CONTENTS1.      INTRODUCTION                                    Page 32.      FORMATION OF NPYWC                          ...
1.     INTRODUCTIONIn November 2008, Paua Consulting was engaged by the Ngaanyatjarra PitjantjatjaraYankunytjatjara Women‟...
NPYWC was formed in 1980. The push for a separate women‟s forum emerged through theSouth Australian Pitjantjatjara Land Ri...
b)     Assist and encourage the representation and participation of women from the       Ngaanyatjarra, Pitjantjatjara and...
5.     POLITICAL, ECONOMIC, SOCIAL AND ENVIRONMENTAL       TRENDS IMPACTING ON NPYWCThere is a range of political, economi...
There are a number of economic trends that have a direct and indirect impact on the operationof NPYWC and that will contin...
NPYWC has a complex web of interaction and funding arrangements with Government. Someprograms and services are partly or f...
Social and cultural change among the Indigenous people and communities of the tri-state regionwill continue over the next ...
6.     FOCUS AREASThe consultations with the staff and executive of NPYWC and the assessment of the political,economic, so...
The number of NPYWC‟s clients is increasing and so is the complexity of the problems theyface. In order to meet their imme...
Collaborative Research                                                        information in the best interestsCentre, Cha...
3.       NPYWC continues to offer high quality and professional service delivery to         clients.      Strategies      ...
Update and monitor      Ongoing       Project       Client support      Holistic joint caseclient support plans.   review ...
Single source funding for NPYWC;         Funding for programs and services and establishment of a service delivery organis...
2.        NPYWC increases the intensity of advocacy in response to existing identified          needs.       Strategies   ...
intervention for                                                         regionally.children who have                     ...
4.       Convening of a biennial forum to discuss NPYWC’s work and present evidence         on the incidence and causes of...
Currently senior management within NPYWC comprises the Co-ordinator, Senior Advisor,Executive Liaison Officer, Minyma Dire...
4.      Appointment of a Human Resource Manager to manage all recruitment, staff        performance appraisals, explore in...
NPYWC needs to continue to provide professional support and supervision of staff, particularlyto those staff working remot...
Anangu women. A small number of young Anangu women are already employed inadministrative roles at NPYWC and NPYWC now need...
Clear focus on quality                                                                            recruitment and human re...
The Desired Outcomes1.       NPYWC continues to attract and retain high quality staff.        Strategies              Time...
6.3.3    ABORIGINAL EMPLOYMENT STRATEGYNPYWC currently employs malpas in some of the tri-state communities and in Alice Sp...
with NPYWC and            assisting women to                                                         other organisations  ...
NPYWC Strategic Plan 2009 2013 4 3 09  at 18 4 09
NPYWC Strategic Plan 2009 2013 4 3 09  at 18 4 09
NPYWC Strategic Plan 2009 2013 4 3 09  at 18 4 09
NPYWC Strategic Plan 2009 2013 4 3 09  at 18 4 09
NPYWC Strategic Plan 2009 2013 4 3 09  at 18 4 09
NPYWC Strategic Plan 2009 2013 4 3 09  at 18 4 09
NPYWC Strategic Plan 2009 2013 4 3 09  at 18 4 09
NPYWC Strategic Plan 2009 2013 4 3 09  at 18 4 09
NPYWC Strategic Plan 2009 2013 4 3 09  at 18 4 09
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NPYWC Strategic Plan 2009 2013 4 3 09 at 18 4 09

  2. 2. CONTENTS1. INTRODUCTION Page 32. FORMATION OF NPYWC Page 33. NPYWC MEMBERSHIP AND MANAGEMENT Page 44. NPYWC’S FUNCTIONS Page 45. POLITICAL, ECONOMIC, SOCIAL AND ENVIRONMENTAL TRENDS IMPACTING ON NPYWC Page 66. FOCUS AREAS Page 106.1 SERVICE DELIVERY Page 106.2 ADVOCACY Page 146.3 ORGANISATIONAL CAPACITY Page 186.3.1 Management and Staffing Structures Page 226.3.2 Professional Support, Supervision, Staff Development and Remuneration Page 236.3.3 Aboriginal Employment Strategy Page 246.3.4 Inter-Program Interaction Page 266.3.5 Tjanpi Desert Weavers Page 276.4 FUNDING Page 287. APPENDICES Page 347.1 Appendix 1 - References Page 347.2 Appendix 2 - Agencies and People Consulted Page 35 2
  3. 3. 1. INTRODUCTIONIn November 2008, Paua Consulting was engaged by the Ngaanyatjarra PitjantjatjaraYankunytjatjara Women‟s Council (NPYWC) to develop a five-year organisational Strategic Plan2009-2013.In commissioning the 2009-2013 Strategic Plan, NPYWC specified that the Strategic Planshould: Provide future strategic directions that support the constitutional objectives of the organisation; Provide future strategic directions for a management and staffing structure that facilitates sound and efficient service delivery to clients and advocacy on behalf of members; Include goals that are clear easily comprehended, including clearly written strategic actions and realistic targets; Assess the current management, staffing, program, administration, resource and enterprise structures and provide recommendations for a future model(s); Assess the role and duties of the Co-ordinator in the context of the organisation‟s management structure including what if any duties could and or should be devolved to another position whether existing or not; Recommend a succession plan for the Co-ordinator‟s position; Recommend 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; Provide an overarching framework for existing current strategic documents including Tjanpi Desert Weavers Business Plan 2008-2010.The preparation of the 2009-2013 Strategic Plan has been undertaken as a specific requirementof the Office of Aboriginal and Torres Strait Islander Health (OATSIH) as part of the transitionfrom one-year to multi-year funding agreements with NPYWC. While the 2009-2013 StrategicPlan will assist NPYWC to meet OATSIH‟s new contractual requirements it will also provide theorganisation with a strategic direction which will allow it to thrive and meet the future needs ofclients within its complex service delivery environment.In December 2008 Ms Lyn Sutton and Mr. John Thurtell travelled to Alice Springs to meet andconsult with a range of NPYWC stakeholders. The Consultants met with NPYWC Directors andstaff to discuss the organisation‟s current charter for advocacy and service delivery and to discusswhat the organisation may look like five years from now. Representatives from key governmentfunding bodies were also consulted. A list of individuals, groups and government agenciesconsulted is presented at Appendix 2.2. FORMATION OF NPYWCThe Ngaanyatjarra Pitjantjatjara Yankunytjatjara Womens Council (NPYWC) represents womenin the remote tri-State area of Western Australia, South Australia and the Northern Territory.The region covers 350,000 square kilometres. There is an overall population of around 6,000.Anangu and Yarnangu (Aboriginal people) living on the Ngaanyatjarra, Pitjantjatjara andYankunytjatjara lands (Western Desert language region) share strong cultural and familyaffiliations. 3
  4. 4. NPYWC was formed in 1980. The push for a separate women‟s forum emerged through theSouth Australian Pitjantjatjara Land Rights struggle of the late 1970s. Many women felt that theirviews were ignored during consultations over land rights, so they established their ownorganisation.Advocacy and information dissemination were the main foci for NPYWC during the 1980s andearly 1990s. NPYWC is now a major provider of human services, working to address theidentified unmet needs of Anangu and Yarnangu women and their families.3. NPYWC MEMBERSHIP AND MANAGEMENTMembership of NPYWC is open to any woman who is at least 16 years of age and who is anAboriginal and Torres Strait Islander person from the Ngaanyatjarra, Pitjantjatjara andYankunytjatjara lands and/or whom the Directors consider to have sufficient cultural or familyconnection to the region. She must be deemed by the Directors to be of good character andwilling to follow the guiding principles of the organisation.NPYWC Directors comprise a Chairwoman, Vice-Chairwoman and up to ten other Directors.NPYWC Directors are elected by the members of the organisation. They meet four or five timesa year to discuss NPYWCs programs and priorities. The Directors are responsible for the overallpolicy direction of the organisation.NPYWC Co-ordinator is responsible for the day-to-day management of the organisation,provides support for the Directors, deals with policy issues with and on behalf of the Directorsand oversees the operational and financial status of the organisation.The Minyma Director (currently vacant) works alongside the Co-ordinator and providesleadership to staff, in particular, Anangu staff. The Minyma Director is responsible to theDirectors.NPYWC‟s Team Managers include the Youth Manager, Child Nutrition Manager, Tjungu TeamManager (includes all Aged, Disability, Emotional and Social Wellbeing, and Ngangkari staff),Domestic Violence Service Manager, Tjanpi Desert Weavers Manager, Finance Manager andAdministration Manager. Team Managers are responsible for the support and supervision ofprograms and staff in their respective areas, seeking funding and dealing with funding bodies.NPYWC Project Officers carry out case management, advocacy and provide practical assistanceacross program areas (these include domestic violence, child nutrition and protection matters,youth services). Additionally, the Tjanpi Desert Weavers‟ staff provide arts advocacy, sales andmarketing support and professional development services to artists.4. NPYWC’S FUNCTIONSThe central objective of NPYWC is to relieve the poverty, sickness, destitution, distress,suffering, misfortune or helplessness among the Aboriginals of the Ngaanyatjarra, Pitjantjatjaraand Yankunytjatjara communities. To advance this objective, NPYWC aims to:a) Provide a forum for Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara women to discuss their concerns; 4
  5. 5. b) Assist and encourage the representation and participation of women from the Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara region on local, regional and other relevant bodies;c) Help individual women and girls to achieve further training, education and employment;d) 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;e) Establish, provide and promote the artistic and cultural interests of Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara women;f) Promote and support the achievements and authority of Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara women;g) Gather and provide information about issues of importance to Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara women and to the broader community;h) Promote and encourage the law and culture of Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara women;i) Support and encourage other women and organisations who work towards similar aims.NPYWC‟s work is based on the following philosophy: The unique history, heritage, contributions, knowledge, strength and diversity of Anangu women. The empowerment of all women. Support and promotion of the law and culture of Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara women. Improving the quality of life for women and their families. Cross-cultural collaboration. The active participation of Anangu in the development of policy and the delivery of services that affect them. Consultation and development of services with Anangu and other relevant bodies for the provision of culturally relevant, effective programs. An approach based on social justice, interdisciplinary and community development principles. Ethical, collaborative partnerships.The aim of NPYWC in its service delivery and advocacy is:“NPY Women‟s Council assists Anangu and Yarnangu of the Ngaanyatjarra, Pitjantjatjara andYankunytjatjara region to gain access to services, programs and opportunities that allow them tolead safe, healthy and fulfilling lives.” 5
  6. 6. 5. POLITICAL, ECONOMIC, SOCIAL AND ENVIRONMENTAL TRENDS IMPACTING ON NPYWCThere is a range of political, economic, social and environmental trends that affect the operationof NPYWC and which will continue to affect the organisation over the next five years.Government attitudes, approaches and policies towards Indigenous communities in remote areassuch as 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 byIndigenous organisations have largely been usurped and discarded. Governments are nowespousing the need for programs and services to be „evidence-based‟ (i.e. they should bedesigned and delivered on the basis of demonstrated need) and that the delivery of thoseprograms and services must be undertaken by agencies or organisations (either government ornon-government) that are able to demonstrate that they are capable of doing so. The era inwhich governments contracted Aboriginal-owned and controlled organisations to deliver serviceschiefly because the organisation was Aboriginal-owned and controlled is essentially over.Additionally, governments are increasingly questioning whether they are receiving „value formoney‟ when they outsource program and service delivery to non-government organisations likeNPYWC.In the tri-state region, some of the relevant government agencies are increasingly interested indelivering programs and services themselves. This approach is often poorly thought out andbadly handled as the agencies generally do not adequately plan how they will deliver theprograms and services, the support required by their on-the-ground staff, the level and range ofinfrastructure required by their staff and the time taken and skills required to develop rapportand effective relationships with community members.The Australian Government has appointed Government Business Managers to Indigenouscommunities as part of the Northern Territory Emergency Response. The Government BusinessManagers are intended to: Be the single face of the Australian Government at the local community level; Be in place in communities for at least five years; (Often) service more than one community; Ensure effective „whole-of-government‟ service delivery; and Maximise the benefits of Australian Government funding provided to the community.It is likely that the Australian Government will recruit Government Business Managers to workthroughout the tri-state region over the next five years.The trend of governments to increase their physical presence in remote Indigenous communitiesposes both a challenge and opportunity for NPYWC. On the one hand, governments may cometo the view that they no longer need organisations like NPYWC to deliver programs and serviceson their behalf, as their staff can do so, and they could consequently decrease or cease thefunding they currently provide to NPYWC. On the other hand, if NPYWC is able todemonstrate that its knowledge of communities, methods of service delivery and other assets willdeliver better programs and services than government and that NPYWC‟s involvement couldcomplement and or add value to the delivery of programs and services by government, NPYWCcan continue to be integral to the delivery of programs and services in the tri-state region. 6
  7. 7. There are a number of economic trends that have a direct and indirect impact on the operationof NPYWC and that will continue to do so over the next five years. 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 delivery; and Increasing recognition that unco-ordinated, piecemeal funding to organisations like NPYWC is resource intensive, counter-productive and wasteful.Many if not most NPYWC members and other residents of the NPY communities have very lowincomes and many of the chronic health problems and other issues that they encounter are aresult of their low socio-economic standing, compounded by poor educational attainment,substance abuse and addiction, welfare dependency, leadership problems, laissez-fairechildrearing practices, corruption and the misuse of power in communities and the generalcollision or „cultural clash‟ of specialised desert hunter-gatherer society and its norms with acapitalist contemporary society. Additionally, most Indigenous communities in the tri-stateregion are „welfare economies‟ in that the bulk of the income received by the residents isprovided through welfare payments from Government. The capacity to introduce „realeconomies‟ 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 asmining or tourism development.The Australian Government has introduced income management schemes in the NorthernTerritory and is likely to extend income management arrangements throughout the tri-state area(and other parts of Australia) in the next year or two. Paradoxically, the Australian Governmentis set to eliminate the payment of CDEP wages soon and people on CDEP wages will receivetheir income through payment of Centrelink allowances. Unless these allowances are subject toincome management, these changed arrangements may add to population drift away fromcommunities such as those in the tri-state region and require organisations like NPYWC toprovide more emergency relief support to NPYWC members that spend extended periods oftime in Alice Springs.Governments have historically contracted organisations like NPYWC to deliver programs andservices for much less than their real cost. .NPYWC‟s ability to successfully deliver programs andservices over a long period of time with the limited funding and resources provided is testamentto the skills and abilities of NPYWC‟s staff and members. Increasingly, Governments are slowlyrecognising that funding for the delivery of programs and services in remote areas needs toreflect the real cost of programs and services delivery. NPYWC and other organisationscontracted by Government to deliver programs and services must continue to demonstrate toGovernment the real cost of delivering adequate, effective and efficient services to their clients.If adequate funding from Government is not forthcoming, NPYWC should give strongconsideration to limiting the range of services it provides and or the areas and clients that itdelivers programs and services to. The organisation should also employ other tactics to convinceGovernment that realistic funding levels are required (e.g. tri-state and national media coverage,use of lobbyists, use of NPYWC Patron to lobby Government, the private sector andphilanthropic organisations, co-opting non-Indigenous women who have extensive Governmentand private sector networks to be Directors, NPYWC Executive, etc). 7
  8. 8. NPYWC has a complex web of interaction and funding arrangements with Government. Someprograms and services are partly or fully funded by the South Australian Government, some arepartly or fully funded by the Western Australian Government, some are partly or fully funded bythe Northern Territory Government, some are partly or fully funded by the AustralianGovernment and some funding is provided through philanthropic organisations. A Governmentthat provides resources for NPYWC to undertake a particular program or activity in one areamay have little or no awareness that another Government is also providing NPYWC withfunding for the same activity in another part of the tri-state region. Additionally, the NPYWCCo-ordinator and Managers provide reports and financial statements to each of thesejurisdictions – sometimes they have to provide different reports on the same activities to thevarious relevant Government agencies. Rather than spend copious amounts of time on thepreparation of progress and activity reports for different Government agencies in the differentjurisdictions, each NPYWC Team should prepare one progress/activity report for all theprograms and services they deliver and provide them to the various jurisdictions.NPYWC Directors and staff represent the organisation on a range of committees, workinggroups and other forums organised by the different jurisdictions. Governments often like to co-opt staff of organisations such as NPYWC onto these groups as they have a wealth ofknowledge of on-the-ground issues and extensive experience in their fields of expertise.Consideration should be given to ensuring that NPYWC‟s involvement on various committees,boards and forums that seek NPYWC‟s expertise is recognised and adequately recompensed inits funding agreements with Government – mere payment of airfares and other disbursementsshould not be deemed to be sufficient.The level and extent of co-ordination and communication among and between the differentGovernments should not be overestimated. NPYWC often works with different branches of aGovernment agency on particular issues and the different branches often have no idea thatanother branch is also working with NPYWC on those issues. The same applies to the differentjurisdictions, i.e. one Government may approach NPYWC to discuss funding or delivery of aparticular program or service and be unaware or have made no effort to determine whetheranother jurisdiction is already funding the delivery of that program or service by NPYWC.Additionally, staff turnover in the Government agencies with which NPYWC staff interact isvery high. NPYWC staff often spend a great deal of time establishing rapport and a workingrelationship with one officer only to find that that person leaves their position and theirreplacement is often provided with no background information or understanding of theiragency‟s interaction with NPYWC. NPYWC staff have to spend considerable time educatingnew Government staff about the agency‟s history and interaction with NPYWC, and re-establishing rapport.In regard to social trends, the Indigenous people of the tri-state region have a range of strongand enduring cultural practices and norms that heavily influence their behaviour and theirinteraction with each other and with external groups and organisations. Some aspects of theircultural practices and attitudes have been challenged and subjected to scrutiny and change byorganisations such as NPYWC over the past 30 years or more (for instance, acceptance ofviolence towards women, certain child rearing practices, attitudes towards people withdisabilities). NPYWC‟s core functions of service delivery and advocacy for women and childrenof the tri-state region have inevitably placed the organisation at odds with individuals, groups andcommunities at various times. NPYWC‟s ability to provide effective services to their clients inthat environment has helped to augment the organisation‟s credibility and standing with internaland external stakeholders. 8
  9. 9. Social and cultural change among the Indigenous people and communities of the tri-state regionwill continue over the next five years. As with the social and cultural changes that have alreadyoccurred, some will come from the people themselves and some will be sought or compelled byGovernment and others. NPYWC needs to continue to adopt a clear-eyed and flexible approachto cultural and social changes – it does not and cannot seek to insulate or cocoon people againstchange nor work from the basis that traditional cultural practices and norms are or should beinviolate.NPYWC operates in a physical environment populated by a range of other Indigenous peakbodies and organisations. There are at least two dozen other Indigenous organisations thatoperate in and from Alice Springs that service the tri-state region and the Alice Springs areamore generally. Consequently, NPYWC is always competing with other Indigenous organisationsfor staff, and its staff have to compete for limited housing, and the cost of living and rental andhouse prices in Alice Springs are comparatively high. Similarly, staff turnover within nearly all ofthe Indigenous organisations is comparatively high and there are limited options available toNPYWC in regards to office space and other facilities. NPYWC‟s office space requirements areincreasing due to the need to employ more staff to deliver various programs and services.However, NPYWC‟s options for gaining more office space at its current location in AliceSprings are very limited and NPYWC staff generally have insufficient working space available tothem.NPYWC has well developed working relationships with a good number of the other Indigenousorganisations and groups in Alice Springs and the tri-state region. However, some Indigenousorganisations are not interested in fostering good interaction with NPYWC (and, given theleadership and the personnel employed there and other factors, are unlikely to be interested indoing so in the foreseeable future). This is or will only become a problem if a good workingrelationship with a particular organisation is critical to the organisation‟s core functions, i.e.service delivery and advocacy. To date, this has generally not been the case.Overall, NPYWC is a relatively small organisation operating in a very complex environment. Tomaximise its effectiveness NPYWC needs to continually assess and focus on: What its clients‟ needs are; What it can do that is of value to its clients and that is not provided by another agency or organisation; How the organisation fits into the „tri-state picture‟ and how it is or could be affected by regional and national policies and trends; How its service delivery and advocacy can be measured and analysed; Assisting 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 Providing the necessary professional support, supervision, staff development and remuneration. 9
  10. 10. 6. FOCUS AREASThe consultations with the staff and executive of NPYWC and the assessment of the political,economic, social and environmental trends impacting or likely to impact on the organisationidentified four key focus areas for inclusion in the 2009-2013 Strategic Plan. These are:1. Service delivery;2. Advocacy;3. Organisational capacity; and4. Funding.The 2009-2013 Strategic Plan describes the strategies, timeframes, responsible persons, keyperformance indicators and outcomes for each of these focus areas.6.1 SERVICE DELIVERYOne of the core functions of NPYWC is the delivery of different programs and services aimed atimproving the quality of life and living conditions for people in the NPY region. NPYWC isuniquely placed to deliver services that neither government nor other non-government agencieshave the capacity to deliver. It has the infrastructure, skills and rapport with clients andcommunities that many other organisations have not been able to establish. NPYWC‟s programsand services are delivered by five teams: Youth, Child Nutrition, Tjungu (Aged, Disability,Emotional and Social Well-being), Domestic Violence and Tjanpi Desert Weavers. NPYWCTeams maintain a strong presence throughout the NPY region through their remote-based staffand resources and visits by Alice Springs-based staff that provide support, assistance andprofessional expertise.NPYWC‟s service delivery in the areas of Youth, Child Nutrition, Aged Care, Disability Servicesand Domestic Violence centres on a set of case management principles and processes developedby the organisation to assist clients. In practice, these principles and processes guide ProjectOfficers in the development of support plans for clients. Support plans allow a multi-disciplinaryapproach for joint case management of clients by NPYWC or by NPYWC and external serviceproviders. NPYWC‟s capacity to develop, implement and monitor comprehensive support plansfor each of its clients is constrained due to: NPYWC‟s clients often focus on their immediate needs and support plans often centre on assistance with those immediate needs. NPYWC‟s service delivery Teams work with their clients on a voluntary basis and the Teams cannot force people into long term plans which may not be successful due to a range of complex cultural and environmental factors. NPYWC‟s Directors and members (clients) need to agree to and actively participate in case planning that meets their needs as the development and implementation of long-term support plans is not solely the responsibility of NPYWC staff. The limited resources available and the large client base of the organisation. There are just too many clients and too few staff to enable wide-ranging support plans to be developed, implemented and monitored. NPYWC needs to ensure that the client databases maintained by the different service delivery Teams are compatible and accessible (subject to any privacy issues) to help facilitate the development, implementation and monitoring of support plans. The nature of this client data may also be important for developing an evidence base for evaluations and future service delivery directions. 10
  11. 11. The number of NPYWC‟s clients is increasing and so is the complexity of the problems theyface. In order to meet their immediate needs, at times NPYWC provides clients with emergencyfuel, food and blankets. At other times NPYWC help women and children experiencingdomestic and family violence to access refuge and hostel accommodation. NPYWC needs towork on the balance between crisis intervention and holistic casework in the application of theirlimited case management resources. It should be noted that this could lead to dissatisfactionfrom clients and other organisations that rely on NPYWC to provide crisis intervention as itoccurs and that may not understand a re-emphasis on holistic long term case management.The Desired Outcomes1. NPYWC reinforces its position as a key participant in service provision in the tri- state region. Strategies Timeframe Who Performance Outcome IndicatorsContinue to pursue Ongoing Senior Representation NPYWC‟s position as the peakand maintain a high review Management on national, state body for women is reinforced.level of engagement progress in Directors and regional NPYWC‟s views are sought inand communication March 2010 committees and relation to matters concerningwith government and working groups. women in the region.funding bodies.Monitor and evaluate Ongoing Service Empirical data Provide information tothe impact of review Delivery Teams regarding government and others aboutprograms and services. progress in efficacy of what programs work. March 2010 programs is Demonstrate capacity to deliver. collated. Provide value for money to funding bodies. Identify where the true needs for programs and services lie. Evidence base for funding applications.NPYWC‟s expertise is Ongoing Senior NPYWC is NPYWC is recognised bysought by Government review Management remunerated for government stakeholders asand there is adequate progress in its expertise and having the professional expertiseremuneration for its March 2010 advice. and working knowledge of theexpertise provided in region and clients.funding agreements. Potential for a small income stream for NPYWC.Formalise and End of Co-ordinator Policies are NPYWC is considered an „equal‟document policies for September Team documented. partner with other serviceworking with other 2009 Managers Increase in providers in the regionagencies - including Directors interagency demonstrated by other agenciesthose with staff in collaboration seeking to proactively workremote areas, e.g. about clients. collaboratively with NPYWC.establish policies for Agreements with Standard processes forsharing information other agencies. collaboration and interagencybetween NPYWC and client management.other agencies about Improved outcomes for clients.clients.Create partnerships Commence Senior Number and Professional engagement withwith research facilities negotiations Management level of peers.e.g. Centre for by end of Directors partnerships Developing partnerships.Aboriginal Economic December initiated. Diversifying and sharingPolicy Research, 2009Desert Knowledge 11
  12. 12. Collaborative Research information in the best interestsCentre, Charles of improving programs andDarwin University, service delivery.Co-operative Research Staff developmentCentre for Aboriginal opportunities.Health. Adding value to funding submissions.2. NPYWC adopts a flexible approach to cultural and social change. Strategies Timeframe Who Performance Outcome IndicatorsIdentify changes in Ongoing– Project Officers Client needs Evidence base of shifting trendsclient needs. review are identified in client needs. progress in and recorded. Provide value to clients for March 2010 services not provided by other agencies. Targeted service delivery.Monitor the Ongoing Project Officers Data on case Opportunity to balance theeffectiveness of case review management utilisation of case managementmanagement policy progress in services service towards longer termand priority areas. March 2010 provided to improvement of client problems clients reflects rather than emergency relief and case short-term crisis intervention. management Opportunity to determine why priority policy crisis intervention is required and priorities. and what the underlying problems are.Monitor trends in Ongoing Senior Data on people Changes to the way services arepopulation shifts review Management movements. delivered.resulting from new progress in Changes in the location ofgovernment policies or March 2010 service delivery.corporate activity. Information about people movements and the reasons they are moving.Review program mix Ongoing Directors Program mix is Focus on strengths, skills andto focus on NPYWC review Senior streamlined capacity.core strength areas and progress in Management and updated. Service delivery and programschanges in client March 2010 are consistent with core businessneeds. and objectives.Basing more NPYWC Ongoing Senior More remote- Link to improving long termstaff in communities review Management based staff. service delivery.on the NPY lands. progress in March 2010 12
  13. 13. 3. NPYWC continues to offer high quality and professional service delivery to clients. Strategies Timeframe Who Performance Outcome IndicatorsNPYWC continues to Ongoing Senior Highly skilled „Best Practice‟ service to clients.engage skilled and review Management and competentcompetent staff. progress in staff work at March 2010 the NPYWC.NPYWC staff are Ongoing Senior Staff work to Staff satisfaction.supported to utilise review Management their Improved service delivery totheir skills and progress in professional clients.competencies. March 2010 and qualified Opportunities for staff to fully levels. utilise their professional qualifications and skills identified through each staff member‟s annual performance review.NPYWC staff are Ongoing Senior Staff continue Improvements in quality ofencouraged and review Management to acquire service delivery.supported to progress in skills, Staff stay „in touch‟undertake continuing March 2010 competencies professionally.professional and higher Improvements in staff retentiondevelopment. qualifications. and continuity in one-on-one relationships between clients and Project Officers, i.e. clients do not have to keep building relationships with new staff.4. NPYWC ensures that it develops comprehensive support plans for all of its clients as part of its case management approach to service delivery. Strategies Timeframe Who Performance Outcome IndicatorsNPYWC to seek Ongoing Senior Sufficient staff Comprehensive support planssufficient resources to review Management and resources to for each NPYWC client.enable service delivery progress in facilitate the Effective case management ofteams to develop, March 2010 development, clients needs.implement and monitor implementationcomprehensive client and monitoringsupport plans. of client support plans.Each NPYWC service Ongoing Team Development, Improved service delivery todelivery team ensures review Managers implementation clients.that a comprehensive progress in and monitoringsupport plan is March 2010 of client supportdeveloped, implemented plans.and monitored for eachclient and which focuseson short, medium andlong term goals.Focus on mechanisms to Ongoing Senior Inter-team Co-ordinated support plans forstrengthen inter-team review Management coordination of NPYWC clients.awareness and progress in client support Improved service delivery toinvolvement in client March 2010 plans. plans. 13
  14. 14. Update and monitor Ongoing Project Client support Holistic joint caseclient support plans. review Officers plans are current management. progress in and reflect Opportunity for NPYWC staff March 2010 needs. to address problems that create dysfunction. Improved inter-program communication.6.2 ADVOCACYSince its inception in 1980 NPYWC has been a strong advocate for the needs of Indigenouswomen and children of the tri-state region. Advocacy is NPYWC‟s other core function and thegood reputation that the organisation enjoys is partly due to its robust advocacy on behalf of itsclients and willingness to confront difficult issues. There have been notable successes arisingfrom the organisation‟s advocacy function. These include the extended rollout of the subsidisedOPAL fuel program, the Curtin Springs Roadhouse alcohol restrictions, establishment of theNPYWC Domestic Violence Service, the establishment of cross-border police posts, the WA,SA ad NT tri-state justice legislation and inter-governmental agreements, due to commence inJuly 2009, public comment about violence against and the exploitation of women and childrenand about substance abuse including anti-grog marches in Alice Springs and Coober Pedy in2007 and 2008. NPYWC has received a number of awards nationally in acknowledgement of itshigh level of advocacy, the quality of outcomes and the far reaching effects experienced bywomen across not only the NPY lands but the whole of Australia.As governments move towards evidence-based funding of programs and services, moreemphasis is being placed on the need for NPYWC, as the only women‟s organisation of its kindin the region, to provide evidence of emerging issues and to campaign on the need for newservices and programs which support vulnerable, at-risk women in the region. Advocacy is asizeable role which includes gathering data, liaising with the media and government, deliveringinformation so that it has an impact and working towards better systems of program and servicedelivery. Good advocacy is a skilful art form which is best undertaken by people who arearticulate, 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 toprovide an evidence base on different issues and the internal professional experience and insightto predict those issues which may have an impact on the region. NPYWC needs to maintain itshigh profile as the peak body for women‟s advocacy in the region to ensure that matters ofregional importance remain high on the governments‟ agenda.To help promote the work of NPYWC and raise awareness of the issues affecting Indigenouspeople in the tri-state region, NPYWC could convene an annual forum in Alice Springs in whicheach NPYWC Team discusses the work it does and the issues confronting people in the tri-stateregion and presents evidence on the incidence and causes of domestic violence, poor childnutrition, youth problems, disabilities and other major problems. This forum would also providean ideal opportunity for NPYWC to present its achievements in the region, research findings andreceive public recognition of its advocacy work. NPYWC should invite senior governmentofficials to the forum (e.g. Ministers, senior bureaucrats), non-government organisations andresearch institutions and representatives of other advocacy and service provider organisations inCentral Australia.There are a number of major issues that affect NPYWC‟s operations, its members and clientsthat NPYWC could advocate at high levels of government. These include: 14
  15. 15. Single source funding for NPYWC; Funding for programs and services and establishment of a service delivery organisation to support men‟s needs and address their issues; Better access to preventative and remedial behaviour programs for those on DV orders, bonds and suspended sentences and programs for domestic violence perpetrators on remand or serving sentences; Advocating the need for high quality education in communities and improved Government policies and communication; and Obtaining representation by NPYWC on key national advisory Boards and Committees, the APY Executive Board, etc.The Desired Outcomes1. NPYWC maintains high level advocacy for and on behalf of women in the tri- state region.Strategies Timeframe Who Performance Outcome IndicatorsNPYWC continues to Ongoing Senior Representation Women of the NPY region arerepresent its clients review Management on Committees represented.and members on progress in Directors and Working Maintaining the reputation ofboards and at meetings March 2010 Groups. NPYWC as a professional advocateat high level, e.g. the in the region.Child Protection NPYWC‟s opinion and advice areReview Board SA, the sought on matters affecting women.Mullighan TaskforceSA, AustralianGovernment‟sNational ChildProtection FrameworkUse research data to Ongoing Senior Record of Increased awareness by governmentprovide evidence of review Management emerging issues. and other sectors of „new‟ issuesemerging issues. progress in likely to affect people in the region. March 2010 Capacity to influence which emerging issues receive funding and other resources.Campaign for new Ongoing Senior Range of NPYWC provides advice toservices/programs/ review Management campaign tactics government about the need for newpolicies to address progress in Directors used to lobby for services, the target group, prevalenceemerging issues. March 2010 new services. of issue and what a new service could look like. NPYWC is the conduit to government to let government know the issues that people living on the NPY lands are really experiencing. Prevention and early intervention of issues before they have a significant impact on women and families. 15
  16. 16. 2. NPYWC increases the intensity of advocacy in response to existing identified needs. Strategies Timeframe Who Performance Outcome IndicatorsEstablish a standard 30 Senior Standard A set of standardised advocacysystemic advocacy September Management protocol procedures is created which can beprotocol, policy or 2009 established. readily applied to advocacy.procedure for existingidentified issues.Apply the advocacy Ongoing Senior Sale of OPAL Reduction in the availability of non-protocol to ensure that review Management fuel is mandatory OPAL fuel.OPAL fuel is progress in in high risk areas Ensure that sniffing levels remainmandatory in some March 2010 and controls are low.high risk areas and that in place forthe sale of regular fuel regular regulated.Continue to monitor Ongoing Senior Data on the Keep service providers informed ofthe incidence of petrol review Management, extent of petrol sniffing levels.sniffing and to lobby progress in Project sniffing. Prevention measures to reducefor legislative controls March 2010 Officers Progress on the accessibility of non-OPAL fuel.on the sale of regular roll out of Maintaining the impetus of thefuel. OPAL fuel. success of the advocacy to date. Laws prohibiting the sale of non- OPAL fuel.Existing Project 30 Senior Project Officers More coordinated advocacy responseOfficers have the tools September Management are advocating to client advocate on issues 2009 effectively. Opportunity for a more integratedthat are affecting their approach to advocacy.clients if required. Apply the advocacy 31 Senior A set of specific Improved responses to issues by protocol to co- December Management advocacy Government and non-Government morbidity (mental 2009 procedures is agencies. health issues including implemented in Raising awareness about the support those resulting from relation to co- required for people with organic and abuse of alcohol and morbidity. acquired brain injury. drugs). Apply the advocacy 31 Senior Education Improvement in quality of education protocol to raise the December Management becomes a key in communities. quality of education in 2009 issue for Student retention. communities. advocacy Decreasing truancy. Taking advantage of development opportunities for youth.3. NPYWC consolidates its peak position by advocating on emerging issues which may directly or indirectly affect women. Strategies Timeframe Who Performance Outcome IndicatorsNPYWC develops an 2009 - 2011 Senior NPYWC‟s Opportunity to bring otheroverall position and Management strategy government and non-governmentadvocacy program in determined and agencies on board to act in the bestrelation to Child advocacy interests of children.Protection matters, e.g. program Opportunity to establish preventiontherapeutic developed. and early intervention services 16
  17. 17. intervention for regionally.children who have Holistic case management of childrenbeen sexually abused, and families.monitoring Maintaining communication withgovernment‟s government agencies about childrenmanagement of in their care.children in their care,prevention and earlyintervention.NPYWC determines a 2009 - 2011 Senior NPYWC‟s Government agencies and otherstrategic response and Management position is service providers are aware of theadvocacy program to established. immediate needs of women.issues that have an Advocacy Helping families become stronger.impact on families, e.g. program is Prevention and early intervention ofincome management, established. issues which may cause furtherhomemaker programs, dysfunction.gambling, moreWomen‟s Centres inNPY communities.NPYWC determines a 2009 - 2011 Senior NPYWC‟s Government agencies and otherstrategic response to Management position is service providers are aware of theissues that have a established. impact that lack of men‟s services hasdirect impact on the Advocacy on women.wellbeing of women in program is Providing holistic support andthe tri-state region, e.g. established. assistance to families.behavioural programsand services for men,including compulsoryeducation andrehabilitation programsfor those subjected torestraining or otherorders, offenders incustody and for thoseon remand.NPYWC develops an 2009 - 2011 Senior NPYWC‟s Opportunity to mobilise communityoverall strategy and Management strategy members to regularly promote andadvocacy program determined and run anti-drug messages and initiatives.aimed at preventing advocacy Seek the support of Statethe sale, supply on to program Governments to restrict the selling ofthe NPY lands and developed. takeaway alcohol to residents of theconsumption of NPY lands and to people travellingalcohol, illicit drugs through the NPY lands from licensedand inhalants including premises in towns surrounding thesniffable fuel to and in NPY region.NPY communities andto assist communitiesto manage demand.NPYWC determines a 2009 - 2011 Senior NPYWC‟s Government agencies and otherstrategic response and Management position is service providers are aware of theadvocacy program established. impact that lack of ancillary healthaddressing issues that Advocacy services have on women and families.have an impact on program is Improving the long term health ofhealth, e.g. dental established. women and, establishmentof communitylaundries, chronic earinfections in children. 17
  18. 18. 4. 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. Strategies Timeframe Who Performance Outcome IndicatorsEach NPYWC Team 31 June Senior Discussion Opportunity for each Team to focusprepares Discussion 2010 Management Papers are on areas and issues they wish toPapers for prepared. promote publicly.presentation. Preparation of informative, evidence- based papers.Organise annual forum 31 Deputy Co- Forum venue Local and inter-state promotion of September ordinator booked and NPYWC and its activities. 2010 other Annual forum organised. arrangements made.Liaise with and invite 31 Deputy Co- Commitment by Keeping stakeholders informed.delegates from September ordinator stakeholders to Raising levels of communication withGovernment, the non- 2010 involvement. stakeholders.government and Number of Establishing working relationshipscorporate sector, and stakeholders with stakeholders.research bodies. willing to take part.Hold annual forum 30 NPYWC, Number of Promotion of NPYWC‟s work and November External attendees. increased awareness of the issues 2010 and Facilitator Quality of affecting Indigenous people in the tri- then every feedback from state region. other year. attendees.6.3 ORGANISATIONAL CAPACITYNPYWC currently employs more than 50 staff, the majority of whom are based at NPYWC‟soffices in Alice Springs. A number of staff members (five at March 2009) recruited from outsidethe region are based remote in Warakurna, Wingellina, Warburton and Umuwa and there areseveral Anangu workers who are employed either on a permanent part-time or casual basis asmalpas to assist their community-based colleagues. Additionally, there are many Tjanpi artistswho receive income from NPYWC through the sale of their art and craft works. The majority ofNPYWC staff are employed either on one of the four service delivery teams or by Tjanpi.NPYWC has relatively few administration and finance staff to support the complex mix ofservice delivery, emergency relief and crisis response, advocacy, representation, social enterpriseand governance responsibilities of the organisation.Staff employed to deliver NPYWC‟s programs and services are qualified and experiencedprofessionals who are engaged because they possess the necessary skills and competencies toeffectively deliver particular programs and services. The success of service delivery outcomeslargely depends on the capacity and quality of NPYWC‟s Team Managers and Project Officers.The recruitment of skilled, professional staff is a challenge for all organisations and agenciesinvolved in service delivery and advocacy in Central Australia. There is aggressive competitionbetween local organisations to attract staff, there is only a small pool of suitably qualifiedindividuals, the cost of living is high and there is limited housing in remote locations for staff ofNPYWC and other organisations. In order to maintain its reputation as a quality serviceprovider, NPYWC needs to continue to recruit staff who have the necessary skills andcompetencies to undertake the work required of them. 18
  19. 19. Currently senior management within NPYWC comprises the Co-ordinator, Senior Advisor,Executive Liaison Officer, Minyma Director (vacant) and Team Managers for each of the sevenservice delivery, social enterprise or administration/finance areas. In addition to theiradministrative and management roles, the Team Managers of Youth, Child Nutrition, Tjunguand Domestic Violence are often involved in direct service delivery to clients when the volumeof casework undertaken by their Project Officers is overly high or if the required casework isvery complex and requires additional attention from a senior officer.The current Co-ordinator, Ms Vicki Gillick, has held the position since October 2003. She hascorporate memory, a unique skill set including a legal background, links to high levels ingovernment and is a fierce advocate for NPYWC. Finding a replacement for Ms Gillick to fillthe Co-ordinator role as it stands would be extremely difficult, if not impossible, as few peoplewould be prepared to work the arduous hours that Ms Gillick gives to the job.NPYWC has identified as a priority a succession plan for the position of Co-ordinator in theevent of the incumbent Co-ordinator tendering a resignation. A succession plan is proposedwhich includes changes to the structure of NPYWC, the engagement of new staff, the revisionof existing staff roles and is geared at the sustainability of the organisation. The key aspects ofthe model are that a number of duties currently carried out by Ms Gillick are divested anddelegated to other staff members to allow the Co-ordinator position to become manageable byone individual and that the Deputy Co-ordinator is mentored and trained to be able to take upthe newly defined Co-ordinator position.A number of duties now carried out by the Co-ordinator could be divested to existing and newpositions including: Deputy Co-ordinator who would mainly focus on „internal‟ matters; Human Resource Manager to deal with all recruitment and employment matters; Grants/Compliance Officer to manage all aspects of funding and grant acquittals, sourcing grants and writing grant applications; and Team Managers to be delegated a greater role in advocacy and staff management.To streamline work functions, create a more simplified hierarchical structure and create greatercareer development opportunities for staff, the management and staffing structure of theorganisation needs to be revised. The key elements of an alternative management and staffingstructure for the organisation include:1. Divestment of some of the duties currently undertaken by the Co-ordinator to other existing or new positions (as described above) and redefinition of the Co-ordinator‟s role to focus on: implementing continuous improvement in management and corporate culture, leadership, linkage with Board of Directors, high level advocacy and administration, policy development, strategic responses and liaising with high level external stakeholders;2. Termination of the Executive Liaison position and allocation of the work undertaken by the Executive Liaison Officer to other existing or new positions (such as an Executive Officer to the Co-ordinator and Deputy Co-ordinator);3. Creation of a Deputy Co-ordinator position to undertake many of the tasks currently undertaken by the Senior Advisor. The Deputy Co-ordinator would relieve the Co- ordinator as required, develop new external partnerships, support and mentor Team Managers, manage NPYWC‟s assets, and talk to the media to present NPYWC‟s response to critical issues; 19
  20. 20. 4. Appointment of a Human Resource Manager to manage all recruitment, staff performance appraisals, explore incentives to retain staff and innovative recruitment strategies, manage grievance issues, organise staff training and professional development, ensure that work conditions are implemented and updated as required and organise new staff orientation;5. Appointment of a Grants/Compliance Officer to source grants, liaise with Team Managers and funding bodies, manage all (non-financial aspects of) grant compliance and acquittals, lobby for change to the current complexity of funding arrangements and provide legal advice (pending qualifications);6. Divestment of some of the duties currently undertaken by the Team Managers to Deputy Team Manager/Senior Case Worker positions in order to allow the Team Manager to oversee and administer service delivery, focus on staff needs and performance, assist with grant acquittal procedures, provide specific advocacy advice, mentor Deputy Team Managers/Senior Case Workers, establish and maintain working relationships with Government officers and represent NPYWC in their field of expertise as required;7. Appointment of Deputy Team Manager/Senior Case Workers in each Team who could relieve Team Managers, undertake evidence-based research, carry out high level casework and support and mentor the Project Officers in the Team. It may not be necessary to appoint new staff to these positions – some may be able to be readily filled by existing suitably skilled and qualified staff;8. Divestment of some of the duties currently undertaken by the Tjanpi Team Manager to an Assistant Manager in order to allow the Team Manager to oversee and administer the sales and marketing components of the business. The Assistant Manager would focus on staff and artists needs, assist with grant acquittal procedures and help maintain working relationships with the private sector and Government officers.In the management and staffing structure set out above, should senior management positionsbecome vacant most would be able to be filled by existing staff who are interested and able toadvance into higher positions, e.g. from Deputy Team Manager/Senior Case Worker to TeamManager or from Team Manager to Deputy Co-ordinator. This strategy will enhance NPYWC‟ssustainability when senior staff leave and conveys the message both internally and outside theorganisation that NPYWC can provide exciting career opportunities.NPYWC‟s Board of Directors should consider its stance regarding the Minyma Director giventhat funding for this position is due to cease at the end of the 2008-09 financial year.Additionally, there have been challenges involved in recruiting a person that has the requiredskills and capacity to do the job effectively. The alternatives are to terminate the position andallocate duties to other new or existing positions or to source additional funds to retain theposition after the existing available funds have been expended.Over the past few years NPYWC has developed a comprehensive set of policies and procedureswhich relate to administration, service delivery and human resource management functionswithin its unique environment. These documents have been produced to meet funding termsand conditions and to provide operational guidelines that enable NPYWC to functionprofessionally. Many of policies and procedures are contained within NPYWC Orientation Manualand two formal sessions are held every year to familiarise new staff with the organisation andhow it operates. Staff also undergo probationary and annual performance reviews to ensure thatthey are doing the job they were engaged to do, to identify areas for improvement, to exploreinternal relationships and resolve issues if necessary, to determine if staff have the requisite skillsand capacity to carry out their job and to determine any additional professional developmentthey may require. 20
  21. 21. NPYWC needs to continue to provide professional support and supervision of staff, particularlyto those staff working remotely who are especially vulnerable to the problems associated withworking in isolation, dealing with clients who can have serious and or multiple problems, inoften dysfunctional communities and with limited resources. NPYWC needs to be able to offerattractive remuneration packages to attract and retain skilled people in the competitiveemployment environment. This may include the payment of retention bonuses to encouragestaff to stay with the organisation. NPYWC also needs to continue to offer staff a range ofprofessional development opportunities (this could also include the annual payment of the costsassociated with professional development courses, seminars, etc, to NPYWC staff) and wherepossible provide career pathways to further improve the chances of staff retention.The NPYWC Orientation Manual contains a set of policies and procedures for service delivery andemphasises joint case management as the key to holistic client management. The development ofclient support plans by NPYWC staff enable a range of issues to be managed by either NPYWCservice delivery teams and/or external providers. Clients often present with complex anddistressing issues - many of which are highly confidential in nature and which require painstakingsupervision. Additionally, clients rarely present in isolation and often other family members,particularly children, may also be at risk of harm. Clients may also seek assistance regarding arange of issues and be referred to several different NPYWC staff to obtain issue specific advice,support, assistance or referral.In managing their clients NPYWC staff maintain databases of client information that allow staffto monitor client progress, record changes to circumstances, the emergence of new issues, etc.Program specific databases are used within NPYWC to enable the collection of data andinformation relevant to the program and which allow data to be extracted for reportingpurposes. NPYWC needs to ensure that there are processes and systems in place that facilitategood communication between program staff and „best practice‟ joint case management of clients.For many years, work in NPYWC has been undertaken „Malparara Way‟. This involves theengagement of malpas – friend or companion - as co-workers or cultural brokers for ProjectOfficers - particularly those based in the various tri-state communities and for Alice Springsbased-staff who need to travel to the NPY Lands to deliver programs and services. TheMalparara Way is unique to NPYWC and in the past it has been an integral component of thesuccess and effectiveness of NPYWC‟s service delivery and advocacy. The involvement ofmalpas has helped improve NPYWC‟s local engagement with clients as they give greaterlegitimacy and cultural authority to programs and services being delivered by the organisation.This unique way of working and engaging with clients provides a strong advantage to NPYWCwhen seeking funding and demonstrates a true capacity to engage with local Anangu people. Anadditional and important advantage of working Malparara Way is that it creates „real‟ work forAnangu women in the region.Over time, subtle changes have impacted on this model of working. Increases in the number ofprograms and services delivered by NPYWC have created a demand for more malpas to workwith Project Officers. However, the nature of the work carried out by malpas can only be met bya small subset of Indigenous women and most of the women who have the skills and capacity tobe effective malpas generally already have substantial family and community demands on theirtime and availability.NPYWC is finding it increasingly difficult to maintain the Malparara Way. NPYWC should nowconsider augmenting the Malparara Way into a broad Aboriginal Employment Strategy whichwould still enable the employment of malpas in those areas where the Malparara Way is workingeffectively but would also see NPYWC broaden the scope of employment opportunities for 21
  22. 22. Anangu women. A small number of young Anangu women are already employed inadministrative roles at NPYWC and NPYWC now needs to further explore how it can attractand retain Indigenous staff for vocational and non-vocational positions that do not requiretertiary qualifications. Additionally, NPYWC has already commenced a project in which it willhopefully offer young Anangu women boarding school scholarships in order to help themachieve the educational results required for them to take up employment opportunities or pursuetertiary education.Tjanpi Desert Weavers (Tjanpi) also provides a large number of Anangu women across the NPYregion with regular employment through the sale of their craft and artworks. Tjanpi is a smallbusiness which operates within NPYWC. It has a social enterprise function and provides anoutlet for women of the NPY region to create and sell their distinctive works of art. Tjanpigenerates revenue from sales of artworks and through weaving workshops for the general public,and performance of inma at cultural events. It also receives external funding from the AustralianGovernment‟s Department of the Environment, Water, Heritage and the Arts, the AustraliaCouncil for the Arts, the Balnaves Foundation and Caritas Australia. Tjanpi artworks have beenacquired by many of the country‟s major public art institutions, many of Australia‟s leadingprivate art collectors, and some international institutions. Tjanpi artworks are regularly sought bycurators of national touring exhibitions, and there is strong demand from commercial galleriesfor exhibitions. Since its inception in 1995, Tjanpi has raised the profile of the organisation andits tri-state artists in their own right. Tjanpi has also developed partnerships with art centresthroughout the NPY Lands, as well as local, regional and national cultural organisations andevents.The Tjanpi Desert Weavers Business Plan 2008 – 2010 states that “the major internal challenge for Tjanpiis to review its structure within NPYWC and identify and implement an optimal and robust operational model”.In keeping with this goal, NPYWC should review the existing model to examine ways in whichTjanpi could grow as a small business and further complement the core business of NPYWC.6.3.1 MANAGEMENT AND STAFFING STRUCTURESOver time there have been considerable changes both within and external to NPYWC whichhave affected the management and staffing structures of the organisation. These changes includethe rapid growth of the organisation, the diversity of program and service delivery, the growingnumber of staff and the complexities of operating as an advocacy body and a service provider.NPYWC needs to revise its management and staffing matrix to ensure there are sufficient seniormanagement positions to share leadership responsibilities and produce a simplified hierarchicalstructure.The Desired Outcomes1. NPYWC is structured to maximise the efficiency, effectiveness and experience of its senior managers, staff and Directors. Strategies Timeframe Who Performance Outcome IndicatorsObtain funds and 31 August Senior Position filled. Dedicated responsibility for allengage Human 2009 Management human resource matters therebyResource Manager. reducing the workload of the current Co-ordinator. 22
  23. 23. Clear focus on quality recruitment and human resource management processes. NPYWC has internal access to professional advice about staffing structure. Capacity to improve staff retention.Obtain funds and 31 October Senior Position filled. Dedicated responsibility for allengage 2009 Management matters regarding funding,Grants/Compliance compliance and grant acquittals.Officer. Potential to source and pursue new funding opportunities. Provide legal direction to NPYWC (depending on qualifications). Advocate for single source funding.Appoint Deputy Co- May 2009 Senior Appointment is Succession plan for the Co-ordinator. Management effected. ordinator is in place. Shared responsibility for operations and leadership. Focus on core functions.Review and redefine 30 April 2009 Senior Revised position Capacity for NPYWC toCo-ordinator role. Management description delegate some work to other developed. senior staff so there is shared responsibility for leadership. Clear focus on corporate activities.Engage/appoint 2009/2010 Team Positions filled. Creates opportunities for staffDeputy Team Managers career and professionalManagers/Senior Case development.Workers in each Line management successionservice delivery team. planning. Succession planning for Team Managers.6.3.2 PROFESSIONAL SUPPORT, SUPERVISION, STAFF DEVELOPMENT AND REMUNERATIONThe nature, complexity and large number of programs and services delivered by NPYWC meansthat NPYWC staff must have a broad diversity of skills, qualifications, experience andprofessional expectations. In the competitive domain of service delivery in a remote region, it isimportant for NPYWC to be able to offer incentives and conditions which attract and retaingood staff. NPYWC staff need to have a sense of ownership of the whole organisation anddemonstrate commitment to NPYWC‟s objectives. NPYWC needs to consider strategies whichwill attract and retain staff and facilitate professional development opportunities which benefitindividual staff members and improve the quality of services and programs delivered byNPYWC to its clients. 23
  24. 24. The Desired Outcomes1. NPYWC continues to attract and retain high quality staff. Strategies Timeframe Who Performance Outcome IndicatorsOrientation of new staff Increase Administration Three 100% of new staff frequency of Manager orientation attend training orientation programs held training to each year. every four monthsNPYWC implements October 2009 Human Implementation NPYWC continues toalternative recruitment Resource of additional employ high qualitystrategies to attract staff, Manager recruitment staff.e.g. secondments from practices. Create networkingother organisations, short- opportunities with otherterm job swapping with organisations.other organisations.Custom design October 2009 Human Remuneration Improvements in theremuneration packages Resource packages are capacity of NPYWC tothat aid in attracting and Manager developed for retain staff.retaining staff by staff as required. Fostering a sense ofdetermining what Individual staff organisational loyaltyindividual staff members incentive needs among staff.want or by offering identified.retention incentives e.g.retention and professionaldevelopment bonuses.2. NPYWC encourages professional development and creates career opportunities for staff. Strategies Timeframe Who Performance Outcome IndicatorsExpand Ongoing review Ongoing Human Individual staff Staff have their needsMarch 2010 professional review progress Resource professional met.development program for in March 2010 Manager development Improve staff retention.NPYWC staff and create Team Managers needs are Identify areas for staffthe expectation that staff articulated and a and possible programwill be required to use program delivery skills. designed to meet Improvement to service these needs. delivery capacity and outcomes.Develop a program of June 2010 Senior Programs Cross-fertilisation ofsecondment of staff to Management established. experience and expertise.other service delivery Opportunities toagencies, e.g. to work in network and establishwomen‟s shelters, youth good channels ofcentres etc. communication with other agencies. Opportunities to foster true inter–agency joint case management 24
  25. 25. 6.3.3 ABORIGINAL EMPLOYMENT STRATEGYNPYWC currently employs malpas in some of the tri-state communities and in Alice Springs.There are increasing pressures on malpas for a range of reasons and the retention andmaintenance of malpas requires a great deal of support, time and resources. While the MalpararaWay has worked well in the past, NPYWC should also consider alternative strategies thatfacilitate the employment of Anangu women and which align educational outcomes andemployment into a broad Aboriginal Employment Strategy.The Desired Outcomes1. Implementation of an Aboriginal Employment Strategy. Strategies Timeframe Who Performance Outcome IndicatorsNPYWC continues to Ongoing Human Malpas are Flexible employmentengage malpas where review progress Resource employed to work options for Ananguavailable. in March 2010 Manager Malparara Way with women eligible to be Project Officers. malpas. Employment for Anangu women. Project Officers are supported by malpas. NPYWC continues its unique way of engaging with clients. NPYWC demonstrates that it has good client/worker relationships for service delivery/program outcomes.NPYWC continues to Ongoing Human Anangu staff are Creating work choicesemploy Anangu staff to review progress Resource employed at for Anangu service delivery in March 2010 Manager NPYWC. Employment forand administrative Anangu women.functions.Tjanpi continues to Ongoing Team Manager Number of artists Employment forprovide employment for review progress selling artworks Anangu women.artists through the sale of in March 2010 through Tjanpi. Economiccraft and artworks. empowerment of artists. Potential for Tjanpi to grow.Establish vocational and 31 December Human Anangu people Creating employmentnon-vocational 2009 Resource employed on casual, for Anangu people.employment Manager part-time or full- Creating a pool ofopportunities for young time basis to enable skilled workers atpeople. them to gain skills NPYWC. and experience.NPYWC assist Anangu Immediate Senior Scholarship places. Improving educationalgirls to obtain secondary Management Young Anangu outcomes for scholarships. women seek and Helping to create obtain employment employment by 25
  26. 26. with NPYWC and assisting women to other organisations reach requisite or elsewhere. educational standards to obtain meaningful employment.NPYWC develops a 31 December Senior Program is Capacity buildingprogram to identify, 2010 Management developed. young Anangu women.mentor and develop Meeting future needs.young Anangu women asleaders.6.3.4 INTER-PROGRAM INTERACTIONAs mentioned, there are seven teams within NPYWC: four service delivery/program teams, theadministration team, the finance team and the Tjanpi social enterprise arm. The main offices andactivities of all teams are based in an assortment of offices and buildings located on or near thesame site. The expansion to nearby leased offices has been required due to growth in the numberof service delivery programs and number of staff who require office space and resources tomanage their work effectively. The Domestic Violence Service also receives clients at its officeand there is little or no space for the Domestic Violence staff to meet their clients in privacy.The social enterprise arm, Tjanpi, is often the first place that Tjanpi artists visit when they cometo Alice Springs and NPYWC offices often become their central meeting place for the durationof their town visit. Tjanpi was forced to acquire funding to procure and install a transportablebuilding in order to accommodate growth in 2005/2006, but it has already outgrown its spaceallocations. There is very little space where Senior Managers can meet with government officersor other visitors to the organisation. NPYWC is sometimes obliged to hire meeting roomselsewhere in Alice Springs for Directors‟ meetings as the facilities at NPYWC premises are oftenfull to capacity.NPYWC has telecommunication and information technology systems in place to support staffand facilitate communication between staff of different teams. Project Officers use a range ofdifferent databases to collect information relevant to a particular service to help manage theirclients (i.e. the type of information collected by the Domestic Violence Team is generallydifferent to that collected by the Tjungu or Child Nutrition Team). In its efforts to ensureholistic and constructive joint case management though client support plans, NPYWC needs toensure that Project Officers have access to all relevant client information and that there isoperational inter-program interaction and good channels of communication between staff.The Desired Outcomes1. Continuous improvement and streamlining of internal operations. Strategies Timeframe Who Performance Outcome IndicatorsMaintain regular team Ongoing Team Managers Program of team Staff have opportunity tomeetings. review meetings is have input about their progress established. work and the team. March 2010 Staff feel included and valued by the team. Opportunity for staff to share successes and frustrations. 26