This document outlines principles for effective development practice with Aboriginal and Torres Strait Islander communities in Australia. It recognizes that Indigenous people and organizations have considerable experience and ownership over development initiatives in their communities. The document was created based on input from Indigenous organizations and leaders, as well as the experiences of international non-governmental organizations (INGOs) working in partnership with Indigenous communities. While international development approaches can provide lessons, the unique history and context of Indigenous communities in Australia requires development practice to be community-led, culturally appropriate, and recognize Indigenous rights and expertise.
Sitra is an independent public foundation established by the Finnish Parliament to promote sustainable development. It has facilitated discussions with 30 societal stakeholders to develop a shared aim for lifelong learning in Finland. Through workshops and working groups, they developed 4 shared theses around ensuring lifelong learning opportunities for all. Key challenges discussed include funding lifelong learning and determining responsibilities. Sitra now aims to organize a parliamentary reform group to further the discussions and align political parties around a long-term vision.
National Foundation for India (NFI) is an independent grant-making organization, aimed at enabling development and
empowering societies in urban poor areas. It supports on-ground development by funding and building the capacities of
civil society organizations (CSOs). It works in seven key development areas – local governance, citizens and society,
education, health, livelihoods, peace and justice, and development journalism.
MY Parliament is a policy awareness initiative which encourages active citizenship and service to the nation. Our goal is to serve as a bridge of ideas between the decision makers of today and the passionate leaders of tomorrow by providing the youth with greater opportunities which would help them make meaningful contribution to the process of nation building.
The International Conference on Civil Society Space discussed strategies to defend and expand shrinking civil society space. Civil society faces increasing pressure globally from states and non-state actors. Restrictions undermine development goals. Participants discussed how to promote enabling environments through multi-stakeholder partnerships and inclusive dialogue. Recommendations included strengthening CSO effectiveness, shifting support to the local level, and improving spaces for civil society participation in policymaking.
This document outlines Pakistan's National Youth Policy and perspectives from the 2008 National Youth Summit. It discusses the framework and values of the youth policy, including empowering youth, tolerance, excellence and healthy lifestyles. The vision is for all young Pakistanis to enjoy a prosperous and discrimination-free life. Short, medium and long term action plans are outlined covering areas like capacity building, youth programs, and social inclusion. Concerns with traditional approaches are discussed and an alternate vision is presented to better understand and develop youth. The document concludes with options for the Ministry of Youth Affairs to focus on partnerships and mainstreaming divergent youth.
Sitra is an independent public foundation established by the Finnish Parliament to promote sustainable development. It has facilitated discussions with 30 societal stakeholders to develop a shared aim for lifelong learning in Finland. Through workshops and working groups, they developed 4 shared theses around ensuring lifelong learning opportunities for all. Key challenges discussed include funding lifelong learning and determining responsibilities. Sitra now aims to organize a parliamentary reform group to further the discussions and align political parties around a long-term vision.
National Foundation for India (NFI) is an independent grant-making organization, aimed at enabling development and
empowering societies in urban poor areas. It supports on-ground development by funding and building the capacities of
civil society organizations (CSOs). It works in seven key development areas – local governance, citizens and society,
education, health, livelihoods, peace and justice, and development journalism.
MY Parliament is a policy awareness initiative which encourages active citizenship and service to the nation. Our goal is to serve as a bridge of ideas between the decision makers of today and the passionate leaders of tomorrow by providing the youth with greater opportunities which would help them make meaningful contribution to the process of nation building.
The International Conference on Civil Society Space discussed strategies to defend and expand shrinking civil society space. Civil society faces increasing pressure globally from states and non-state actors. Restrictions undermine development goals. Participants discussed how to promote enabling environments through multi-stakeholder partnerships and inclusive dialogue. Recommendations included strengthening CSO effectiveness, shifting support to the local level, and improving spaces for civil society participation in policymaking.
This document outlines Pakistan's National Youth Policy and perspectives from the 2008 National Youth Summit. It discusses the framework and values of the youth policy, including empowering youth, tolerance, excellence and healthy lifestyles. The vision is for all young Pakistanis to enjoy a prosperous and discrimination-free life. Short, medium and long term action plans are outlined covering areas like capacity building, youth programs, and social inclusion. Concerns with traditional approaches are discussed and an alternate vision is presented to better understand and develop youth. The document concludes with options for the Ministry of Youth Affairs to focus on partnerships and mainstreaming divergent youth.
Dove launched its #MyBeautyMySay campaign to challenge negative comments made about female athletes' appearances in the media. The campaign featured profiles of eight athletes and videos discussing pressures from beauty standards. Billboards were displayed with athletes' images overlaid with critical comments about their bodies. Olympic gymnast Shawn Johnson partnered with Dove to bring attention to invasive comments made about her appearance starting at age 16. The campaign encouraged social media responses using #MyBeautyMySay to shift the conversation away from appearances and toward athletes' performances. While results have not been fully reported, the campaign addressed its goals and received positive coverage from media outlets and influencers.
Dr. C. K. K. Nair is a molecular biologist and radiation biologist. He has over 48 years of experience in biochemistry, molecular biology, and radiation biology. He is currently the Dean of Research at Pushpagiri Institute of Medical Sciences and Research Centre in Thiruvalla, Kerala, India. He has published over 222 papers in journals and books and has delivered over 119 invited talks. He has supervised 14 PhD students. His research interests include radiosensitization and radioprotection in cancer therapy, DNA repair, and applications of nanomaterials in biomedicine.
Material de apoio para a Aula sobre ArgumentaçãoGedalias .
O documento discute estratégias para dissertação e argumentação, incluindo camadas de informação, uso de variedades linguísticas, refutação de ideias pré-concebidas e citando o linguista Noam Chomsky. Fornece exemplos como fluxogramas de ideologia e articulação de estruturas pseudo-argumentativas.
This document is a collection of photos from various sources on a variety of topics including Duke University, Lincoln, the Marine Corps, fitness, and travel. The photos do not have captions or context and are simply credited to different photographers or organizations. There is no clear theme or narrative connecting the random assortment of unrelated stock photography images. The document ends by promoting the ability to create similar presentations on SlideShare.
Companion Document to revised Practice Note on Effective Development Practice...Jo Thompson
This document provides a companion to the ACFID Practice Note on Effective Development Practice with Aboriginal and Torres Strait Islander Communities. It includes case studies, tools, resources and literature to demonstrate practical implementation of principles outlined in the Practice Note. The first case study describes The Fred Hollows Foundation's Women's Development Project which strengthened cultural identity and self-determination of Jawoyn women in East Katherine, Northern Territory through community-driven activities and establishing the Banatjarl Women's Council. It highlights the importance of long-term engagement, building trust, participatory and culturally-appropriate approaches, and creating opportunities for women's leadership.
El documento describe los pasos para el mantenimiento del sistema de lubricación de un motor, incluyendo el cambio de filtro y aceite, la revisión de niveles de aceite y presión de aceite. También cubre el tratamiento de aceites usados a través de procesos como la regeneración, destilación y combustión para su reutilización o disposición final.
This document provides a curriculum vitae for Dr. C. K. K. Nair, including his contact information, educational background, areas of specialization, academic and professional experience, research interests, publications, awards, and more. Some key details include:
- Dr. Nair has over 47 years of experience in biochemistry, molecular biology, and radiation biology.
- He has a Ph.D. in biochemistry from the University of Bombay and has taught at several universities.
- His research focuses on areas like DNA repair, radiation biology, natural drugs, and nanotechnology applications.
- He has over 200 publications, guided 13 Ph.D. students, and received several awards
International development and Indigenous Australia: Learning from each otherNinti_One
At the Australasian Aid Conference in February 2015, Rod Reeve presented the results of research that asked: ‘Can approaches used in Australia’s Indigenous program and Australia’s foreign aid program benefit each other?’
How European Civil Society Organisations Strive for their Development Effecti...Inka Pibilova
This brief provides a short overview of key global and European initiatives on Civil Society Organisations (CSOs) Development Effectiveness and mentions key challenges. Further, it shows concrete examples of how European CSOs have put the Istanbul Principles into practice since 2011. It serves as one of the inputs for the High Level Meeting in Mexico in April 2014, focusing on progress in development effectiveness since Busan. It will also serve as a basis for subsequent work on CSO development effectiveness in European NGO Confederation for Relief and Development - CONCORD and the CSO Partnership for Development Effectiveness (CPDE).
The document is a submission from the Inter-Council Network (ICN) providing feedback on Foreign Affairs, Trade and Development Canada’s (DFATD) draft Civil Society Partnership Policy. The ICN recommends that the policy explicitly commit to human rights-based principles and recognize civil society as independent development actors. It makes 9 specific recommendations, including to include objectives around funding mechanisms, gender equality, and enabling environments for civil society. The ICN also provides feedback on various sections of the draft policy related to its purpose, definition of civil society, and objectives.
Reading csr implementation guide for businessPramodh Sherla
This document provides a summary of a guide on corporate social responsibility (CSR) implementation for businesses. It was authored by Paul Hohnen and edited by Jason Potts of the International Institute for Sustainable Development (IISD). The guide aims to provide practical guidance for companies operating internationally on CSR. It reviews key issues to consider in CSR, offers options for addressing them, and references many specific CSR tools and standards. The goal is to help businesses navigate the various CSR resources available and design and implement effective CSR strategies and programs.
1. The Jakarta Commitment is Indonesia's response to the Paris Declaration on aid effectiveness and establishes independence in managing foreign aid according to the principles of leadership and ownership.
2. Indonesia has shown mixed progress toward achieving the Millennium Development Goals, with reductions in some health issues but greater intersectoral engagement is still needed.
3. Yakkum, a Christian organization in Indonesia, implements health, gender, and disaster response programs aligned with global principles and through national networks to advocate for sustainable development goals.
Peduli is a Government of Indonesia initiative managed by The Asia Foundation to promote social inclusion. It works with 79 civil society partners across 26 provinces and 84 districts to improve access to services, economic opportunities, and participation in community processes for marginalized groups. This program snapshot examines Peduli's emerging approaches, including positioning inclusion as a local governance issue, adopting systems-based approaches, and establishing coalitions for inclusion. By thinking and working politically through locally led and adaptive solutions, Peduli and its partners have made gains in mobilizing social change for excluded communities in diverse contexts.
Peduli is a Government of Indonesia initiative managed by The Asia Foundation to promote social inclusion. It works with 79 civil society partners across 26 provinces and 84 districts to support marginalized groups' access to public services, economic opportunities, and participation in community processes. This program snapshot examines Peduli's emerging approaches, including positioning inclusion as a local governance issue, adopting systems-based approaches, and establishing coalitions for inclusion among marginalized groups, local leaders, volunteers, and ascending levels of government. By thinking and working politically through locally-led and adaptive solutions, Peduli and its partners have made gains in mobilizing social change and improving outcomes for marginalized communities in diverse contexts.
Experiences in addressing population and reproductive health challenges intr...Christina Parmionova
This document provides background information on Partners in Population and Development's (PPD) process of identifying and documenting innovative practices in population and reproductive health from PPD member countries. PPD worked with countries to select 10 case studies showcasing successful approaches. The case studies cover a diverse range of countries and practices, including improving access to family planning, components of reproductive health, gender empowerment, and training programs. They provide lessons learned that could help other developing countries address population challenges.
This document provides background information on poverty reduction strategies and the ILO's role in advocating for decent work policies within those strategies. It discusses how the UN adopted the Millennium Development Goals to reduce poverty and how the ILO identifies decent work as crucial to development. The ILO works to influence stakeholders and development partners to reflect decent work priorities in national policies and budgets, though it does not directly control funding. This guidebook aims to build ILO capacity for advocacy during poverty reduction strategy negotiations.
This document provides guidance on planning community projects. It discusses the importance of integrating gender considerations and environmental impacts into all stages of project planning and implementation.
The key stages of the project planning cycle are described as: 1) Collecting baseline data through a situational analysis and needs assessment; 2) Designing the project plan through goal-setting, feasibility analysis and activity planning; 3) Implementation, including monitoring; and 4) Evaluation. Effective planning relies on understanding the local community context through baseline data collection before identifying needs and designing project activities. Gender-sensitive and environmentally-sound approaches are emphasized.
Isaean 2012 cbo training module on networking and advocacyclac.cab
This document provides an introduction and overview of a training module on networking and advocacy for local community-based organizations (CBOs) developed by ISEAN (Insular Southeast Asia Network) and its partner Hivos Foundation. The module was created to build the capacity of CBOs in Indonesia, Malaysia, Philippines, and Timor-Leste to conduct effective advocacy and networking activities. It acknowledges existing advocacy resources but was tailored specifically for CBO contexts in Southeast Asia. The training module covers topics such as defining advocacy, the purpose and benefits of advocacy, developing advocacy strategies and action plans, and building and sustaining networks. It aims to empower local communities and improve policies, services, and environments affecting those living with and impacted
This document provides guidance on planning projects, with a focus on the project planning cycle. It discusses the importance of integrating gender considerations, environmental impacts, and sustainability into project planning.
The project planning cycle consists of five phases: 1) Collecting baseline data through a situational analysis and needs assessment; 2) Designing the project through developing goals, objectives and a feasibility study; 3) Implementation, including monitoring; 4) Evaluation.
When collecting baseline data, it is important to understand the local context, problems, and available resources. A gender-sensitive needs assessment is also key. The design phase establishes goals, objectives and an action plan based on the baseline study. Implementation involves carrying out activities while monitoring progress.
This document provides guidance on planning projects, with a focus on the project planning cycle. It discusses integrating gender considerations, environmental impacts, and sustainability into project planning. The key phases of the project planning cycle are outlined as:
1. Collecting baseline data through a situational analysis and needs assessment.
2. The design phase, which involves developing goals and objectives, a feasibility study, and activity planning.
3. Implementation, including monitoring progress.
4. Evaluation.
Gender-sensitive planning is emphasized, including collecting gender-disaggregated data and ensuring projects meet the different needs of women and men. Environmental screening from a gender perspective is also recommended. The document provides details on each phase of
Dove launched its #MyBeautyMySay campaign to challenge negative comments made about female athletes' appearances in the media. The campaign featured profiles of eight athletes and videos discussing pressures from beauty standards. Billboards were displayed with athletes' images overlaid with critical comments about their bodies. Olympic gymnast Shawn Johnson partnered with Dove to bring attention to invasive comments made about her appearance starting at age 16. The campaign encouraged social media responses using #MyBeautyMySay to shift the conversation away from appearances and toward athletes' performances. While results have not been fully reported, the campaign addressed its goals and received positive coverage from media outlets and influencers.
Dr. C. K. K. Nair is a molecular biologist and radiation biologist. He has over 48 years of experience in biochemistry, molecular biology, and radiation biology. He is currently the Dean of Research at Pushpagiri Institute of Medical Sciences and Research Centre in Thiruvalla, Kerala, India. He has published over 222 papers in journals and books and has delivered over 119 invited talks. He has supervised 14 PhD students. His research interests include radiosensitization and radioprotection in cancer therapy, DNA repair, and applications of nanomaterials in biomedicine.
Material de apoio para a Aula sobre ArgumentaçãoGedalias .
O documento discute estratégias para dissertação e argumentação, incluindo camadas de informação, uso de variedades linguísticas, refutação de ideias pré-concebidas e citando o linguista Noam Chomsky. Fornece exemplos como fluxogramas de ideologia e articulação de estruturas pseudo-argumentativas.
This document is a collection of photos from various sources on a variety of topics including Duke University, Lincoln, the Marine Corps, fitness, and travel. The photos do not have captions or context and are simply credited to different photographers or organizations. There is no clear theme or narrative connecting the random assortment of unrelated stock photography images. The document ends by promoting the ability to create similar presentations on SlideShare.
Companion Document to revised Practice Note on Effective Development Practice...Jo Thompson
This document provides a companion to the ACFID Practice Note on Effective Development Practice with Aboriginal and Torres Strait Islander Communities. It includes case studies, tools, resources and literature to demonstrate practical implementation of principles outlined in the Practice Note. The first case study describes The Fred Hollows Foundation's Women's Development Project which strengthened cultural identity and self-determination of Jawoyn women in East Katherine, Northern Territory through community-driven activities and establishing the Banatjarl Women's Council. It highlights the importance of long-term engagement, building trust, participatory and culturally-appropriate approaches, and creating opportunities for women's leadership.
El documento describe los pasos para el mantenimiento del sistema de lubricación de un motor, incluyendo el cambio de filtro y aceite, la revisión de niveles de aceite y presión de aceite. También cubre el tratamiento de aceites usados a través de procesos como la regeneración, destilación y combustión para su reutilización o disposición final.
This document provides a curriculum vitae for Dr. C. K. K. Nair, including his contact information, educational background, areas of specialization, academic and professional experience, research interests, publications, awards, and more. Some key details include:
- Dr. Nair has over 47 years of experience in biochemistry, molecular biology, and radiation biology.
- He has a Ph.D. in biochemistry from the University of Bombay and has taught at several universities.
- His research focuses on areas like DNA repair, radiation biology, natural drugs, and nanotechnology applications.
- He has over 200 publications, guided 13 Ph.D. students, and received several awards
International development and Indigenous Australia: Learning from each otherNinti_One
At the Australasian Aid Conference in February 2015, Rod Reeve presented the results of research that asked: ‘Can approaches used in Australia’s Indigenous program and Australia’s foreign aid program benefit each other?’
How European Civil Society Organisations Strive for their Development Effecti...Inka Pibilova
This brief provides a short overview of key global and European initiatives on Civil Society Organisations (CSOs) Development Effectiveness and mentions key challenges. Further, it shows concrete examples of how European CSOs have put the Istanbul Principles into practice since 2011. It serves as one of the inputs for the High Level Meeting in Mexico in April 2014, focusing on progress in development effectiveness since Busan. It will also serve as a basis for subsequent work on CSO development effectiveness in European NGO Confederation for Relief and Development - CONCORD and the CSO Partnership for Development Effectiveness (CPDE).
The document is a submission from the Inter-Council Network (ICN) providing feedback on Foreign Affairs, Trade and Development Canada’s (DFATD) draft Civil Society Partnership Policy. The ICN recommends that the policy explicitly commit to human rights-based principles and recognize civil society as independent development actors. It makes 9 specific recommendations, including to include objectives around funding mechanisms, gender equality, and enabling environments for civil society. The ICN also provides feedback on various sections of the draft policy related to its purpose, definition of civil society, and objectives.
Reading csr implementation guide for businessPramodh Sherla
This document provides a summary of a guide on corporate social responsibility (CSR) implementation for businesses. It was authored by Paul Hohnen and edited by Jason Potts of the International Institute for Sustainable Development (IISD). The guide aims to provide practical guidance for companies operating internationally on CSR. It reviews key issues to consider in CSR, offers options for addressing them, and references many specific CSR tools and standards. The goal is to help businesses navigate the various CSR resources available and design and implement effective CSR strategies and programs.
1. The Jakarta Commitment is Indonesia's response to the Paris Declaration on aid effectiveness and establishes independence in managing foreign aid according to the principles of leadership and ownership.
2. Indonesia has shown mixed progress toward achieving the Millennium Development Goals, with reductions in some health issues but greater intersectoral engagement is still needed.
3. Yakkum, a Christian organization in Indonesia, implements health, gender, and disaster response programs aligned with global principles and through national networks to advocate for sustainable development goals.
Peduli is a Government of Indonesia initiative managed by The Asia Foundation to promote social inclusion. It works with 79 civil society partners across 26 provinces and 84 districts to improve access to services, economic opportunities, and participation in community processes for marginalized groups. This program snapshot examines Peduli's emerging approaches, including positioning inclusion as a local governance issue, adopting systems-based approaches, and establishing coalitions for inclusion. By thinking and working politically through locally led and adaptive solutions, Peduli and its partners have made gains in mobilizing social change for excluded communities in diverse contexts.
Peduli is a Government of Indonesia initiative managed by The Asia Foundation to promote social inclusion. It works with 79 civil society partners across 26 provinces and 84 districts to support marginalized groups' access to public services, economic opportunities, and participation in community processes. This program snapshot examines Peduli's emerging approaches, including positioning inclusion as a local governance issue, adopting systems-based approaches, and establishing coalitions for inclusion among marginalized groups, local leaders, volunteers, and ascending levels of government. By thinking and working politically through locally-led and adaptive solutions, Peduli and its partners have made gains in mobilizing social change and improving outcomes for marginalized communities in diverse contexts.
Experiences in addressing population and reproductive health challenges intr...Christina Parmionova
This document provides background information on Partners in Population and Development's (PPD) process of identifying and documenting innovative practices in population and reproductive health from PPD member countries. PPD worked with countries to select 10 case studies showcasing successful approaches. The case studies cover a diverse range of countries and practices, including improving access to family planning, components of reproductive health, gender empowerment, and training programs. They provide lessons learned that could help other developing countries address population challenges.
This document provides background information on poverty reduction strategies and the ILO's role in advocating for decent work policies within those strategies. It discusses how the UN adopted the Millennium Development Goals to reduce poverty and how the ILO identifies decent work as crucial to development. The ILO works to influence stakeholders and development partners to reflect decent work priorities in national policies and budgets, though it does not directly control funding. This guidebook aims to build ILO capacity for advocacy during poverty reduction strategy negotiations.
This document provides guidance on planning community projects. It discusses the importance of integrating gender considerations and environmental impacts into all stages of project planning and implementation.
The key stages of the project planning cycle are described as: 1) Collecting baseline data through a situational analysis and needs assessment; 2) Designing the project plan through goal-setting, feasibility analysis and activity planning; 3) Implementation, including monitoring; and 4) Evaluation. Effective planning relies on understanding the local community context through baseline data collection before identifying needs and designing project activities. Gender-sensitive and environmentally-sound approaches are emphasized.
Isaean 2012 cbo training module on networking and advocacyclac.cab
This document provides an introduction and overview of a training module on networking and advocacy for local community-based organizations (CBOs) developed by ISEAN (Insular Southeast Asia Network) and its partner Hivos Foundation. The module was created to build the capacity of CBOs in Indonesia, Malaysia, Philippines, and Timor-Leste to conduct effective advocacy and networking activities. It acknowledges existing advocacy resources but was tailored specifically for CBO contexts in Southeast Asia. The training module covers topics such as defining advocacy, the purpose and benefits of advocacy, developing advocacy strategies and action plans, and building and sustaining networks. It aims to empower local communities and improve policies, services, and environments affecting those living with and impacted
This document provides guidance on planning projects, with a focus on the project planning cycle. It discusses the importance of integrating gender considerations, environmental impacts, and sustainability into project planning.
The project planning cycle consists of five phases: 1) Collecting baseline data through a situational analysis and needs assessment; 2) Designing the project through developing goals, objectives and a feasibility study; 3) Implementation, including monitoring; 4) Evaluation.
When collecting baseline data, it is important to understand the local context, problems, and available resources. A gender-sensitive needs assessment is also key. The design phase establishes goals, objectives and an action plan based on the baseline study. Implementation involves carrying out activities while monitoring progress.
This document provides guidance on planning projects, with a focus on the project planning cycle. It discusses integrating gender considerations, environmental impacts, and sustainability into project planning. The key phases of the project planning cycle are outlined as:
1. Collecting baseline data through a situational analysis and needs assessment.
2. The design phase, which involves developing goals and objectives, a feasibility study, and activity planning.
3. Implementation, including monitoring progress.
4. Evaluation.
Gender-sensitive planning is emphasized, including collecting gender-disaggregated data and ensuring projects meet the different needs of women and men. Environmental screening from a gender perspective is also recommended. The document provides details on each phase of
DRAFT ECD CoP Principles of Engagement documentkaleylemottee
The South African Early Childhood Development Community of Practice (ECD CoP) is a national coalition of stakeholders invested in supporting the healthy development and education of young children from birth to age 9. The ECD CoP represents a diversity of perspectives from organizations that work with children, families, educators, government, and funders. While individual members may disagree on some issues, the shared goal of the ECD CoP is to advocate for children's rights and access to quality early learning opportunities. The documents discuss establishing principles and processes to guide collaboration between members and determine when the ECD CoP can provide a unified voice on policy issues affecting young children in South Africa.
Benchmarks for an effective and accountable australian aid program january2014Dr Lendy Spires
The document discusses proposed benchmarks for an effective and accountable Australian aid program. It recommends 8 benchmarks: 1) Aid is guided by a comprehensive policy statement. 2) Aid is targeted at inclusive growth for the poorest populations. 3) Aid promotes peace, security and governance. 4) Aid ensures environmental sustainability. 5) Aid delivers effective partnerships. 6) Aid supports civil society and people-to-people links. 7) Aid has predictability, transparency and accountability. 8) Aid utilizes expertise, evidence and innovation. The document argues that benchmarks should reflect best practices and internationally agreed standards to create a high quality, results-oriented aid program.
Draft ECD CoP "Principles of Engagement" document- 29 May 2014kaleylemottee
The ECD CoP is a national coalition of ECD stakeholders committed to giving every young child the best start in life. It represents a diversity of voices from parents, service providers, government officials, NGOs and others. The ECD CoP focuses on building cohesion among civil society groups to spread successful ECD practices and support the government's ECD goals. It welcomes all stakeholders and seeks to complement, not duplicate, government efforts through knowledge sharing to advocate for children's rights.
The document proposes a Community Food Centre for the Fitzroy area of Melbourne, Australia. It would address ongoing issues of food insecurity and health challenges faced by local residents, particularly in the Atherton Gardens public housing estate. A Community Food Centre would improve access to healthy affordable food, increase community connections, provide skills development opportunities, and play a role in the social and economic regeneration of the area. The proposed Centre would incorporate a kitchen, garden, and host a variety of programs and activities centered around food.
Commonwealth foundation civil society engagement strategy 0Dr Lendy Spires
This document provides the Civil Society Engagement Strategy for the Commonwealth Foundation from 2013-2016. It outlines the rationale for developing the strategy, which is to provide a framework for empowering and engaging civil society to achieve more effective, responsive and accountable governance in the Commonwealth with civil society participation.
The strategy identifies three core areas of constructive engagement: 1) capacity development to strengthen civil society, 2) enhancing platforms and spaces for engagement, and 3) sharing good practices and knowledge management. It also discusses aligning with international principles of development cooperation and outlines objectives to guide implementation of initiatives enhancing collaboration between civil society and governance institutions.
- Assists senior trainers in preparation and facilitation of training sessions
- Facilitates parts of training sessions independently under supervision of senior trainers
- Supports logistical organization of training
- Participates in evaluation process
SENIOR TRAINER is a person who:
1. Has at least 5 years of experience in the field of non-formal education and youth work;
2. Has experience as a trainer in at least 5 international trainings, out of which at least 3 have been
labelled Alliance educational events;
3. Has experience as a leader in intercultural activities such as workcamps, youth exchange or similar
activities;
4. Has ability to design, prepare, run
Final-A-Gender-Analysis-of-Livelihood-Interventions-with-the-Extreme-Poor-in-...Marie Sophie Pettersson
The document provides a gendered analysis of livelihood interventions for extreme poor households in Bangladesh. It finds that:
1) Initial program design did not include adequate gender analysis, resulting in interventions that did not fully consider women's empowerment or constraints faced by female-headed households.
2) Data shows female-headed households performed worse in graduating from extreme poverty and were less likely to benefit from income-generating activities than male-headed households.
3) Successful interventions require moving beyond simply targeting women, and must address underlying gender inequalities, empower women in decision-making, and involve both men and women in transforming social norms.
Similar to Practice Note for Effective Development Practice with Aboriginal and Torres Strait Islander Communities FINAL (20)
Practice Note for Effective Development Practice with Aboriginal and Torres Strait Islander Communities FINAL
1. 1
Effective Development Practice with
Aboriginal and Torres Strait Islander Communities
February 2014
Prepared by ACFID’s Aboriginal and Torres Strait Islander Program Working Group1
Background and Purpose of the Practice Note
This Practice Note aims to set out good practice principles for international non-government organisations
(INGOs) and other interested parties engaging in development initiatives in Aboriginal and Torres Strait
Islander (A&TSI)2
communities throughout Australia3
.
An initial Practice Note was developed by ACFID’s Aboriginal and Torres Strait Islander Program Working
Group (Working Group) in 2011, based primarily on the knowledge, experiences and learnings to date of
INGOs working with A&TSI communities.
This revised Practice Note4
further builds on the knowledge, experience, and learnings5
of a range of INGOs,
as well as A&TSI Australians and A&TSI organisations currently working in Indigenous development in
Australia and on relevant and recent literature6
. It aligns with the principles for effective development
practice set out under the ACFID Code of Conduct7
and with the United Nations Declaration on the Rights of
Indigenous Peoples8
. Implementation of the Practice Note is supported by a companion document through
the provision of case studies, tools and resources. It should be considered as a set of principles, rather than
detailed operational guidelines, although it includes examples of how such principles could be put into
practice.
Introduction
The Practice Note recognises that A&TSI people and organisations have considerable ownership of, and
operating experience in, Indigenous development. Many A&TSI organisations have long ascribed to
community development principles and approaches in their work9
. In response to feedback received
regarding the original Practice Note, input has been sought from a range of A&TSI organisations and leaders
including INGO partner organisations, to incorporate this experience. The revised document also includes
1
The Working Group was established in 2007 to build a community of practice amongst ACFID members that also work with A&TSI
organisations and communities.
2
Throughout this Practice Note, wherever possible, the term Aboriginal and Torres Strait Islander or A&TSI is used rather than
‘Indigenous’. Where Indigenous is used it refers to Aboriginal and Torres Strait Islander Australians.
3
It is recognised that every community is different, and there is no set formula when engaging in development initiatives within
A&TSI Australia. However, this Practice Note seeks to distil a common set of principles to guide development practitioners and
other interested parties.
4
The Practice Note acknowledges that different States and Territories operate under very different legislative and cultural
frameworks all of which potentially have major impact on Indigenous Development.
5
This includes learnings from both successes and failures, as it is acknowledged that not all work in A&TSI Australia has been
effective.
6
The Practice Note does not propose to represent the opinions of all A&TSI organisations. Rather it is intended to reflect the views
of the A&TSI people who provided input into the revision of this Practice Note.
7
The ACFID Code of Conduct is a voluntary, self-regulatory sector code of good development practice that aims to improve
international development outcomes. It includes program principles, such as obligations for effectiveness in aid and development
activities, human rights, and working with partner agencies. http://www.acfid.asn.au/code-of-conduct/files/code-of-conduct
8
The United Nations Declaration on the Rights of Indigenous Peoples:
http://www.un.org/esa/socdev/unpfii/documents/DRIPS_en.pdf
9
Refer for example ‘Principles for a partnership-centred approach for NGOs working with Aboriginal organisations and
communities in the Northern Territory ‘at http://apont.org.au/attachments/article/72/210313%20-
%20Principles%20for%20NGOs%20-%20Final.pdf
2. 2
evidence from recent development literature and INGO project evaluations10
, and seeks to guide the
practice of INGOs as they partner with A&TSI organisations to support and strengthen development efforts
in A&TSI communities. The Practice Note recognises that Indigenous development practice needs to occur
in a culturally secure and competent manner and as effectively and sustainably as possible. INGOs are most
effective when they work in genuine partnership with local organisations, when they support rather than
displace A&TSI organisational capacity and control, and when they commit to building capacity where
appropriate.
What is Indigenous development?
It is acknowledged that the concept of Indigenous development may be interpreted and understood in
different ways depending on who is defining the term, as well as the context in which the practice is
operating. However, there are some key terms and approaches that are generally agreed as being
fundamental to Indigenous development practice.
For the purpose of this Practice Note, Indigenous development is understood as a process where A&TSI
communities and organisations have control of development activities through active participation and
decision making throughout all stages of a project. It is recognised that A&TSI communities and
organisations have the solutions and the right to make decisions and that they might just need resources to
deliver. It is further understood that Indigenous development practice must be appropriate to the cultural
context and to the needs of A&TSI people. And finally it is recognised that Indigenous development is not a
‘one size fits all’ approach.
Learnings between the international development sector and Indigenous development in
Australia
Some key players have sought to learn from, and adapt, international development approaches to
Indigenous development practice
11
. Of course, these learnings can be reciprocal with lessons from
Indigenous development offering useful advice to international development practice.
While the international development experience can offer some constructive lessons for the Australian
context, and various aspects can potentially be adapted domestically, the Practice Note understands that
not all development contexts are the same and Indigenous contexts in Australia are unique in a number of
ways including12
:
1. The entire colonial experience of Indigenous and non-Indigenous relations, whereby ‘outsiders’
working in communities have been involved as both regulators/enforcers and as
facilitators/development workers;
2. The sheer gap between A&TSI and non-Indigenous worldviews, and the resulting marginalisation of
Indigenous peoples into a ‘fourth world’ context13
;
3. The history of dispossession and settler dominance has in many communities, reduced motivation,
confidence and a sense of control of A&TSI lives;14
10
Eight project evaluations of INGOs work with A&TSI partners in Australia were analysed to determine the common elements of
successful Indigenous Development practice.
11
Hunt, J. 2010. Partnerships for Indigenous Development: International Development NGOs, Aboriginal Organisations and
Communities. Working Paper No. 71/2010. Canberra: Centre for Aboriginal Economic Policy Research, Australian National
University. http://caepr.anu.edu.au/Publications/WP/2010WP71.php and CGRIS (Coordinator General for Remote Indigenous
Services). 2011. Six Monthly Report: April 2011 – September 2011. Canberra: Australian Government, Office of the Coordinator
General of Remote Indigenous Services.
12
It is acknowledged that there may be other unique differences that are not commented on here. These are some of the key
issues mentioned by stakeholders and addressed in the literature.
13
Fourth World refers to the world of Indigenous peoples who have been colonised and find themselves living within nation states.
14
Campbell, D. and Hunt, J. 2012. Achieving broad benefit from Indigenous land use agreements: Community development in
central Australia. Community Development Journal and
http://www.clc.org.au/files/pdf/The_CLCs_Community_Development_framework.pdf
3. 3
4. The heterogeneous nature of most A&TSI communities which involves complex and often conflicting
social and power dynamics and internal relationships. This can make it difficult to agree on common
goals and to gain community-wide participation in a project15
. Leaders in A&TSI communities are often
overcommitted and can be constantly in demand by various organisations;
5. The number of government departments, Indigenous organisations and private service providers
involved in servicing Indigenous communities leaves the institutional landscape very crowded;
6. Many institutions take a welfare, as opposed to a development approach, considering community
members as beneficiaries or consumers, rather than as partners in development; and
7. Particular governance and decision-making processes that A&TSI communities utilise which can vary
from community to community and require an INGO to fully understand and appreciate.
It is recognised that a genuine partnership between an A&TSI organisation and an INGO can bring mutual
benefits. For example, A&TSI organisations can support INGOs to improve their cultural competency while
INGOs may be able to support the capacity of A&TSI organisations in areas such as monitoring and
evaluation and organisational governance16
.
“If applied with respect, in line with what the community wants and with cultural competence, then the
international experience can provide a lot of guidance.”17
INGOs can support Indigenous development by bringing an evidence-based approach to development,
based on findings from project evaluations of work undertaken in A&TSI communities18
and productive
partnerships with community participants and stakeholders, within a quality programming framework.
Within this context, INGOs recognise the experience and expertise of A&TSI people and organisations.
Principles of Indigenous development practice19
The following key principles are brought together based on experiences and learnings of INGOs working in
Indigenous development in Australia, from interviews with representatives from a range of A&TSI
organisations around Australia, development literature, and from a limited number of INGO evaluations.
They are written in line with the ACFID Code of Conduct and the UN Declaration on the Rights of Indigenous
Peoples (UNDRIP).
1. Partnerships and productive relationships
Develop quality partnerships based on trust, respect, honesty, equality and mutuality
This principle links to the ACFID Code of Conduct program principle of “relationships with partners” (B.2).
Successful Indigenous development practice is built on quality partnerships which, by nature, take time to
develop. Positive, trusting and transparent personal relationships form the basis of such partnerships.
Quality partnerships support joint development of program goals and of practice methodologies backed up
by a genuine collaborative approach. Further, genuine partnerships seek to strengthen, rather than
displace, A&TSI organisational capacity and control, recognise existing local capacity, and involve a
commitment to working together to redress power inequalities. A mutually agreed exit strategy is
important in the development of equal relationships.
15
Campbell and Hunt, 2012.
16
Mick Gooda, 2013. Aboriginal and Torres Strait Islander Social Justice Commissioner Social Justice Report
http://www.google.com.au/url?sa=t&rct=j&q=&esrc=s&source=web&cd=2&ved=0CDAQFjAB&url=http%3A%2F%2Fwww.huma
nrights.gov.au%2Fsites%2Fdefault%2Ffiles%2Fdocument%2Fpublication%2Fsocial_justice_native_title_report_2013.doc&ei=v6_t
UsjyL86WkwXE6YHYCg&usg=AFQjCNEFj21fb8ni5LX-c92REqqZdztuvA
17
Mick Gooda, Aboriginal and Torres Strait Islander Social Justice Commissioner
18
Most INGOs ensure that their work with A&TSI communities and organisations is undertaken either mid-away and/or at the
conclusion of a project.
19
The Practice Note acknowledges that INGOs, despite all of their good intentions and potential cultural competency, are outsiders,
as are non-Indigenous people who work for A&TSI organisations. This makes the development of trust and of fully understanding
community dynamics, as vitally important.
4. 4
Although capacity building is critical to effective partnering, Indigenous development practice also includes
a two-way learning process between both parties to share learnings and expertise in order to build a body
of knowledge regarding what constitutes effective Indigenous development practice. This can also include
the dissemination of results and learnings to community and other stakeholders, and the broader NGO
community. Transparency of a partnership where respective partner’s roles are clearly outlined is also an
important aspect of partnerships.
Ideas from experience for putting this into practice:
Take time to establish a meaningful, long-term relationship and stay when you visit and ‘yarn’.
Don't fly in and fly out. Provide a level of security in the partnership.
Show a willingness to support development practices that A&TSI organisations have developed.
Where possible, partner with local organisations that have identified a need in the community, that
are working towards responding to that, and are having some degree of success.
Train and support local people in community development and other relevant skills to ensure that
project sustainability.
Inequalities can be ameliorated if an INGO is prepared to listen to, and understand, a local
organisation’s perspective, if there is the space and time for mutual learning, and a desire to
progress together towards mutually agreed goals.
Develop a mutually agreed exit strategy.
2. Participation
Ensure community participation throughout all stages of a project
This principle links to the ACFID Code of Conduct program principle of “accountability to primary
stakeholders” (B.1.1).
Local participation through all stages20
of a project is required for effective Indigenous development.
Complete participation acknowledges the importance of self-determination and supports the process of
empowerment. A commitment to self-determination actively puts the community in control of the
development initiative thus increasing a sense of project ownership. It supports local identification of
needs, priorities and accountabilities, sustains engagement, ensures a program that is culturally sensitive
and utilises and enhances local governance structures for decision-making.
Space and time for community decision-making is important for genuine participation and appropriate
support and resources can encourage effective development. Community participation and ownership will
succeed best when a development agenda is determined by the community. Effective Indigenous
development will ensure that a community has consented to a project before proceeding and will provide
the space for community participants to withdraw from the process at any time.
Ideas from experience for putting this into practice:
Start small, build trust and ensure shared identity and values.
Listen and talk to a wide range of community members. Listen and hear.
Enable people to determine their own solutions – no pre-set agenda.
Ask advice before entering a community, find a cultural navigator in order to identify and speak
with the right people. Maintain high visibility in the community.
Communicate through graphic illustrations and other mechanisms to ensure information is readily
accessible.
20
This includes supporting community control in all aspects of the project from needs identification, early decisions and project
design and implementation to development of data collection tools and analysis and interpretation of evaluation findings.
5. 5
3. Cultural Competency21
Develop a proficient level of cultural competency amongst practitioners and their organisations
Effective Indigenous development practice requires a proficient level of cultural competency. Put simply,
cultural competency can refer to the ability to apply a sound level of knowledge, understanding, sensitivity
and appreciation of culture in a practical and appropriate manner22
.
Cultural competency extends beyond individual awareness of cultural differences to incorporate systems-
level change. It is important for cultural competency to be developed over time through a process that
works to build the capacity of the entire organisation, and in partnership with A&TSI communities23
.
Ideas from experience for putting this into practice:
Build teams involving A&TSI staff.
Be willing to provide non-Indigenous staff and INGOs with cultural awareness and cultural
competency training and make organisational changes where appropriate.
Understand that there are different worldviews and ways of operating and that these might vary
from community to community.
4. Place-based
Thoroughly understand the local context and history
This principle links to the ACFID Code of Conduct program principle of “quality approach” (B.1.2).
Effective Indigenous development requires a deep understanding of and respect for – and the cultural
competency to respond to – A&TSI cultural knowledge, history, lived experience, contemporary social
dynamics and the diversity of A&TSI. Community aspirations and development processes will differ in
keeping with the diversity of A&TSI people, who have different languages, cultures and perspectives.
Communities also have different histories, in terms of both their internal community dynamics and external
interaction with non-Indigenous peoples. Indigenous development practice recognises the diversity of
individuals and groups within each community, and understands that individuals have different aspirations
for themselves, their family, and their communities. Due to the diversity of A&TSI communities across
Australia, it is not always possible to generalise the successes and failings from one location to another.
Ideas from experience for putting this into practice:
Identify and work with community brokers.
Spend time learning about and understanding the history, lived experience, contemporary social
dynamics and the diversity of A&TSI communities.
Spend time getting to know local people and understand the complexities of community decision-
making.
5. Long-term engagement
Commit for the long-term
Development situations are usually complex and often require engagement that goes beyond short-term
project and program cycles. Effective projects generally run for at least three years, and often, for six years
21
A number of cultural competency framework documents exist to guide mainstream service providers in working with A&TSI
peoples. The leading competency framework documents include: The VACCA Aboriginal Cultural Competence Framework
developed for the Victorian Department of Human Services; The SNAICC Working and Walking Together resource and the VACCA
Building Respectful Partnerships resource (Burton, 2012).
22
Queensland Council of Social Service VOICE, ‘Developing a Culturally Competent Organisation’, Queensland Council of Social
Service at http://www.communitydoor.org.au/documents/VOICE/pplusingservice/topicguide/DevelCulturallyCompetentOrg.rtf
(viewed 20 January, 2014)
23
Social Justice Report, Chapter 4: Cultural safety and security: Tools to address lateral violence at
http://www.humanrights.gov.au/publications/chapter-4-cultural-safety-and-security-tools-address-lateral-violence-social-
justice#Heading428 (viewed at 1 February 2014)
6. 6
or more. This permits the necessary stability for trusted relationships to develop with local leaders. It also
allows time to support the capacity development of local staff and organisations and provides for any
changes that need to be made, which can lead to sustainable solutions. Long-term engagement can be
exacerbated in Indigenous development, due to changes in government policies and programs, the
constant influx of government workers arriving in communities, and the turnover of both government and
INGO staff. Decreases in INGO funding capacity can also impact on a previously agreed long-term
commitment.
Ideas from experience for putting this into practice:
Ensure a time frame that will provide adequate training and support and hence sustainability.
Develop long-term relationships that ensure some security in the partnership.
Work alongside the community to establish mutually agreed structures of support for the long-
term – i.e. beyond the five year time-frame.
Be clear about length of commitment as early as possible and communicate this effectively.
6. Do no harm
Ensure an intervention that does no harm and builds capacity
Indigenous development practice is most effective when an INGO ensures that they have the capacity to
deliver effective and sustainable outcomes and is aware of the impact that their presence will have on the
community.
Effective Indigenous development practice needs to be strategic, measured and committed as to what it
seeks to achieve to ensure it does not leave people feeling more disempowered than before the process
began. Ideally, an INGO will work with existing organisations and the community to determine how it can
add value. Where mutually agreed, this may require the INGO to support the community to develop new
skills and thus increase capacity. Projects that include a high level of skills transfer leave the community
with a self-determining resource and, as such, are more likely to be sustainable and successful.
Ideas from experience for putting this into practice:
Ask 'what good are we going to do?' ‘How can we do no harm and add value?’
Establish regular partner and community feedback mechanisms.
7. Flexibility
Support project and funding flexibility and longevity of funding
Indigenous development practice requires a healthy degree of project and funding flexibility to enable
community driven responses and to adapt to new learnings as well as to social and political changes.
Community and other partners need to be adequately resourced and supported to make their own
decisions about the direction of the project. The Practice Note acknowledges that INGOs may be part of the
unexpected changes especially where they experience high staff turn-over, changes in organisational
direction or loss of funding capacity.
Inbuilt adaptability in project design and openness to innovation is important as the answers to issues
facing A&TSI communities are not always clear at the beginning of a project. Indigenous development
recognises that the process, in reality, is more organic and incremental than linear and predictable.
The development process works towards assisting organisations to develop more own-sourced income. The
flexibility and longevity of INGO funding and operations can be usefully applied here, as too can community
own-sourced income such as mining royalties.
Ideas from experience for putting this into practice:
Use a design approach that allows for unexpected changes or learnings. The log-frame approach
may not always suit the Indigenous development context.
7. 7
8. Strength-based
Build on community strengths and assets
This principle links to the ACFID Code of Conduct program principle of “accountability to primary
stakeholders” (B.1.1).
Indigenous development practice is most effective when it focuses on the natural and social/capital
strengths and assets found in many A&TSI communities rather than on weaknesses and deficits. This
includes recognising and building on the assets, capacity and cultural strengths of existing local
organisations and of community decision-making processes and governance structures. Strengths and
assets which develop leadership in the next generation can be an effective strategy.
Ideas from experience for putting this into practice:
Work with what is already successful.
Determine what is in the community rather than trying to force an agenda.
9. Rights-based approach
Ensure that Indigenous development activities are consistent with respecting and protecting the UN
Declaration on the Rights of Indigenous Peoples
This principle links to the ACFID Code of Conduct program principle of “human rights” (B.3.).
As described in the ACFID Practice Note ‘Human Rights-Based Approaches to Development’24
, Indigenous
development practice draws attention to the discrimination, exclusion and web-like causality of
disadvantage as underpinning obstacles to development. Indigenous development operates within the
framework of the ‘United Nations Declaration on the Rights of Indigenous Peoples’. Article 29 sets out that
Indigenous people have the right to determine priorities and strategies for their own development.25
Effective development practice works towards the realisation of human rights, including capacity building
for both ‘duty bearers’ to meet their legal obligations and ‘rights holders’ to claim their rights.26
Ideas from experience for putting this into practice:
Have an awareness of, and support, human rights when working with A&TSI communities.
Commit to the UN Declaration on the Rights of Indigenous Peoples.
10. Cross-cutting issues
Commit to addressing cross-cutting issues (gender, disability, child protection, and environment)
This principle links to the ACFID Code of Conduct program principles of “addressing gender” (B.1.4), “rights
of vulnerable and marginalised people” (B.3.2), “working with people with a disability” (B.3.3),
“environmental sustainability” (B.1.6) and “protection of children” (B.3.4).
Good practice in Indigenous development reflects an understanding of different male and female roles
within communities and works to bring about greater equality of opportunity across genders. It seeks to
bring high quality gender practices to the unique cultural, historical and development context of Aboriginal
and Torres Strait Islander settings, where the roles of men and women are culturally derived, complex and
rapidly changing. Programs are implemented with an informed understanding of their impact on the
environment, and how natural and cultural values of ‘country’ are inseparably intertwined and central to
Aboriginal and Torres Strait Islander lives and identity. Indigenous development positively supports and
includes people with a disability, and takes special measures to uphold the rights of children.
24
Available from http://www.acfid.asn.au/resources-publications/publications/practice-notes/human-rights-based-approaches-to-
development
25
Available from http://undesadspd.org/IndigenousPeoples/DeclarationontheRightsofIndigenousPeoples.aspx
26
The ‘active citizenship’ technique is a process whereby community members are equipped to hold service providers accountable
while also reinforcing the important role the community themselves need to play to ensure that services, agencies and
organisations can fulfil their responsibilities.
8. 8
Ideas from experience for putting this into practice:
Work with partner organisations to develop and commit to gender, disability, child protection, and
environment policies where these do not already exist.
Ensure that gender, disability, child protection, and environment form part of all project design and
monitoring plans.
11. Governance Structures
Work with, support and respect existing governance structures
Governance is an important construct in Indigenous development practice. Planning for long-term
sustainability is important from the beginning of a project and requires a sophisticated approach to
engagement across all levels of governance (including family group, local, regional and state/territory), as
the sustainability of local organisations is largely vested in its support networks.27
Respecting and working
with existing community governance structures as opposed to replacing what is there is critical when
building trust and sustainability. Successful and sustainable initiatives rely amongst other things on robust
A&TSI organisations with skilled A&TSI staff undertaking quality intercultural work in the longer-term.
Ideas from experience for putting this into practice:
Support capacity building of relevant governance structures. Ensure there is adequate time and
resources put aside for this purpose.
Develop an awareness and understanding of existing governance structures and work with these.
12. Advocacy and A&TSI Voice
Respect the right of A&TSI people and organisations to advocate on their own behalf
This principle links to the ACFID Code of Conduct program principle of “speaking from evidence” (B.4.1).
Advocacy in Indigenous development practice works to bring the unique A&TSI voice and contribution to
the broader community including through campaigns, media and/or by engaging constructively at the
policy and legislative level. This can best be achieved when A&TSI organisations advocate on their own
behalf, an approach that can support empowerment and ensure the ongoing voice of A&TSI people. Where
required or preferred, and/or as a means of strengthening the message, INGOs and A&TSI organisations
will collaborate to advocate on particular issues of relevance to A&TSI people. This is particularly applicable
to those INGOs which have the resources and networks to reach the Australian public at large and
government representatives.
Ideas from experience for putting this into practice:
Resource and support capacity development in advocacy where required.
13. Intellectual property
Respect, preserve and acknowledge the intellectual and cultural property rights of Aboriginal and Torres
Strait Islander people
This principle links to the ACFID Code of Conduct program principle of “portrayal of local people” (C.1.3).
Indigenous development practice respects, preserves and acknowledges the intellectual and cultural
property rights of Aboriginal and Torres Strait Islander people, including the unique voice and contribution
that people bring to projects. Indigenous cultural and intellectual property rights are part of the heritage
that exists in the cultural practices, resources and knowledge systems of Indigenous peoples. Indigenous
27
Hunt, J., D. Smith, S. Garling and W. Sanders. 2008. Contested Governance: Culture, Power and Institutions in Indigenous
Australia. Canberra, CAEPR Research Monograph No.29: ANU E Press; Martin, D. 2003. Rethinking the Design of Indigenous
Organisations: The Need for Strategic Engagement. Discussion Paper 248/2003. Canberra: Centre for Aboriginal Economic Policy
Research, Australian National University; Sanders, W. 2004. Thinking about Indigenous Community Governance. Discussion Paper
No. 262. Canberra: Centre for Aboriginal Economic Policy Research.
9. 9
development recognises that intellectual property is not static and extends to things that may be created
based on that heritage. Detailed protocols are required for the taking and reproduction of images as well as
the recording of stories and knowledge.
Ideas from experience for putting this into practice:
Understand and commit to the protocols required for taking and reproducing images, stories and
knowledge.
Where required, develop a culturally appropriate method for receiving written or verbal agreement
to take and reproduce images, stories and knowledge.
Further work
This is a living document and comments are always welcome. ACFID members collaborated to prepare a
companion document to this Practice Note, which sets out case studies of practical implementation of
these principles as well as suggested tools and resources. ACFID members are also facilitating an ongoing
discussion amongst their respective A&TSI partners and other interested players to further refine this
Practice Note, and to continue to strengthen the A&TSI voice as to what constitutes Indigenous
development.
Other sources of advice (in addition to those footnoted)
APONT, 2012. Principles for a Partnership Centred Approach for NGOs Working with Aboriginal
Organisations and Communities in the Northern Territory at
http://apont.org.au/attachments/article/72/210313%20-20Principles%20for%20NGOs%20-%20Final.pdf
(viewed 4 November, 2013)
Australian Government and World Vision, Memorandum of Understanding on Indigenous Development
Effectiveness, 2102-2017 at http://www.dss.gov.au/memorandum-of-understanding-on-indigenous-
development-effectiveness-2012-17 (Viewed 7 October, 2013)
Australian Human Rights Commission, 2011. Social Justice Report 2011. Ch 4. at
http://www.humanrights.gov.au/publications/social-justice-report-2011 (Viewed 20 January, 2014)
Australian Indigenous Doctors Association & The Royal Australasian College of Physicians, 2004. An
Introduction to Cultural Competency. Web. (Viewed 31 January, 2014)
Burchill, M. Higgins, D. Ramsamy, L. and Taylor, S. 2006 Workin’ Together. Indigenous Perspective in
Community Development. Available at: http://www.aifs.gov.au/institute/pubs/fm2006/fm75/mb.pdf
Burton J 2012. Opening doors through partnerships: practical approaches to developing genuine
partnerships that address Aboriginal and Torres Strait Islander community needs. Melbourne: Secretariat of
National Aboriginal and Islander Child Care. (Viewed 15 November, 2013),
http://www.snaicc.org.au/policy-advocacy/dsp-default-
e.cfm?loadref=117&txnid=1246&txnctype=resource&txncstype=document
Campbell, D. and Hunt, J. 2012. Achieving broad benefit from Indigenous land use agreements: Community
development in Central Australia. Community Development Journal and
http://www.clc.org.au/files/pdf/The_CLCs_Community_Development_framework.pdf
Central Land Council 2009. The Central Land Council Community Development Framework. Available at:
http://www.clc.org.au/files/pdf/The_CLCs_Community_Development_framework.pdf
CGRIS 2011 (Coordinator General for Remote Indigenous Services). Six monthly report: September 2010–
March 2011. Canberra: Office of the Coordinator General for Remote Indigenous Services. (Viewed 20
December 2013) at http://www.cgris.gov.au/site/CGRIS_Biannual_Report_March_2011.asp
CGRIS 2012. Six monthly report: April 2012–September 2012. Canberra: Office of the Coordinator General
for Remote Indigenous Services. (Viewed 20 December 2013) at http://www.cgris.gov.au/site/sep-2012.asp
10. 10
CGRIS, 2012. Roundtable on the Role of NGOs in Integrated Service Delivery hosted by the Coordinator
General for Remote Indigenous Services in Adelaide on 27 July 2012. Proposed Draft Guiding Principles. At
http://www.cgris.gov.au/site/ngo-workshop.asp (Viewed 20 December, 2013)
Closing the Gap Clearinghouse (AIHW, AIFS) 2013. Closing the Gap Clearinghouse: annual reports 2011 – 12
and 2012 – 13. Cat. no. IHW 108. Canberra: Australian Institute of Health and Welfare & Melbourne:
Australian Institute of Family Studies.
Corpus, G. and Moran, M. (2013) Adapting Development Practice to Indigenous Contexts, presented at the
fourth ACFID University Network conference
Hutchins, T. and Moran, M. 2010. Not Another Service Provider. Partnering for Sustainability. World Vision
Annual Program Review 2010. Web at
http://www.worldvision.com.au/resources/ReportsResearchPublications/AnnualProgramReview.aspx
(Viewed 20 December, 2013)
Hunt, J. 2005. Capacity Development in the International Development Context: Implications for Indigenous
Australia. Discussion Paper No. 278/2005. Canberra: Centre for Aboriginal Economic Policy Research,
Australian National University.
Hunt, J. 2013. Engaging with Indigenous Australia—exploring the conditions for effective relationships with
Aboriginal and Torres Strait Islander communities. Issues paper No. 5 produced for the Closing the Gap
Clearinghouse, October, available at
http://www.aihw.gov.au/uploadedFiles/ClosingTheGap/Content/Publications/2013/ctgc-ip5.pdf
Hunt, J & Campbell, D 2013, Using a community development approach for Aboriginal development in
Central Australia, Development Bulletin (Canberra), vol. 75, pp. 35-38
Kowal, E. 2010. The Stigma of White Privilege: Australian Anti-Racists and Indigenous Improvement.
Cultural Studies (in press).
Lea, T. 2008. Bureaucrats and Bleeding Hearts: Indigenous Health in Northern Australia. Sydney: UNSW
Press.
Lea, T., E. Kowal and G. Cowlishaw. 2006. Moving Anthropology: Critical Indigenous Studies. Darwin: CDU
Press.
Mahood, K. 2012. Kartiya are like Toyotas from Griffith Review Edition 36: What is Australia For?
Oxfam Australia. 2008. Submission to Northern Territory Emergency Response 12 Month Review: Oxfam
Australia. www.oxfam.org.au/resources/filestore/originals/OAus-NTEmergencyResponse-
0808.pdf?q=oxfam [accessed January 2011].
Pearson, N. 2009. Up From the Mission: Selected Writings. Melbourne: Black Inc.
Queensland Council of Social Service VOICE Developing a Culturally Competent Organisation Queensland
Council of Social Service at
http://www.communitydoor.org.au/documents/VOICE/pplusingservice/topicguide/DevelCulturallyCompet
entOrg.rtf (Viewed 20 January, 2014)
Snijder, M. 2013. Unpublished Master’s thesis Indigenous Community Development in Australia A
systematic literature review Wageningen University – Department of Social Science Health and Society.
Stewart, J. Lohoar S. and Higgins D. 2011. Effective practices for service delivery coordination in Indigenous
communities Resource sheet no. 8 for the Closing the Gap Clearinghouse. Available at:
http://www.aihw.gov.au/uploadedFiles/ClosingTheGap/Content/Publications/2011/ctgc-rs-08.pdf
World Vision Australia. 2009. Annual Evaluation Review: Interim Technical Report:
http://www.worldvision.com.au/learn/ReportsResearchPublications (Viewed 20 December, 2013).