/09 Museum 7 years Bachelor of Arts in Wide‐ranging experience working Young Weavers Director/Cura Anthropology and Ancient within the Arts sector and Manager torYap State History; Post‐ graduate extensive administration skills. Museum, Diploma in Anthropology. Micronesia Ms Angela Ngangkari 17 years N/A N/A Qualified Social Worker Extensive work experience across Lynch Project the NPY Lands, she has worked for 16
  • 18. NPYWC since 1994 on the disability, ESWB and projects. She also lived in Mutitjulu for 9 years. Ms Trish Manager 1 month Social Work 1 year Bachelor of Arts in Applied A highly trained and experienced Kane Child Nutrition consultant Social Work; Higher professional in social work and Diploma in Youth and community work. Family Studies. 17
  • 19. Governance NPYWC was separately incorporated in 1994 under the Commonwealth Aboriginal Councils and Associations Act and is presently recognised under the Corporations (Aboriginal and Torres Strait Islander) Act 2006 ‐ the CATSI Act. The Act in large part reflects the Corporations law, and places comprehensive reporting requirements on the organisation, and strict duties on elected Directors and staff. Membership is open to any woman who is at least 16 years of age and who is an Aboriginal and Torres Strait Islander person from the NPY region and/or whom the Directors consider to have sufficient cultural or family connection to the region. She must be deemed by the Directors to be of good character and willing to follow the guiding principles of the organisation. The organisation’s members reside in the region. A few live in Alice Springs or other towns or cities, mainly for their own or other family members’ health reasons. The organisation’s elected Directors are all women from the NPY region, and number up to twelve. There is a Chairperson and Vice‐Chairperson. Directors meet at least quarterly to discuss programs and priorities and other issues of interest to members. All members are invited to attend an Annual General Meeting and usually at least one other general meeting is held in an NPY regional location each year, to receive reports from Directors and staff and to provide referrals, responses to service delivery and ongoing direction. The development of procedures, an organisational Rulebook and the provision of appropriate training ensures that there is compliance to the duties and obligations of Directors and senior staff outlined in the CATSI Act. This includes:  Showing care and diligence;  Acting in good faith;  Disclosing of material personal interests;  Not improperly using position or information; and  Preventing insolvent trading. NPYWC has worked with the Office of Indigenous Corporations (ORIC) to run governance training specifically targeted to meet the needs and literacy levels of members. This assists in addressing the challenge of ensuring Directors, for whom English is a second language, understand the requirements of NPYWC’s many funding bodies, the conditions that govern the financial managements of significant allocations of funds and their duties under the CATSI Act. Due to its level of income and number of staff, NPYWC is classified by the Office of Indigenous Corporations (ORIC) as a large organisation which determines the extent of reporting required to be provided annually. The constitution or Rule Book, membership list, independently audited financial reports and other information about the corporation is provided on the ORIC website http://www.orac.gov.au 18
  • 20. 3. THE BUSINESS External Influences on NPYWC’s Operations A range of political, economic, social and influences affect the current and anticipated future operations of the NPYWC organisation.  Political Government attitudes, approaches and policies towards Indigenous communities in the tri‐state area covered by NPYWC, have changed considerably over the past decade. Policies that espoused self‐determination and service delivery in Indigenous communities by Indigenous organisations have largely been usurped and discarded. Governments now advocate the need for programs and services to be ‘evidence‐based’ ‐ i.e. they should be designed and delivered on the basis of demonstrated need, and that the delivery of those programs and services must be undertaken by agencies or organisations (either government or non‐government) that are able to demonstrate their capacity for doing so. The era in which governments contracted Aboriginal‐owned and controlled organisations to deliver services chiefly because the organisation was Aboriginal‐owned and controlled is essentially over. Additionally, governments are increasingly questioning whether they are receiving “value for money” when they outsource program and service delivery to non‐government organisations like NPYWC. In the tri‐state region, the Australian Government has appointed Government Business Managers to improve the delivery and coordination of government services at the local levelas well as report on the effectiveness of organisations delivering services. The trend of governments to increase their physical presence in remote Indigenous communities poses both a challenge and opportunity for NPYWC. On the one hand, governments may come to the view that they no longer need organisations like NPYWC to deliver programs and services on their behalf, as their staff can do so. Consequently, they could decrease or cease the funding they currently provide to NPYWC. However based on the current trend if NPYWC can continue to demonstrate that its knowledge of communities, methods of service delivery in particular its case management model and other assets will deliver better programs and services than government, NPYWC will continue to receive strong support from government.  Economic There are a number of economic trends that have a direct and indirect impact on the operation of NPYWC. These include:  The very low socio‐economic status of NPYWC members;  Efforts to make remote Indigenous communities less welfare‐dependent and introduce ‘real economies’ into Indigenous communities and regions;  Increasing recognition that funding for the delivery of programs and services in remote areas needs to reflect the real cost of programs and services deliver; and  Increasing recognition that uncoordinated, piecemeal funding to organisations like NPYWC is resource intensive, counter‐productive and wasteful. The overwhelming majority of NPYWC members and other residents of the NPY communities have very low incomes, chronic health problems and other issues that they encounter are a result of: 19
  • 21.  Low socio‐economic standing;  Poor educational attainment;  Substance abuse and addiction;  Welfare dependency;  Leadership problems;  Laissez‐faire childrearing practices;  Self‐interest and the misuse of power in communities; and  The general collision or ‘cultural clash’ of a specialised desert hunter‐gatherer society and its norms with a capitalist contemporary society. Additionally, most Indigenous communities in the tri‐state region are ‘welfare economies’ in that the bulk of the income received by the residents is provided through welfare payments from Government. The capacity to introduce “alternative economies” into Indigenous communities in the tri‐state region is quite limited and, in any case, would take a long time to develop and is likely to be dependent on an external catalyst such as mining or tourism development.  Social The Indigenous people of the tri‐state region have a range of strong and enduring cultural practices and norms that heavily influence their behaviour and interaction with each other and with external groups and organisations. Some aspects of cultural practices and attitudes have been challenged and subjected to scrutiny and change by organisations such as NPYWC over the past thirty years or more (for instance, acceptance of violence towards women, certain child rearing practices, attitudes towards people with disabilities). NPYWCs core functions of service delivery and advocacy for women and children of the tri‐state region have inevitably placed the organisation at odds with individuals, groups and communities at various times. NPYWCs ability to provide effective services to their clients in that environment has helped to augment the organisations credibility and standing with internal and external stakeholders. Social and cultural change among the Indigenous people and communities of the tri‐state region will continue. As with the social and cultural changes that have already occurred, some will come from the people themselves and some will be sought or compelled by Government and others. NPYWC needs to continue to adopt an objective and flexible approach to cultural and social changes. It does not, and cannot, seek to insulate or cocoon people against change nor work from the basis that traditional cultural practices and norms are, or should be, inviolate. Business Relationships and Arrangements NPYWC is a small organisation operating in a very complex environment. To maximize its effectiveness NPYWC continually assesses its performance and focuses on the following principles:  The needs of its clients;  What it can do that is of value to its clients and that is not provided by another organisation;  How the organisation fits into the ‘tri‐state picture’ and how it is or could be affected by regional and national policies and trend;  How its service delivery and advocacy can be measured and analysed;  Collaborating with other organisations to work to best practice by promoting the practices that are effective in delivering services in the NPY region;  Acquiring staff and requiring staff to have the necessary skills and competencies to undertake the work required;  Ensuring staffing levels and service delivery requirements are well aligned; and 20
  • 22.  Providing the necessary professional support, supervision, staff development and remuneration.  Relationships with Government NPYWC operates in a complex environment of interactions and funding arrangements. Programs and services are partly or fully funded by:  Australian Government;  South Australian Government;  Western Australian Government;  Northern Territory Government; and/or  Philanthropic and charitable organisations. Government agencies that provide resources for NPYWC to undertake a particular program or activity in one area may have limited awareness that another Government is also providing funding for the same activity in another part of the tri‐state region. Additionally, NPYWC provides reports and financial statements to each of these jurisdictions which regularly require different reports on the same activities to the various relevant Government agencies. NPYWC receives 50 or more grants annually to support its five service delivery programs and operational costs. In 2009, these grants required the submission of 124 financial and 97 non‐financial reports. Streamlining the reporting process to the different Government agencies and jurisdictions is an ongoing challenge for the organisation as it seeks to make the most effective use of its resources. Both Commonwealth and State Governments have an ongoing historical relationship in contracting NPYWC to deliver programs and services. NPYWC’s ability to successfully deliver programs and services over a long period of time with the limited funding and resources provided is testament to the skills and abilities of NPYWC’s staff and members. Governments’ traditional practices of under‐funding aspects of program delivery to remote areas will continue to be challenged by NPYWC as it identifies, demonstrates and advocates to Government the real cost of delivering adequate, effective and efficient services. If adequate funding from Government is not forthcoming, NPYWC may need to give strong consideration to limiting the range of services it provides and or the areas and clients to whom it delivers programs and services. NPYWC Directors and staff represent the organisation on a range of committees, working groups and other forums organised by the different jurisdictions. NPYWC’s presence on these groups is a reflection of the wealth of knowledge of on‐the‐ground issues and extensive experience in the representative’s fields of expertise. Recognition and adequately recompense to the individual and organization in its funding agreements with Government is a matter which can impact on time and financial resources and continuity of program delivery. The extent of co‐ordination and communication required amongst and between the different Governments is significant. NPYWC may liaise with different branches of a Government agency on particular issues who have no awareness that another branch is also working with NPYWC on the same issue. Similarly, one Government may approach NPYWC to discuss funding or delivery of a particular program or service and have no appreciation as to whether another jurisdiction may be funding the delivery of that program or service by NPYWC. Additionally, staff turnover in Government agencies is very high. NPYWC staff often spend considerable time establishing rapport and a working relationship with one officer only to find that that person leaves their position and their replacement is often provided with no background information or understanding of their agency’s interaction with NPYWC. This requires spending considerable time re‐establishing rapport and educating new Government 21
  • 23. staff about the agency’s history and interaction with NPYWC.  Relationships with other Indigenous agencies NPYWC operates in a context that includes a range of other Indigenous peak bodies and organisations. There are at least two dozen other Indigenous and non‐Indigenous organisations that operate in and from Alice Springs that service the tri‐state region and the Alice Springs area more generally. Consequently, NPYWC competes with other Indigenous organisations for staff, who have to compete for limited housing where the cost of living and rental and house prices in Alice Springs are comparatively high. Similarly, staff turnover within Indigenous organisations is high and there are limited options available to NPYWC in regards to office space and other facilities. NPYWC has well developed working relationships with most Indigenous organisations in Alice Springs and the tri‐state region. Whilst interactions with some Indigenous organisations are not as developed as they are with others, this is only an issue if a good working relationship with a particular organisation is critical to the organisations core functions, i.e. service delivery and advocacy. Situations where this occurs are limited and infrequent.  Relationships with Philanthropic, Charitable and Not for Profit Organisations The relationship with the not for profit sector has two components. Firstly NPYWC receives financial support from this sector to fund core services and projects and this support has increased in recent years. Secondly NPYWC is increasingly competing for funding against other not for profit organisations that want to deliver services in the NPY Lands. The future challenge for NPYWC’s is how to influence co‐ordination of services being delivered by other organisation so that communities across the NPY region receive equal or comparable levels of services. NPYWC’s Performance  Value Over a thirty year period, NPYWC’s has demonstrated value to members, the communities in which it works and the agencies with whom partnerships have been formed. This includes:  Supporting a strong role for women in communities, particularly through the delivery of services that involve the employment of Anangu women, including: o Respite for carers; o Frail and aged care plans and advocacy; o Disability advocacy and case management; o Emotional and social well‐being; o Child nutrition education and support; o Youth programs aimed at early intervention for children at risk of, or involved in, substance abuse; and o Tjanpi (Jarn‐pee) Desert Weavers NPYWC’s social enterprise a highly successful social enterprise that provides income to more than 400 talented women basket weavers in the region.  NPYWC’s record of representing and empowering Aboriginal women in the tri‐state region through supporting women’s’ efforts to have some control and choice, and the possibility of being able to establish lives that are free from violence. NPYWC’s award‐ winning and unique Domestic Violence Service which has operated for seventeen years has supported women and their families in these endeavours. 22
  • 24.  NPYWC is a major service delivery organisation in the tri‐state NPY region. It provides services in remote areas that government agencies do not deliver directly and often fulfils a role that is normally the responsibility of the state in remote areas. NPYWC delivers these services at a much lower cost than governments would incur – which is a major reason why it is often engaged to deliver these programs. Extensive travel is part of the work, personal and professional isolation is a factor and in some communities living conditions and housing are far from ideal. However, the commitment of highly skilled and dedicated employees maximizes the capacity of the organisation to deliver positive outcomes for the projects it provides.  The context of NPYWC’s program is arduous, challenging and involves working with clients who often have multiple problems. This can include domestic violence, child assault and substance misuse; acquired brain injury (ABI), serious physical disability; dementia and frailty due to age or managing the responsibility of caring for an adult son or daughter with acquired brain injury most commonly from sniffing petrol. In addition, many communities are highly dysfunctional, violent and lacking a permanent police presence.  NPYWC is unique in its tri‐state membership and operation. This however can present a major challenge when it comes to accessing funding and reporting on outcomes. NPYWC uses its limited resources very efficiently by administering services in the cross‐border region. NPYWC works collaboratively with other Aboriginal organisations, including clinical health services, to ensure the duplication of services is minimised.  Achievements and Significant Activities NPYWC’s notable achievements  Agreement with Curtin Springs Roadhouse, NT, which is consistent with a license lodged with the NT Licensing Commission to stop the supply of alcohol to members of the NPY region or to people who may sell alcohol to Anangu who live in the NPY Lands or who may travel through the NPY Lands continues.  Co‐ordination of 330 Aboriginal women to perform in the Sydney 2000 Olympics Opening Ceremony.  Development of innovative community development models of service delivery such as the Petrol Sniffing Support Project (now Young People’s Project).  National Travelling Exhibition of Ngaanyatjarra Manguri Women’s Weaving; most of the pieces acquired by the Araluen Centre in Alice Springs; Tjanpi works also acquired by: National Gallery of Australia, National Gallery of Victoria, Queensland Art Gallery, Art Gallery of South Australia, Museum and Art Gallery of the Northern Territory, National Museum of Australia, Araluen Arts Centre, Kluge Ruhe Aboriginal Art Collection (USA); and the Kerry Stokes Collection.  Extensive participation in SA Coronial inquest 2002, into the deaths of three petrol sniffers from the AP Lands, including separate legal representation for NPY, submissions, assistance to Coroner’s office in relation to expert and other witnesses, dissemination of information by radio during inquiry at Umuwa, May‐June 2002, and afterwards by translation and distribution of findings; financial assistance by way of grant from Alcohol Education and Rehabilitation Foundation.  Separate legal representation at a second SA Coronial inquest November‐December 2004, involving similar issues; grant from Alcohol Education and Rehabilitation Foundation and Pilot Light Foundation Working Dog Productions.  Submission to NT Coronial inquest into the deaths of three petrol sniffers, August 2005.  Commissioning of Access Economics Cost Benefit Analysis of the introduction of subsidised Opal ‘unsniffable’ fuel into a wide Central Australian region, along with General Property Trust (GPT and Central Australian Youth Link Up Service (CAYLUS) – 23
  • 25. 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 the private retail sector, including in Alice Springs from 1st March 2007.  Systemic advocacy and support for Indigenous women’s and family issues at local and national levels.  Tjanpi Desert Weavers providing a unique service in the NPY region as the sole provider of specialised support for fibre artists. Over 311 artists in SA, WA and NT sold their work to the Tjanpi enterprise in the 2009/10 financial year and 593 artists are registered in the project’s Artists Management System.  Awards The excellence, innovation and achievements of NPYWC have been acknowledged through being the recipient of numerous awards throughout the organisation’s history. This includes:  “National Drug and Alcohol Award for Excellence in Prevention” from the National Council on Drugs to the ‘Opal Alliance’: NPY Women’s Council, General Property Trust (GPT) and Central Australian Youth Link Up Service (CAYLUS) for successful lobbying to have Opal ‘unsniffable’ low octane fuel subsidised by the Australian Government in commercial retail outlets in the Central region; June 2007;  “National Violence Prevention Award”, NPY Domestic Violence Service 1994 and 1995;  “Excellence in Health Promotion” for the Child Nutrition Project, 1997. Awarded by Living Health SA;  “Best Practice Award” for the Child Nutrition Project, 1997. Awarded by OATSIH;  “An Outstanding Contribution to Australian Culture” for the Kungka Career Conference, 1999. Awarded by the Centre for Australian Cultural Studies Canberra;  Human Rights and Equal Opportunity Commission Award to NPY Women’s Council in the Community Sector, 2000;  Special Mention for the Women’s Centres Book – “Nganana Rawangka Alatji Warkaripai; We Have Been Doing This Work for a Long Time”, 2000. Awarded by the Centre for Australian Cultural Studies Canberra;  The Australian Council for Children and Parenting (ACCAP) National Award for the Prevention of Child Abuse in Regional and Remote Areas, Melbourne, Nov. 2001, jointly to NPYWC Domestic Violence Service and Child Nutrition Project;  Special Mention for “Ngangkari Work – Anangu Way: traditional healers of Central Australia,” Centre for Australian Cultural Studies, Canberra, 2004 Awards; February 2005;  “Women in Community Policing” Award to the NPYWC Domestic Violence Service at the Australasian Policewomen’s conference, Darwin, August 2005;  Telstra National Aboriginal and Torres Strait Islander Art Award, Tjanpi Aboriginal Baskets weavers for the Tjanpi (grass) Toyota, Darwin, August 2005;  Royal Australasian College of Psychiatrists Mark Sheldon Prize for Rupert Peters and Andy Tjilari, NPY Women’s Council ngangkari (traditional healers ), February 2009;  NPYWC ngangkari recipients of the Dr Margaret Tobin Award for excellence in mental health service delivery 2009; and  Child Nutrition and Well‐being Program was recognised at the ‘Excellence in Indigenous Health Awards,’ hosted by Criterion Conferences in March 2010, for its outstanding work in Maternal and Child Health. NPYWC’s Competitive Advantage Service delivery and advocacy for members and communities in the tri‐state area are the core functions of NPYWC. Over a thirty year period the organisation has developed a unique niche and proud reputation for its endeavours in both of these areas. 24
  • 26.  Service Delivery NPYWC is uniquely placed to deliver services that neither government nor other non‐Government agencies have the capacity to deliver. It has the infrastructure, skills and rapport with clients and communities that many 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 Desert Weavers. NPYWC Teams maintain a strong presence throughout the NPY region through their remote‐based staff and resources and frequent visits by Alice Springs‐based staff that provide support, assistance and professional expertise. NPYWC’s service delivery centres on a set of case management principles and processes developed by the organisation to assist clients. In practice, these principles and processes guide Project Officers in the development of support plans for clients. Support plans allow a multi‐disciplinary approach for joint case management of clients by NPYWC or by NPYWC and external service providers.  Advocacy Since its inception in 1980 NPYWC has been a strong advocate for the needs of Indigenous women and children of the tri‐state region. The strong reputation that the organisation enjoys is partly due to its robust advocacy on behalf of its clients and willingness to confront difficult issues. There have been notable successes arising from the organisation’s advocacy function. These include:  The extended rollout of the subsidised OPAL fuel program;  Curtin Springs Roadhouse alcohol restrictions;  Establishment of the NPYWC Domestic and Family Violence Service;  The establishment of cross‐border police posts;  The WA, SA and NT tri‐state justice legislation and inter‐governmental agreements;  Public comment about violence against and the exploitation of women and children;  Substance abuse including anti‐grog marches in Alice Springs and Coober Pedy in 2007 and 2008;  The needs and aspirations of young people living in NPY communities; and  Provision of medical services for people with end stage renal disease and support for their families close to home. NPYWC has received a number of awards nationally in acknowledgement of its high level of advocacy, the quality of outcomes and the far reaching effects experienced by women across not only the NPY lands but the whole of Australia. As Governments move towards evidence‐based funding of programs and services, more emphasis is being placed on the need for NPYWC, as the only women’s organisation of its kind in the region, to provide evidence of emerging issues and to campaign on the need for new services and programs which support vulnerable, at‐risk women in the region. Advocacy is a sizeable role which includes gathering data, liaising with the media and Government, delivering information so that it has an impact and working towards better systems of program and service delivery. Good advocacy is a skilful art form which is best undertaken by people who are articulate, armed with relevant evidence and, most importantly, have a deep concern for clients. NPYWC staff have the evidence and ability to continue to advocate strongly for clients. NPYWC is well positioned to intensify its advocacy role within the region. It has the capacity to provide an evidence base on different issues and the internal professional experience and insight to predict those issues which may have an impact on the region. NPYWC will maintain its high profile as the peak body for women’s advocacy in the region to ensure that matters of 25
  • 27. regional importance remain high on Governments’ agendas.  Tjanpi Desert Weavers Since 1995, Tjanpi Desert Weavers (Tjanpi) has evolved into a vital and dynamic Anangu social enterprise of NPYWC. Acknowledged as ‘the happy face of NPYWC’, it supports more than four hundred women across the Central and Western Desert region to create and market fibre art made from locally collected grasses and other materials. Tjanpi, an integral component of NPYWC’s service delivery, is well positioned as a social enterprise that has considerable capacity for growth within the governance, cultural, social, geographical, physical and financial framework of the organisation. A recent review of Tjanpi’s operation resulted in the development of the 2011‐14 Business Plan (available on request). The plan is guided by a mission statement which seeks to; “Further develop the enterprise so that it contributes to improving the lives of NPY women and their families by supporting cultural activity and employment through the creation of fibre art.” The Business Plan clearly sets out strategies for how the Tjanpi enterprise, within the NPYWC context, can achieve the following end targets:  Be recognised as a leading social enterprise for women in the NPY region;  Increase Anangu and Yarnangu employment, training and income opportunities;  Increase the capacity of Tjanpi to work with more women on country;  Provide regular income opportunities for NPY women;  Be a more sustainable social enterprise;  Increase turnover target to over $1,200,000;  Build reserves to provide stability and ensure continuation of Tjanpi; and  Be highly regarded with a strong reputation for contemporary fibre artworks.  26
  • 28. 4. Planning Processes The NPYWC Planning Overview outlines the key components of the organisation’s planning and management processes 27
  • 29. Strategic and Operational Planning As illustrated on the Planning Overview on the previous page, NPYWC’s strategic and operational planning is informed by the 2009‐13 Strategic Plan (available on request). The plan identifies the following key components to support and guide the organisation’s future development:  Strategic directions that support the constitutional objectives of the organisation;  Strategic directions for a management and staffing structure that facilitates sound and efficient service delivery to clients and advocacy on behalf of members;  Goals that are easily comprehended, including clearly written strategic actions and realistic targets;  Assessments of; o Current management, staffing, program, administration, resource and enterprise structures and recommendations for a future model(s); and The organisation’s management structure including identification of specific duties for senior management positions;  A broader workforce strategy for sustainable employment of staff, both Anangu and non‐ Aboriginal, including succession plans, career development and skills sharing across NPYWC program areas; and  An overarching framework for the development of strategic documents including Tjanpi Desert Weavers Business Plan 2011‐14 (available on request). Annual Action Plans which link to the Strategic Plans four focus areas ‐ service delivery, advocacy, organisational capacity and funding are developed by the teams responsible for the delivery of services, administration and the executive functions of the directorate each year at the Annual Staff Planning day. These plans identify the priority actions to be undertaken by each team, the team member/s responsible for implementation, the timelines by which actions will occur, the performance indicators around which progress will be measured and the expected outcomes for the actions which are undertaken. Monitoring the progress of action plans, the development and implementation of specific strategies for individual projects and expenditure is the responsibility of Team Managers. Teams meet four times per year to discuss progress within their project brief and this is shared within the senior management team. The NPYWC Co‐ordinator reports performance to the organisation’s Directors at least twice per year. NPYWC has developed a comprehensive set of policies and procedures which relate to administration, service delivery and human resource management functions within its unique environment. These documents meet funding terms and conditions and provide operational guidelines that enable NPYWC to function professionally. Policies and procedures are included in NPYWC’s Operational Manual and formal sessions are held annually to familiarise new staff with the organisation and how it operates. Identified Risks and Related Management Strategies  Organisational Risk As an organisation which primarily derives its financial resources from Government bodies, NPYWC needs to ensure that it has practices and procedures in place which are accountable and open to scrutiny from agencies that provide financial support for the services it delivers. This includes being open to external review by the Office for Aboriginal and Torres Strait Islander Health (OATSIH) through its Organisational Risk Assessment Profile. Due to the organisation being the recipient of significant funds from the Commonwealth Department of Health and Aging, NPYWC participated in the OATSIH Risk Assessment Profile in March 2009 and
  • 30. March 2011. The profile assessed the organisation’s practice across the following dimensions:  Management Structure Assessment of the strengths of the characteristics of the management structure including: o Board of Management involvement in establishing the strategic direction for the organisation; o Operational plans assist the organisation to meet its strategic goals and objectives; o Organisational structure supports the organisation to achieve its goals and objectives; o Delegations ensure staff with responsibilities have the required authority; o Lines of communication ensure all stakeholders are provided with quality information in a timely manner; o Processes support continuous improvement information being openly shared within the organisation; o Staff are provided with information necessary to discharge their responsibilities; o Risk management has been integrated into key business processes e.g. planning, implementation, monitoring, evaluation and reporting; and o Lateral and vertical communication supports informed decision making at all levels within the organisation.  Management Standards Assessment of the extent that the following management standards which are required to ensure all stakeholders are aware of the expectations of the organisation have been defined and implemented: o A code of practice has been developed which clearly communicates to Board Members, management, staff and other stakeholders the organisations expected standard of behaviour which is directed at fraud prevention, client service and creating a culture which fosters continuous improvement; o Policies and procedures relating to the critical areas of the organisation have been clearly defined and are regularly reviewed and updated; and o Professional registration and other credentialing requirements have been specified within position descriptions and a process is in place to ensure staff maintain these requirements.  Control, Monitoring and Reporting Assessment of the extent systems and processes which are required to support ongoing monitoring have been implemented and the extent to which reporting lines have been established which are required to support the organisation achieving the following: o Compliance with laws, policies, procedures and the organisations code of conduct; o Measurement of the organisations performance at all levels of the organisation; and o High level information which enables the organisation to appropriately respond to emerging events or issues.  Accountability and Financial Management Assessment of the internal and external requirements which are in place to ensure all levels of the organisation remain accountable. Additionally, this section assesses the extent to which the organisations financial management systems and processes comply with standard accounting practices: o Internal and external processes provide accountability for all levels of the organisation; and o Financial accounting practices comply with the law of Incorporated Associations. 29
  • 31. In total, the organisation’s procedures and performance were rated against 53 management risk indicators related to the aspects identified above and a low risk rating was assigned to 52 indicators. One aspect of performance was assigned a moderate risk rating which concerned NPYWC’s Client Grievance Policy. The organisation was advised that a timeline for each stage of the procedure needed to be added to the Policy. This finding has since been addressed. The overall low level of risk exposure that the organisation was assessed to pose in term of its organisational structure and processes is indicative of the sound, well understood and compliant processes that it has in place.  Funding, Reporting and Service Delivery Risk NPYWC receives excess of sixty grants, mainly from Government sources, for five service delivery program areas and for some operational costs. An analysis in 2009 identified that the organisation submitted 124 financial and 97 non‐financial reports for the year across its program areas. This amounted to an estimated total of 7,399 hours or 194.71 thirty‐eight hour weeks a year seeking funds, dealing with funding bodies and complying with reporting requirements, reviews and evaluations. As such, it was estimated that one hour was spent liaising with funding providers and complying with reporting requirements for every $796 of grant money received. A Discussion Paper has been developed by NPYWC to outline a number of options for streamlining funding arrangements to ensure maximum resources are available to program delivery rather than being absorbed in administration and reporting. These reform alternatives include:  Government‐funded grant managers;  A single cross‐government agreement for each program area;  One set of reporting requirements to all funding bodies, for each program area;  One set of reporting requirements to each funding body for each program area; and/or  A single set of performance indicators per NPYWC service area. NPYWC continues to liaise with FaHCSIA and other Federal, State and Territory Government agencies about these proposals in order to maximise the use of the resources that it receives.  Recruitment Risk The recruitment and retention of staff provides a significant challenge for the organisation as it does for other private, Government and non‐Government sectors in the region. NPYWC, through Organisational Capacity strategies related to professional support, staff development, remuneration and Aboriginal employment initiatives offers staff additional benefits as best it can. Whilst at times these are less generous than those available in other non‐Government organisations or in Government positions, the organisation continues to attract high calibre employees. In part, this is due to its reputation as an employer of choice in human service delivery and advocacy for the tri‐state region.  Accommodation Risk As outlined below in the information about the organisation’s infrastructure, NPYWCs office space facilities in Alice Springs are increasingly restrictive and inadequate. This is due to the need to employ additional staff to deliver various programs and so that NPYWC can service the growing needs of its members and their communities. This poses potential risk to the efficient and coordinated delivery of service, the ability to provide a holistic approach to address individual members needs and the capacity of the organisation attract and retain staff due to workplace facilities that are inferior to many other human service agencies in Alice Springs. NPYWC has commenced a process of planning for its future accommodation needs through the engagement of an architect consultancy to develop a Preliminary Facilities Plan. 30
  • 32. It is also investigating possible options to fund the acquisition of land and the construction of new premises. Researching potential sites in Alice Springs as a location for the organisation administration, directorate, financials and services hub has also commenced. Infrastructure, Equipment and Assets  Accommodation NPYWC currently operates from premises in Wilkinson Street, which is in the light industrial area of Alice Springs. As the level of service delivery provided by organisation has grown, the demand for accommodation has increased. As such, the current arrangements are that the service delivery, administration and directorate teams operate from three separate sites. The Directorate, Finance, Administration, Tjungu, Child Nutrition and Wellbeing Program, Tjanpi Desert Weavers, Ngangkari and part of the youth teams, are based in a building owned by Pitjantjatjara Council and which is the site from where NPYWC has operated since 1982. Due to space constraints, the Domestic Violence team and some of the Youth team have relocated to separate premises over the road from where most other services are based. Both of these sites are industrial buildings which have previously housed removalist and airline services companies. As such, whilst they fulfil a basic purpose in providing office and workspace for team members they are limited in their design and capacity to support the functions and programs of the teams who are using them as their base for service delivery. The standard of the organisation’s accommodation across the three sites does not comply with current Government Office Accommodation Committee (GOAC) guidelines. The existing accommodation at each site is cellular in nature with a high percentage of enclosed office space and limited opportunities for staff interaction and access to support. In addition, the capacity of the organization to fulfil its commitment to value people, and offer a healthy and engaging workplace for staff, is compromised by not being able to provide a work environment which is purpose designed and conducive to collaborative and coordinated work practices. Given the nature of NPY Womens Council core business, it is important that accommodation is accessible for all and that it is a model for an equitable and safe environment for both staff and visitors. In order to attract, retain and maximize the effectiveness of staff it is also vital to have facilities which are conducive to promoting interaction, sharing knowledge and developing a strong workplace culture. NPYWC has engaged the services of an architect consultancy to develop a preliminary facilities plan that scopes and identifies their future long‐term office accommodation requirements for the organisation. It has also undertaken a SWOT analysis of current and future premises in which the organisation plans to be located. The development of the design which meets the organisation’s needs will be based on the following principles:  Modern and professional;  Connectivity and engagement;  Flexibility;  Efficiency;  Environmentally responsible; and  Health and safety. A space needs survey based on feedback from NPYWC senior management has established that premises in the order of 3,068m2 will be required to meet the current and future needs for a total of 31
  • 33. 100 staff (including contractors) and the programs, roles and work practices in which they will be involved.  Management of Assets NPYWC maintains a separate financial asset registry. This records all capital purchases of $5,000 and greater. This registry is maintained to comply with external financial reporting requirements. 32
  • 34. Human Resource Management and Development NPYWC currently employs 90 staff, who are based either at its offices in Alice Springs or in communities throughout the NPY regions. Additionally, there are over 400 artists who receive income from NPYWC for the sale of their art and craft works through the Tjanpi Desert Weavers social enterprise. The majority of NPYWC staff are employed in the one of the five service delivery teams. The size of the directorate, administration and finance teams are relatively small to support the complex mix of service delivery, emergency relief and crisis response, advocacy, representation, and governance responsibilities of the organisation.  NPYWC Staffing Profile 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 The staff employed to deliver NPYWC’s programs and services are its most important asset. They are qualified and experienced professionals who are engaged because of the necessary skills, competencies and understandings to effectively deliver particular programs and services. The success of service delivery outcomes largely depends on the capacity and quality of NPYWC’s Team Managers and Project Officers. The recruitment of skilled, professional personnel is a challenge for the organization as it competes with other local organisations to attract and retain staff. In order to maintain its reputation as a quality service provider, NPYWC needs to continue to recruit people who have the capacity to undertake the work required of them. It also needs to attempt to do its best to provide employment conditions and a workplace environment that encourages people to provide their best level of performance and offer a long term commitment to the organisation. The physical work environment and a workplace conducive to collaboration and teamwork are important factors in attracting and retaining quality staff and a major driver for seeking funds to acquire land and construct new premises.  Team Structure Currently senior management within NPYWC comprises the Co‐ordinator, Deputy Coordinator and Team Managers for each of the service delivery, social enterprise or administration/finance areas. In addition to their administrative and management roles, the Team Managers of Youth, Child Nutrition, Tjungu and Domestic Violence are often involved in direct service delivery to clients when the volume of casework undertaken by their Project Officers is overly high or if the required casework is very complex and requires additional attention from a senior officer. The composition of each team within the organisation is outlined on the following table. See page 6 for an outline of the roles for positions and pages 15‐17 for profiles of senior management and team leaders. 33
  • 35. NPYWC Team Composition as of the 30th June 2011 Team Positions Team Positions Directorate  Coordinator Administration  Administration Manager  Executive Assistant  Receptionist /Admin  Deputy Coordinator Worker x 2  Human Resource Officer  Vehicle and Property Maintenance Officer Vehicle and Property Maintenance Assistant Finance  Manager Domestic and  Manager  Senior Accounts Clerk Family  Assistant Manager and Payroll Officer Violence  Senior Case Worker  Accounts Clerk Service  Advocacy/Case Workers ‐ SA ‐ WA ‐ NT ‐ Alice Springs  Sexual Assault Worker  DV Admin Officer  Interpreter/Cultural Liaison Worker  Legal Officer Tjungu Team  Manager Youth Team  Manager Aged and  Assistant Manager  Assistant Managers Disability  Senior Project Officer  Senior Project Officers Services  Disability Advocacy Officer  Youth Development Officers ‐ Tri State and Anangu Youth  Disability Project Officer Development Officers ‐ WA ‐ SA: APY Lands East and  Disability Project Officer APY Lands West ‐SA/WA ‐ WA: Warakurna and  HACC Aged Support Officer Kiwirrkurra ‐SA ‐ NT: Finke, Mutitjulu,  Aged Advocacy Officer Imanpa and Docker River ‐Tri State  School Holiday  Emotional Social Well Program/Admin Being Officer – Tri State  Substance Abuse Project  Respite Project Officers x 2 Officer  Ninti Project Officer  Youth Training Officer  Anangu Project Officer Child Nutrition  Manager Tjanpi Desert  Manager and Wellbeing  Assistant Manager Weavers  Sales and Marketing Officer Program  Nutrition Development  Sales and Marketing Assistant Officers  Arts and Culture Assistant ‐East 1  Arts and Culture Field Officer ‐East 2  Tjanpi Corner Minyma ‐West Workers ‐Central ‐Alice Springs Ngangkari  Senior Project Officer Team  Male Ngangkari x 2 Traditional  Female Ngangkari x 4 Healers  Project Officer 34
  • 36.  Training and Professional Development NPYWC is committed to the training of staff to develop understandings of their responsibilities and expectations as employees and to increase their skills and capacity to perform the roles they have been engaged to perform. Whole of organisation mandated training, team based content and needs or requests arising from performance management processes, determines and guides professional development that is undertaken by employees. A training schedule is maintained that lists the training, courses, professional development and further study completed by all employees. In summary this includes training in the following categories. Team Training Team Training All Employees NPYWC orientation Tjungu Team Child protection 4WD training Cross–cultural awareness First aid Family law Cultural awareness Leadership training Case management Nutrition Team Case management Directorate Policy development Child protection Team ORIC training governance Child development Sexual assault Cross sector protocols Mandatory reporting Domestic Child protection Tjanpi Desert Art Certificate III, Charles Violence Team Child abuse Weavers Darwin University, Family law Art centre training Domestic and family Creative and skills Violence and sexual development workshops assault Indigenous arts Case management management. Youth Team Mandatory reporting Admin/Finance Policy development Suicide prevention Team Finance and Tax Sexual assault Compliance reporting Drug education Mental health Substance abuse Case management A weekly Pitjantjatjara language lesson is held which is available to all staff to assist them in their communication and cultural understanding when working with members and communities.  Orientation and Performance Management NPYWC’s Orientation Manual includes the operational policies and procedures that guide employees conduct and practices they adopt in their work. Three formal sessions are held annually to familiarise new staff with the organisation and how it operates. Staff also undergo probationary and annual performance reviews to ensure that they are effectivelyperforming the role for which they are engaged. This process:  Identifies areas for improvement; 35
  • 37.  Explores internal relationships and resolve issues if necessary;  Determines if staff have the requisite skills and capacity to carry out their job; and  Determines any additional professional development they may require.  Strategic Planning NPYWC’s 2009‐2013 Strategic Plan outlines the organisation’s commitment to its employees and the development of systems, staffing structures and initiatives that enhance the organisation’s capacity to continue delivering high quality and professional services. The specific strategies that are outlined in the Strategic Plan, and that are operationalised in annual actions plans, are focussed toward achieving the following desired outcomes:  Structures that maximize the efficiency, effectiveness and experiences of its senior managers, staff and Directors;  Attraction and retention of high quality staff;  Encouragement of professional development and career opportunities for staff;  Continued high quality and professional service delivery to clients; and  Implementation of an Aboriginal Employment Strategy.  Aboriginal Employment Strategy NPYWC currently employs 26 Aboriginal people who comprise 33% of its workforce. As an organization whose client base is Aboriginal people and the communities in which they live, it is a priority for the organization to provide and support employment opportunities for people from Aboriginal backgrounds. NPYWC has an Aboriginal Employment Strategy which is continues to develop and refine. The strategy includes the identification of targets to increase the number of Aboriginal employees in each team within the organization. A long‐term and key strategy to support Aboriginal employment and effective service delivery, has been the implementation of the ‘Malparara Way’. This involves the engagement of malpas – friend or companion, as co‐workers or cultural brokers for Project Officers, particularly those based in the various tri‐state communities and for Alice Springs based‐staff who travel to the NPY Lands to deliver programs and services. The Malparara Way is unique to NPYWC and has been an integral component of the success and effectiveness of NPYWC’s service delivery and advocacy. The involvement of malpas has helped improve NPYWC’s local engagement with clients as they give greater legitimacy and cultural authority to programs and services being delivered by the organisation. This unique ‘two way’ approach to working and engaging with clients provides a strong advantage to NPYWC when seeking funding and demonstrates a true capacity to engage with local Anangu people. An additional and important advantage of working Malparara Way is that it creates ‘real’ work for Anangu women in the region. Increased support in supervision and formal training opportunities has created demand for the Anangu Youth Development Officer positions in the Northern Territory. However, for malpas working across other teams, the nature of the work can only be met by a small subset of Aboriginal women i.e. women with limited family responsibilities, no family constraints allowing them to travel regularly away from community and with the skills and capacity to be effective. Malpas generally have substantial family and community demands on their time and availability. These circumstances set a challenge for NPYWC in maintaining the Malparara Way. A focus of the Aboriginal Employment Strategy is to continue support for the employment of malpas in those areas 36
  • 38. where the Malparara Way is working effectively. At the same time, the strategy seeks to broaden the scope of employment opportunities for Anangu women and men into vocational and non‐vocational roles across all teams and levels of the organization. In addition, initiatives are in place to support young Anangu women achieving educational outcomes that will help them take up employment opportunities or pursue tertiary education. Tjanpi Desert Weavers also provides a large number of Anangu women across the NPY region with regular employment through the sale of their fibre art and other products such as beads and bush medicine. Its social enterprise function provides an outlet for women of the NPY region to create and sell their distinctive works of art. Since its inception in 1995, Tjanpi has raised the profile of the organisation and its tri‐state artists in their own right. Tjanpi has also developed partnerships with art centres throughout the NPY Lands, as well as local, regional and national cultural organisations and events. (Tjanpi Business Plan is available on request)  Client Grievance Policy As per the NPYWC Operational Manual, a grievance policy is in place which manages complaints from clients about NPYWC staff and or services or resolves disputes in the provision of an NPYWC service between the client and NPYWC staff. Procedure A complaint about the actions of an NPYWC staff member may initially be raised: 1. Directly with the relevant NPYWC staff member if possible and appropriate; 2. With the relevant Program Manager; 3. With the Co‐ordinator; or 4. With an NPYWC Director. In the event of a complaint via 1, every effort should be made to resolve the grievance with the staff member in question in a timely and appropriate manner. If the matter is not resolved, consultation and discussion with the Program Manager, the staff member in question and the client, should be undertaken. If the conflict is not resolved at this level, the client should meet with the Co‐ordinator to air their grievance and to ensure that the matter is resolved in a fair and equitable manner. The Co‐ordinator will ensure that both parties have an opportunity to resolve the dispute. If the matter is still not resolved, the client must write a letter outlining the reasons for the complaint. When receiving a written complaint, the Co‐ordinator of NPYWC will respond in writing to the complainant acknowledging receipt of their complaint and outlining the process that will be taken to resolve the complaint. The purpose of these procedures is to ensure that all parties are treated fairly and given a chance to respond. It is NPYWC’s intention to make the process as simple as possible and to ensure that all parties are given every opportunity to resolve the issue at hand. The Co‐ordinator will assess the information from both parties and decide if the complaint is substantiated or not. If the grievance is unsubstantiated, no further action will be taken other than a discussion may take place on a broad level to ensure similar circumstances do not re‐occur. Where the dispute remains unsolved, the complainant or the Co‐ordinator may arrange for a grievance committee to be established. At this stage, the Co‐ordinator will inform the Directors of the need for a Grievance Committee. 37
  • 39. The Committee shall comprise:  Three current Directors who have no conflict of interest;  The NPYWC Co‐ordinator or nominee; and  Representatives from both parties. The Grievance Committee will listen to both sides of the story and make decisions about the dispute and report back to both NPYWC and the complainant within one week. If the grievance is substantiated, the Grievance Committee will instruct the Co‐ordinator to:  Provide counselling and any appropriate service to the staff member;  Institute a performance agreement with the staff member, including a probationary period;  Terminate the staff member’s employment in instances where there has been gross misconduct; or  Provide a written response to the client formally apologising on behalf of the staff member. If the grievance is unsubstantiated, the Grievance Committee will instruct the Co‐ordinator to:  Provide a written response detailing the grievance committee’s decision;  Provide an apology on behalf of the staff member and the NPYWC; and  Provide information for the client to pursue the matter further, if necessary. Marketing NPYWC promotes its services through local and statewide forums, specific sector forums such as youth, child nutrition, mental health, drugs and other substance misuse, by providing submissions to inquiries concerning issues in the NPY Lands such as income management, domestic violence and through speaking out through the media. Tjanpi’s 2011‐14 Business Plan ((Tjanpi Business Plan is available on request) includes a detailed marketing strategy around the promotion and marketing of the fibre art produced by Tjanpi artists. Importantly the marketing message focuses on the women and culture of the Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara regions and celebrates their achievements. The relationship of Tjanpi to NPYWC is a key element in the promotion of the social enterprise to mainstream audiences, exhibitions, points of sale and markets in which the venture is increasingly exposed. The inclusion of a purpose built Tjanpi retail outlet in proposed new premises that NPYWC is working toward developing, is considered a significant strategy in promoting both the identity of Tjanpi and the broader role that NPYWC perform in supporting its members and their communities. Management, Operational and Legal structures Information related to the management, governance and parameters under which NPYWC operates has been outlined in previous sections of this Business Plan (see NPWYC Organisational Structure – page 8, Governance – page 18, and Strategic and Operational Planning – page 28). NPYWC’s 2009‐13 Strategic Plan outlines the organisation’s desired outcomes in the four key focus areas. These are:  Service Delivery  NPYWC reinforces its position as a key participant in service provision in the tri‐ state region.  NPYWC adopts a flexible approach to cultural and social change.  NPYWC continues to offer high quality and professional service delivery to clients. 38
  • 40.  NPYWC ensures that it develops comprehensive support plans for all of its clients as part of its Case management approach to service delivery.  Advocacy  NPYWC maintains high level advocacy for and on behalf of women in the tri‐ state region.  NPYWC increases the intensity of advocacy in response to existing identified needs.  NPYWC consolidates its peak position by advocating on emerging issues which may directly or indirectly affect women.  Convening of a biennial forum to discuss NPYWC’s work and present evidence on the incidence and causes of domestic violence, poor child nutrition, youth problems, disabilities and other major problems in the tri‐state communities.  Organisational Capacity  NPYWC is structured to maximise the efficiency, effectiveness and experience of its senior managers, staff and Directors.  NPYWC continues to attract and retain high quality staff.  NPYWC encourages professional development and creates career opportunities for staff.  Implementation of an Aboriginal Employment Strategy.  Continuous improvement and streamlining of internal operations.  Tjanpi Desert Weavers is a sustainable social enterprise that is responsive to the aspirations of its artists.  Funding  Negotiation and implementation of block funding agreement with the Australian Government that provides for funding to come from a single source within the Australian Government and that cover all the programs and services undertaken by NPYWC that are funded by the Australian Government.  Negotiation and implementation of block funding agreements with the Western Australian, South Australian and Northern Territory Governments that provide for funding to come from a single source within each Government and that cover all the programs and services undertaken by NPYWC that are funded by those Governments.  Guaranteed funding for NPYWC’s senior management positions and the corporate costs of the organisation.  Increases in the size and duration of NPYWC grants to cover the cost of core operational positions such as the Co‐ordinator, Deputy Co‐ordinator, Human Resource Manager, Administration/Receptionist and Grants/Compliance Officer.  Negotiation of short‐form Program Funding Agreements for all funding under $100,000.  Negotiation and implementation of straightforward, ‘plain English’ funding agreements that contain generic, clear performance indicators common to, or easily adapted to the different types of services delivered by NPYWC.  Identification of single point of contact within each of the four Governments that provide funding to NPYWC.  Streamlined tri‐state contract and management arrangements. Performance indicators and monitoring process by which progress and outcomes are assessed are outline in the Annual Action Plans developed by service delivery, administration/finance and directorate teams with responsibilities for delivery of desired outcomes relevant to their areas of operation. 39
  • 41. 5. FINANCIAL ANALYSIS OF THE BUSINESS PLAN 5.1 Three Year Forecast Below is the three year forecast of the income statement and the change in cash position. 40
  • 42. 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 Tjanpis 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  years  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.  Primary Factors Influencing NPYWCs Finances NPYWCs finances are primarily impacted by the grant levels and wage costs.  Grant Levels Clearly, the most important factor is the level of success in acquiring project grants. As indicated in the assumptions above, an annual growth rate of 5% is assumed. This is conservative, given that the actual annual growth has been 7.8% (N.B. the annual grant revenues shown in the financial statements differ because of the annual practice of transferring unspent grant funds to the following fiscal year). Another assumption that was made in the forecasts is that all received grants are actually 41
  • 43. spent in the same fiscal year. Historically, NPYWCs expenses have always lagged the grants receipt to some extent. This actually reflects a sound financial principle that NPYWC adheres to, i.e. no expenses are made or committed to, before the actual grants have been received in the bank. So in reality, it is to be expected that the annual expenses are lower than the grant receipts, leading to a certain income surplus and cash surplus at the end of the fiscal year. Again, this underlines that the three year forecasts are conservative estimates.  Wage Costs NPYWCs major cost component are its employees expenses (54%). NPYWC has to compete with other employers in a quite small labour market, wages will increase due to market circumstances and Governments are generally reluctant to increase core funding grants for administration and operational purposes. This will directly impact on NPYWCs income statement to the extent that these price increases are not covered by grant indexation. One of the scenarios in the sensitivity analysis below addresses this risk. Sensitivity Analysis: Calculation of Three Scenarios The schedule below shows the operating surplus (deficit) for the following scenarios, for year 2012/2013: Scenario  What Changes  Operating  Change in Cash  Surplus (Deficit)  Position    Conservative  Nothing. Grants grow at 5%  550,081  383,320    Grants grow at 7.8% and Tjanpis retail sales  Realistic  grow at 10%  593,048  426,288    Hourly wage prices increase 5% each year  Tight Labour  (and not compensated for by grant  ‐212,448  ‐379,209  Market  indexation)  Every year, the Administration costs rise by 1  Overheads Cost  precentage point each year (i.e. 17%, 18%,  310,120  143,359  Rise  and 19%) Note: The above scenarios assume going concern i.e. do not yet include the effect of the new building. Financing of the Building Construction Sources of Financing A preliminary costing by the architects indicated that the construction might cost up to $10.2 million. The final amount might vary due to design changes. Financing of the construction will consist of three components: 42
  • 44. Debt Financing Even though the amount of debt financing is unknown at this stage , the following information can be provided, based on initial contacts with NPYWCs primary financial institution, WestPac:  It is highly likely that NPYWC would be eligible to receive interest rate subsidies under the Commonwealths Indigenous Capital Assistance Scheme on the first $500,000. The subsidies are 6% in year 1, 4% in year 2, and 2% in year 3. This represents a discount of $60,000.  Financing would be in the form of 15 year commercial bills. If a ministerial guarantee is obtained, the repayment term would be 20 years, and a lower interest rate would apply.  The available debt would be determined by the reduction in rents, available projected annual surpluses, and a credit check. Potential Risks to Financial Performance, and Measures to Minimise those Risks Risk 1: Grants do not grow but are reduced (risk: NPYWC cannot service its long term debt) Addressed by: See section 4.11 in the Indigenous Land Corporation application for land acquisition. Risk 2: Wage prices increase, without being compensated for by specific indexation of grants. Addressed by: Indexation of grants is a normal practice for Government grants, so the risk of not being funded for general wage increases is rather low. If this does occur, NPYWC would respond by lowering employment costs to meet the available funding. Additional Financial Information The appendices to this business plan include the following financial information:  Financial Profile of NPYWC  Audited Financial Statements 2009/2010  Audited Financial Statements 2008/2009  Audited Financial Statements 2007/2008 43
  • 45. 6. MONITORING AND EVALUATION External Monitoring and Evaluation As an organisation which derives its funds primarily from government sources, NPYWC is the subject of regular external evaluation and review. NPYWC accepts this level of scrutiny and acknowledges the need to be accountable to deliver the programs for which it receives funds and to measure its performance against intended outcomes for projects in which it is engaged. Significant external evaluation and review of the organisation, service areas or specific programs includes:  Whole of organisation  External evaluation by Department of Health and Ageing of the NPY Women’s Council Young People’s Project, 2005;  External evaluation by Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA) of the NPY Women’s Council Reconnect Project, 2004;  External interim evaluation by Department of Families, Housing, Community Services and Indigenous of the NT Youth In Communities Program, 2011; and  OATSIH Risk Assessment completed 2009 and 2011, NPYWC assessed low risk (2 year period).  Youth Program  Reference Group member for the Review of Certain FaHCSIA funded youth services by Urbis for FaHCSIA 2010; and  Reference group member for the Evaluation of the NT Youth in Communities Program 2011 by Courage Partners for FaHCSIA 2011.  Child Nutrition  Invest to Grow, FaHCSIA, contracted evaluation completed 2008.  Domestic and Family Violence Service  Regional Family Violence Program, FaHCSIA, 2008;  Department Child Protection (formerly Community Development) WA, 2008;  Family Violence Prevention Legal Service models, Attorney‐General’s Department SAAP – SA/Cth, 2008;  Section 14K Disability Services Standards Audit (Disability Advocacy), 2009;  HACC Appraisal Report (HACC Aged Care and Tjilpi Pampa Festival); and  Standards Monitoring (Tri‐State Disability) and National Respite Carer Program (NRCP) Quality Audit (Respite), 2010. Internal Monitoring and Evaluation NPYWC holds regular Directors’ and General Meetings including an Annual General Meeting. General meetings, and Directors’ meetings are also convened in remote communities. Staff report on their work and members frequently raise issues relevant to NPYs operations. NPYWC Managers meet regularly to monitor and discuss service delivery. Managers also assess service delivery through discussion with Directors and when preparing reports to funding bodies or checking reports prepared by staff in their section. All funding agreements are reported on, most six‐monthly, some quarterly. Departmental contract managers are free to contact Managers or Co‐ordinator at any time to ensure that the organization is adhering to the terms and conditions of contracts. The Co‐ordinator is available to discuss any service delivery problems with Managers and with program staff if their Manager is not available. 44
  • 46. As mentioned previously the Major Desired Outcomes for each focus area of the 2009‐13 Strategic Plan (available on request) are accompanied by an Action Plan which identifies the strategies, timeframe, responsible staff member/s, performance indicators and specific outcome against which success is measured. These plans are subject to annual review by teams under the direction of Team Managers who report back through the senior management forum. These reports form the basis of information provided to the Board of Directors and is included in the organisation’s Annual Report. Mandatory evaluation and reporting of financial, administration and governance activities and performance is provided as per ORIC and other regulatory and legal compliance requirements.       45
  • 47. Appendix A: Financial Profile of NPYWC        The financial profile is based on the audited financial  statements of the previous five fiscal years.     46
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  • 59. Appendix B: Audited Financial Statements 2009/2010    58
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  • 70. Appendix C: Audited Financial Statements 2008/2009 69
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  • 82. Appendix D: Audited Financial Statements 2007/2008 81
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