You are to engage in collaborative online weekly discussions. In your discussion you will use the weekly course content (Lecture/Reading/Viewing task) to guide you.
Lecture Note Attach
Reading:
https://www.indigenousjustice.gov.au/wp-content/uploads/mp/files/publications/files/brief001.pdf
Lawrence, R. (2007) Research on strong Indigenous communities, Indigenous Justice Clearinghouse, Brief 1, Sydney, NSW, Attorney General's Office of NSW.
Viewing:
Safe and strong community.
https://www.youtube.com/watch?v=Tdl1dSTlEBE
3.10
ABOR1330 Traditonal Aboriginal Society 1 ABOR3024 Aboriginal Community development and Advocacy Lecture 8 Change management and strategic planning Dr Michael Donovan 2 Where are we going? Strategic planning and models Aboriginal corporate governance Change management Resistance to change Aim, Target Group and Location (Where) E.g. Establish a playgroup for Aboriginal women & children living in a refuge / Develop an Elder bus service / Bush and wilderness rejuvenation program / Trauma counselling service for Stolen Generations / Aboriginal youth mentoring group etc E.g. Children or Adults or Community and Where (Why) Analysis and justification of the community development project – aim and objective Background information about issue supported by literature & references E.g. Literature review and demographic profile of the community and discuss the reasons for the project (What) Strategies to achieve the outcome Outline each strategy Describe different types of advocacy E.g. Conduct community consultations / bbq Focus groups / public meetings / Needs assessment / Surveys via survey monkey, including a brief overview of each methodology supported by literature System advocacy, cause advocacy, community advocacy or internal systems advocacy supported by literature (How) Tasks Identify the specific components of each task E.g. Writing Govt & NGO funding submission Petitions to agencies Media coverage & write media releases Lobbying politicians Skills audit of community using ABCD model (When) Identify a time frame for each strategy and /solution that needs to be developed E.g. 2 weeks 1 month 6 months (Who) Nominate the individual person / organisation responsible for each task E.g. Community Development Officer NSW DAA, Local member, Radio station, Aboriginal workers etc (Evaluation) Identify how tasks will be measured and monitored E.g. Statistics of community participation Written reports Meetings Steering committee reviews Strategic plan goals Strategic planning for community development practitioners is the process through which community development interventions produce necessary change to achieve development goals We must also ensure that human rights principles and standards are consistently being respected throughout each phase & at all levels 4 Human Rights principles Non-discrimination Participation / Local ownership Capacity building Capacity development and accountability are essential characteristics of a high-quality planning process 5 Strategic plan & HR principles Be free, active, meaningful and ensure inclusive participation Offer opportunities for participation in all development phases Offer access to relevant information Be based on democratic principles Do not disempower existing democratic or traditional structures Be active, independent & with capacities to build Represent the voice of marginalised & excluded groups Ensure control over decision making process 6 What is a strategic plan? They are the expected outcomes of planned activities and the implementation of specific tasks They are the monitoring systems that are practical and simple to use They develop measurable short & long term goals They are a logical sequence of events within timeframes An executable action plan on an ongoing basis with the flexibility to make adjustments Plus a regular schedule of self assessment and review processes 7 Why have a strategic plan? It is a way to define, test and reach agreement on the key elements of an advocacy and community development activity It allows access to collective knowledge of the disempowered group 8 Considerations when designing WHO Are you trying to convince? the audience WHAT Are you trying to convince them of? goals HOW Are you going to convince them? tasks & modes of delivery 9 What elements are needed? Aims/ Goals/ Vision Target audiences Consultation process Modes of delivery Tasks/ Tactics/ Materials/ Resources Outcome measures Evaluation processes 10 (Why) (What) (When) (Who)(How) Example of a plan Project description. Vision statement. Analysis and justification of the issue. Provide background information about issue supported by literature & references. Proposed strategies & solutions to achieve the outcome. Identify each strategy / solution. Rationale type of advocacy (e.g. cause) & CD model (e.g. ABCD) – provide definitions. Activities and tasks to be implemented. List and describe the specific components of each activity and task Outline a time frame for each strategy and /solution. Timelines need to be achievable. Ways to monitor & evaluate. Nominate the individual person, agency or community responsible for each task and link to the task. Strategic plan and change Why is there a need for change? Review the status quo and examine if everyone is equitable Plans are designed to make a difference or alter something Present a different position or direction Make a shift from one place to another or better position Modify to support desires or needs 12 Some basic premises for change The change ‘trigger’ is often beyond the control of the people who experience it The central focus of managing change must be on the people experiencing the change Actions, behaviours and communication are all keys to successful change Foundations for effective informed engagement comes from consultation from the disempowered 13 Change can be positive or negative Getting married Having a child Diet Moving house Loss of a loved one studying Buying a car Losing a job Divorce Child leaving home holidays 14 Self reflection Think of a time when you experienced great change in your life either personally or professionally It may be positive or negative What impact did this change have on your life? What assisted you through it? 15 Change Management 16 Change Management The task of managing change in an area of professional practice A body of knowledge (consisting of models, methods, techniques, and other tools) A control mechanism (consisting of requirements, standards, processes and procedures). 17 What is change management? Change management relates to the people's experience and the organisational processes It is 'the coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organisation'. 18 What we know about change Change will not stop - it will only go faster No matter how well planned, it will not be trouble free Each of us is accountable to making change acceptable Many people initially resist rapid, complex change Complex change is typically accepted if enough time is allowed Rapid change can occur if it’s a small adjustment 19 Aboriginal Corporal Governance 20 Aboriginal corporate governance The term ‘Aboriginal Corporate Governance’ refers to organisational governance as it applies to Aboriginal community controlled organisations. The term recognises that Aboriginal community organisations have their own specific issues. Australian Government has legislation for Aboriginal organisation called Corporations (Aboriginal and Torres Strait Islander) Act 2006 21 Good corporal governance “develops community capacity, fosters leadership, models success and influences policy. Where communities are supported in building stable, capable and legitimate governing institutions, improvements in other aspects of community life will follow” Reconciliation Australia, 2008 22 Strategic planning & Aboriginal governance The concept of Aboriginal corporate governance is important because the principles and practices of corporate governance can not be separated from their political, institutional, ideological and cultural contexts. So many Aboriginal community organisation work due their Aboriginality being an embedded feature of the organisation 23 Aboriginal leadership Professor Mick Dodson believes there are 3 keys to good Aboriginal governance “Leadership, Leadership, Leadership” (Reconciliation Australia 2008) Leaders are the foundation stone for community governance, for better or for worse, depending on how leadership is exercised (Smith, 2005) 24 A good leader A good leader works with people and motivates them to achieve a positive outcome towards a shared vision. They will listen and suggest guidance from what they hear Younger and emerging leaders should be supported and mentored This model carries many traditional Aboriginal community practices (Smith, 2005) 25 Change 26 Resistance to change The uncertainty or fear that change introduces. The comfort of old habits Self interest Conservatism A concern over personal loss of status, money, authority, friendships, and personal convenience. 27 Ways to reduce resistance Openly discuss reasons and develop open communication with participants Promote participation Increase education Facilitate and support all Communicate and negotiate any development Eliminate manipulation Remove coercion Improve organisational communications 28 Diversity of opinion Aboriginal communities are not a homogenous group that all behave, look and think the same way. The Aboriginal community is as equally diverse as every other culture So, if leaders are the key to good governance, what are some ways to resolve differing opinions by Aboriginal leaders? 29 Discussion questions Why do some people resist change? Identify the barriers and blocks Examine ways to reduce resistance Identify and list strategies and ways to reduce resistance Compile as many ideas/ thoughts/ suggestions as possible 30 References Menzies, K (unpublished) Understanding the framework of welfare practitioners working with Aboriginal families in the NSW child protection sector’. Thesis UoN. Reconciliation Australia, (2008) 2008 Australian Reconciliation Barometer Comparative Report, Sydney, Reconciliation Australia. Smith, R. D. (2005) Strategic Planning for Public Relations, Hillsdale, New Jersey, Lawrence Erlbaum Associates UNICEF (2010) Advocacy Toolkit; A guide to influencing decisions that improve children’s lives. New York, USA, UNICEF 31