Territory Stories

ALC 15 year strategic plan 2012-2027

Details:

Title

ALC 15 year strategic plan 2012-2027

Creator

Anindilyakwa Land Council

Collection

Anindilyakwa Land Council annual report; Anindilyakwa Land Council strategic plan; Reports; PublicationNT

Date

2012

Notes

Made available via the Publications (Legal Deposit) Act 2004 (NT).

Language

English

Subject

Anindilyakwa Land Council (N.T.) -- Periodicals; Aboriginal Australians -- Northern Territory -- Groote Eylandt -- Periodicals

Publisher name

Anindilyakwa Land Council

Place of publication

Alyangula

Volume

2012-2027

Copyright owner

Anindilyakwa Land Council

Parent handle

https://hdl.handle.net/10070/254602

Citation address

https://hdl.handle.net/10070/529654

Page content

ALC 15 year Strategic Plan 8. Goal D: Strengthen Community Capacity 110 ACTIONS: 135. Increase initiatives that encourage clan groups invest rent/royalties income in enterprise. APPLY FOR INCREASED AUSTRALIAN GOVERNMENT ABA 64-1 FUNDING The ALC in 2012/13 has a total operational budget of $6.5 million. Currently only $1.47 million of this comes from the Commonwealth Governments ABA 64-1 Funding. The ALC intends to apply for an increase in the transition period between 2013 and when a fully functioning regional authority is set up to take over some of the non-core functions in which the ALC is currently engaged. ACTIONS: 136. Apply for increased ABA 64-1 funding for the operational budget. IMPLEMENT THE ALCS 5-YEAR GOVERNANCE DEVELOPMENT PLAN In late 2010, the ALC and GEBIE commissioned a consultation process with elected ALC Board members, GEBIE directors and staff from both organisations to assess the governance needs of both organisations. This project came after a period of time where both organisations had grown substantially to take on more responsibilities as a result of major agreements and partnerships that generated a lot of work for both organisations. The administrative systems, organisational structures and resourcing had not kept up with the changes in workload. In the rapidly changing environment, the elected leaders, management and staff of both organisations understand that they must be better informed about their governing responsibilities and accountabilities if they are to remain effective in undertaking their core and expanding activities. A Governance Development Plan was developed for both organisations to undertake a range of activities over a five-year period. The Governance Development Plan recommends a range of actions to improve governance including defining organisation staffing needs and establishing an appropriate organisational structure to meet demands, strategic planning, policy and procedure development, training in governance principles, succession planning, and, capacity and professional development for ALC Board members, GEBIE directors and staff. To manage the execution of the Governance Development Plan, the ALC has secured funding for a Governance Development Officer. The governance development planning process and the appointment of a Governance Development Officer for ALC and GEBIE, brought about many other requests external from these two organisations for governance development training, for resources to provide development, and for capacity to be built in this area. Committees, boards and


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