1. NGAANYATJARRA PITJANTJATJARA YANKUNYTJATJARA
WOMEN’S COUNCIL
2009-2013 STRATEGIC PLAN
FEBRUARY 20091
PREPARED BY PAUA CONSULTING
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With amendments at 18.4.09

2. CONTENTS
1. INTRODUCTION Page 3
2. FORMATION OF NPYWC Page 3
3. NPYWC MEMBERSHIP AND MANAGEMENT Page 4
4. NPYWC’S FUNCTIONS Page 4
5. POLITICAL, ECONOMIC, SOCIAL AND ENVIRONMENTAL
TRENDS IMPACTING ON NPYWC Page 6
6. FOCUS AREAS Page 10
6.1 SERVICE DELIVERY Page 10
6.2 ADVOCACY Page 14
6.3 ORGANISATIONAL CAPACITY Page 18
6.3.1 Management and Staffing Structures Page 22
6.3.2 Professional Support, Supervision, Staff
Development and Remuneration Page 23
6.3.3 Aboriginal Employment Strategy Page 24
6.3.4 Inter-Program Interaction Page 26
6.3.5 Tjanpi Desert Weavers Page 27
6.4 FUNDING Page 28
7. APPENDICES Page 34
7.1 Appendix 1 - References Page 34
7.2 Appendix 2 - Agencies and People Consulted Page 35
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3. 1. INTRODUCTION
In November 2008, Paua Consulting was engaged by the Ngaanyatjarra Pitjantjatjara
Yankunytjatjara Women‟s Council (NPYWC) to develop a five-year organisational Strategic Plan
2009-2013.
In commissioning the 2009-2013 Strategic Plan, NPYWC specified that the Strategic Plan
should:
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 requirement
of the Office of Aboriginal and Torres Strait Islander Health (OATSIH) as part of the transition
from one-year to multi-year funding agreements with NPYWC. While the 2009-2013 Strategic
Plan will assist NPYWC to meet OATSIH‟s new contractual requirements it will also provide the
organisation with a strategic direction which will allow it to thrive and meet the future needs of
clients within its complex service delivery environment.
In December 2008 Ms Lyn Sutton and Mr. John Thurtell travelled to Alice Springs to meet and
consult with a range of NPYWC stakeholders. The Consultants met with NPYWC Directors and
staff to discuss the organisation‟s current charter for advocacy and service delivery and to discuss
what the organisation may look like five years from now. Representatives from key government
funding bodies were also consulted. A list of individuals, groups and government agencies
consulted is presented at Appendix 2.
2. FORMATION OF NPYWC
The Ngaanyatjarra Pitjantjatjara Yankunytjatjara Women's Council (NPYWC) represents women
in 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 and
Yankunytjatjara lands (Western Desert language region) share strong cultural and family
affiliations.
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4. NPYWC was formed in 1980. The push for a separate women‟s forum emerged through the
South Australian Pitjantjatjara Land Rights struggle of the late 1970s. Many women felt that their
views were ignored during consultations over land rights, so they established their own
organisation.
Advocacy and information dissemination were the main foci for NPYWC during the 1980s and
early 1990s. NPYWC is now a major provider of human services, working to address the
identified unmet needs of Anangu and Yarnangu women and their families.
3. NPYWC MEMBERSHIP AND MANAGEMENT
Membership of NPYWC is open to any woman who is at least 16 years of age and who is an
Aboriginal and Torres Strait Islander person from the Ngaanyatjarra, Pitjantjatjara and
Yankunytjatjara lands and/or whom the Directors consider to have sufficient cultural or family
connection to the region. She must be deemed by the Directors to be of good character and
willing to follow the guiding principles of the organisation.
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 times
a year to discuss NPYWC's programs and priorities. The Directors are responsible for the overall
policy 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 Directors
and oversees the operational and financial status of the organisation.
The Minyma Director (currently vacant) works alongside the Co-ordinator and provides
leadership to staff, in particular, Anangu staff. The Minyma Director is responsible to the
Directors.
NPYWC‟s Team Managers include the Youth Manager, Child Nutrition Manager, Tjungu Team
Manager (includes all Aged, Disability, Emotional and Social Wellbeing, and Ngangkari staff),
Domestic Violence Service Manager, Tjanpi Desert Weavers Manager, Finance Manager and
Administration Manager. Team Managers are responsible for the support and supervision of
programs and staff in their respective areas, seeking funding and dealing with funding bodies.
NPYWC Project Officers carry out case management, advocacy and provide practical assistance
across program areas (these include domestic violence, child nutrition and protection matters,
youth services). Additionally, the Tjanpi Desert Weavers‟ staff provide arts advocacy, sales and
marketing support and professional development services to artists.
4. NPYWC’S FUNCTIONS
The central objective of NPYWC is to relieve the poverty, sickness, destitution, distress,
suffering, misfortune or helplessness among the Aboriginals of the Ngaanyatjarra, Pitjantjatjara
and Yankunytjatjara communities. To advance this objective, NPYWC aims to:
a) Provide a forum for Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara women to discuss
their concerns;
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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 and
Yankunytjatjara region to gain access to services, programs and opportunities that allow them to
lead safe, healthy and fulfilling lives.”
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6. 5. POLITICAL, ECONOMIC, SOCIAL AND ENVIRONMENTAL
TRENDS IMPACTING ON NPYWC
There is a range of political, economic, social and environmental trends that affect the operation
of NPYWC and which will continue to affect the organisation over the next five years.
Government attitudes, approaches and policies towards Indigenous communities in remote areas
such 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 by
Indigenous organisations have largely been usurped and discarded. Governments are now
espousing the need for programs and services to be „evidence-based‟ (i.e. they should be
designed and delivered on the basis of demonstrated need) and that the delivery of those
programs and services must be undertaken by agencies or organisations (either government or
non-government) that are able to demonstrate that they are capable of doing so. The era in
which governments contracted Aboriginal-owned and controlled organisations to deliver services
chiefly because the organisation was Aboriginal-owned and controlled is essentially over.
Additionally, governments are increasingly questioning whether they are receiving „value for
money‟ when they outsource program and service delivery to non-government organisations like
NPYWC.
In the tri-state region, some of the relevant government agencies are increasingly interested in
delivering programs and services themselves. This approach is often poorly thought out and
badly handled as the agencies generally do not adequately plan how they will deliver the
programs and services, the support required by their on-the-ground staff, the level and range of
infrastructure required by their staff and the time taken and skills required to develop rapport
and effective relationships with community members.
The Australian Government has appointed Government Business Managers to Indigenous
communities as part of the Northern Territory Emergency Response. The Government Business
Managers 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 work
throughout the tri-state region over the next five years.
The trend of governments to increase their physical presence in remote Indigenous communities
poses both a challenge and opportunity for NPYWC. On the one hand, governments may come
to the view that they no longer need organisations like NPYWC to deliver programs and services
on their behalf, as their staff can do so, and they could consequently decrease or cease the
funding they currently provide to NPYWC. On the other hand, if NPYWC is able to
demonstrate that its knowledge of communities, methods of service delivery and other assets will
deliver better programs and services than government and that NPYWC‟s involvement could
complement and or add value to the delivery of programs and services by government, NPYWC
can continue to be integral to the delivery of programs and services in the tri-state region.
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7. There are a number of economic trends that have a direct and indirect impact on the operation
of 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 low
incomes and many of the chronic health problems and other issues that they encounter are a
result of their low socio-economic standing, compounded by poor educational attainment,
substance abuse and addiction, welfare dependency, leadership problems, laissez-faire
childrearing practices, corruption and the misuse of power in communities and the general
collision or „cultural clash‟ of specialised desert hunter-gatherer society and its norms with a
capitalist contemporary society. Additionally, most Indigenous communities in the tri-state
region are „welfare economies‟ in that the bulk of the income received by the residents is
provided through welfare payments from Government. The capacity to introduce „real
economies‟ into Indigenous communities in the tri-state region is quite limited and, in any case,
would take a long time to develop and is likely to be dependent on an external catalyst such as
mining or tourism development.
The Australian Government has introduced income management schemes in the Northern
Territory 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 Government
is set to eliminate the payment of CDEP wages soon and people on CDEP wages will receive
their income through payment of Centrelink allowances. Unless these allowances are subject to
income management, these changed arrangements may add to population drift away from
communities such as those in the tri-state region and require organisations like NPYWC to
provide more emergency relief support to NPYWC members that spend extended periods of
time in Alice Springs.
Governments have historically contracted organisations like NPYWC to deliver programs and
services for much less than their real cost. .NPYWC‟s ability to successfully deliver programs and
services over a long period of time with the limited funding and resources provided is testament
to the skills and abilities of NPYWC‟s staff and members. Increasingly, Governments are slowly
recognising that funding for the delivery of programs and services in remote areas needs to
reflect the real cost of programs and services delivery. NPYWC and other organisations
contracted by Government to deliver programs and services must continue to demonstrate to
Government the real cost of delivering adequate, effective and efficient services to their clients.
If adequate funding from Government is not forthcoming, NPYWC should give strong
consideration to limiting the range of services it provides and or the areas and clients that it
delivers programs and services to. The organisation should also employ other tactics to convince
Government 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 and
philanthropic organisations, co-opting non-Indigenous women who have extensive Government
and private sector networks to be Directors, NPYWC Executive, etc).
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8. NPYWC has a complex web of interaction and funding arrangements with Government. Some
programs and services are partly or fully funded by the South Australian Government, some are
partly or fully funded by the Western Australian Government, some are partly or fully funded by
the Northern Territory Government, some are partly or fully funded by the Australian
Government and some funding is provided through philanthropic organisations. A Government
that provides resources for NPYWC to undertake a particular program or activity in one area
may have little or no awareness that another Government is also providing NPYWC with
funding for the same activity in another part of the tri-state region. Additionally, the NPYWC
Co-ordinator and Managers provide reports and financial statements to each of these
jurisdictions – sometimes they have to provide different reports on the same activities to the
various relevant Government agencies. Rather than spend copious amounts of time on the
preparation of progress and activity reports for different Government agencies in the different
jurisdictions, each NPYWC Team should prepare one progress/activity report for all the
programs and services they deliver and provide them to the various jurisdictions.
NPYWC Directors and staff represent the organisation on a range of committees, working
groups 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 of
knowledge 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 in
its funding agreements with Government – mere payment of airfares and other disbursements
should not be deemed to be sufficient.
The level and extent of co-ordination and communication among and between the different
Governments should not be overestimated. NPYWC often works with different branches of a
Government agency on particular issues and the different branches often have no idea that
another branch is also working with NPYWC on those issues. The same applies to the different
jurisdictions, i.e. one Government may approach NPYWC to discuss funding or delivery of a
particular program or service and be unaware or have made no effort to determine whether
another 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 is
very high. NPYWC staff often spend a great deal of time establishing rapport and a working
relationship with one officer only to find that that person leaves their position and their
replacement is often provided with no background information or understanding of their
agency‟s interaction with NPYWC. NPYWC staff have to spend considerable time educating
new 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 strong
and enduring cultural practices and norms that heavily influence their behaviour and their
interaction with each other and with external groups and organisations. Some aspects of their
cultural practices and attitudes have been challenged and subjected to scrutiny and change by
organisations such as NPYWC over the past 30 years or more (for instance, acceptance of
violence towards women, certain child rearing practices, attitudes towards people with
disabilities). NPYWC‟s core functions of service delivery and advocacy for women and children
of the tri-state region have inevitably placed the organisation at odds with individuals, groups and
communities at various times. NPYWC‟s ability to provide effective services to their clients in
that environment has helped to augment the organisation‟s credibility and standing with internal
and external stakeholders.
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9. Social and cultural change among the Indigenous people and communities of the tri-state region
will continue over the next five years. As with the social and cultural changes that have already
occurred, some will come from the people themselves and some will be sought or compelled by
Government and others. NPYWC needs to continue to adopt a clear-eyed and flexible approach
to cultural and social changes – it does not and cannot seek to insulate or cocoon people against
change nor work from the basis that traditional cultural practices and norms are or should be
inviolate.
NPYWC operates in a physical environment populated by a range of other Indigenous peak
bodies and organisations. There are at least two dozen other Indigenous organisations that
operate in and from Alice Springs that service the tri-state region and the Alice Springs area
more generally. Consequently, NPYWC is always competing with other Indigenous organisations
for staff, and its staff have to compete for limited housing, and the cost of living and rental and
house prices in Alice Springs are comparatively high. Similarly, staff turnover within nearly all of
the Indigenous organisations is comparatively high and there are limited options available to
NPYWC in regards to office space and other facilities. NPYWC‟s office space requirements are
increasing 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 Alice
Springs are very limited and NPYWC staff generally have insufficient working space available to
them.
NPYWC has well developed working relationships with a good number of the other Indigenous
organisations and groups in Alice Springs and the tri-state region. However, some Indigenous
organisations are not interested in fostering good interaction with NPYWC (and, given the
leadership and the personnel employed there and other factors, are unlikely to be interested in
doing so in the foreseeable future). This is or will only become a problem if a good working
relationship 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. To
maximise 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.
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10. 6. FOCUS AREAS
The 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 organisation
identified four key focus areas for inclusion in the 2009-2013 Strategic Plan. These are:
1. Service delivery;
2. Advocacy;
3. Organisational capacity; and
4. Funding.
The 2009-2013 Strategic Plan describes the strategies, timeframes, responsible persons, key
performance indicators and outcomes for each of these focus areas.
6.1 SERVICE DELIVERY
One of the core functions of NPYWC is the delivery of different programs and services aimed at
improving the quality of life and living conditions for people in the NPY region. NPYWC is
uniquely placed to deliver services that neither government nor other non-government agencies
have the capacity to deliver. It has the infrastructure, skills and rapport with clients and
communities that many other organisations have not been able to establish. NPYWC‟s programs
and services are delivered by five teams: Youth, Child Nutrition, Tjungu (Aged, Disability,
Emotional and Social Well-being), Domestic Violence and Tjanpi Desert Weavers. NPYWC
Teams maintain a strong presence throughout the NPY region through their remote-based staff
and resources and visits by Alice Springs-based staff that provide support, assistance and
professional expertise.
NPYWC‟s service delivery in the areas of Youth, Child Nutrition, Aged Care, Disability Services
and Domestic Violence centres on a set of case management principles and processes developed
by the organisation to assist clients. In practice, these principles and processes guide Project
Officers in the development of support plans for clients. Support plans allow a multi-disciplinary
approach for joint case management of clients by NPYWC or by NPYWC and external service
providers. NPYWC‟s capacity to develop, implement and monitor comprehensive support plans
for 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.
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11. The number of NPYWC‟s clients is increasing and so is the complexity of the problems they
face. In order to meet their immediate needs, at times NPYWC provides clients with emergency
fuel, food and blankets. At other times NPYWC help women and children experiencing
domestic and family violence to access refuge and hostel accommodation. NPYWC needs to
work on the balance between crisis intervention and holistic casework in the application of their
limited case management resources. It should be noted that this could lead to dissatisfaction
from clients and other organisations that rely on NPYWC to provide crisis intervention as it
occurs and that may not understand a re-emphasis on holistic long term case management.
The Desired Outcomes
1. NPYWC reinforces its position as a key participant in service provision in the tri-
state region.
Strategies Timeframe Who Performance Outcome
Indicators
Continue to pursue Ongoing Senior Representation NPYWC‟s position as the peak
and 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 in
and communication March 2010 committees and relation to matters concerning
with government and working groups. women in the region.
funding bodies.
Monitor and evaluate Ongoing Service Empirical data Provide information to
the impact of review Delivery Teams regarding government and others about
programs 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 by
sought by Government review Management remunerated for government stakeholders as
and there is adequate progress in its expertise and having the professional expertise
remuneration for its March 2010 advice. and working knowledge of the
expertise 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 service
working with other 2009 Managers Increase in providers in the region
agencies - including Directors interagency demonstrated by other agencies
those with staff in collaboration seeking to proactively work
remote areas, e.g. about clients. collaboratively with NPYWC.
establish policies for Agreements with Standard processes for
sharing information other agencies. collaboration and interagency
between NPYWC and client management.
other agencies about Improved outcomes for clients.
clients.
Create partnerships Commence Senior Number and Professional engagement with
with research facilities negotiations Management level of peers.
e.g. Centre for by end of Directors partnerships Developing partnerships.
Aboriginal Economic December initiated. Diversifying and sharing
Policy Research, 2009
Desert Knowledge
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12. Collaborative Research information in the best interests
Centre, Charles of improving programs and
Darwin University, service delivery.
Co-operative Research Staff development
Centre 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
Indicators
Identify changes in Ongoing– Project Officers Client needs Evidence base of shifting trends
client 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 the
effectiveness of case review management utilisation of case management
management policy progress in services service towards longer term
and 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 are
population shifts review Management movements. delivered.
resulting from new progress in Changes in the location of
government 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 and
to focus on NPYWC review Senior streamlined capacity.
core strength areas and progress in Management and updated. Service delivery and programs
changes in client March 2010 are consistent with core business
needs. and objectives.
Basing more NPYWC Ongoing Senior More remote- Link to improving long term
staff in communities review Management based staff. service delivery.
on the NPY lands. progress in
March 2010
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13. 3. NPYWC continues to offer high quality and professional service delivery to
clients.
Strategies Timeframe Who Performance Outcome
Indicators
NPYWC continues to Ongoing Senior Highly skilled „Best Practice‟ service to clients.
engage skilled and review Management and competent
competent 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 to
their 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 of
encouraged 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 retention
development. 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
Indicators
NPYWC to seek Ongoing Senior Sufficient staff Comprehensive support plans
sufficient resources to review Management and resources to for each NPYWC client.
enable service delivery progress in facilitate the Effective case management of
teams to develop, March 2010 development, clients needs.
implement and monitor implementation
comprehensive client and monitoring
support plans. of client support
plans.
Each NPYWC service Ongoing Team Development, Improved service delivery to
delivery team ensures review Managers implementation clients.
that a comprehensive progress in and monitoring
support plan is March 2010 of client support
developed, implemented plans.
and monitored for each
client and which focuses
on short, medium and
long term goals.
Focus on mechanisms to Ongoing Senior Inter-team Co-ordinated support plans for
strengthen inter-team review Management coordination of NPYWC clients.
awareness and progress in client support Improved service delivery to
involvement in client March 2010 plans. clients.
support plans.
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14. Update and monitor Ongoing Project Client support Holistic joint case
client 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 ADVOCACY
Since its inception in 1980 NPYWC has been a strong advocate for the needs of Indigenous
women and children of the tri-state region. Advocacy is NPYWC‟s other core function and the
good reputation that the organisation enjoys is partly due to its robust advocacy on behalf of its
clients and willingness to confront difficult issues. There have been notable successes arising
from the organisation‟s advocacy function. These include the extended rollout of the subsidised
OPAL fuel program, the Curtin Springs Roadhouse alcohol restrictions, establishment of the
NPYWC 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 in
July 2009, public comment about violence against and the exploitation of women and children
and about substance abuse including anti-grog marches in Alice Springs and Coober Pedy in
2007 and 2008. NPYWC has received a number of awards nationally in acknowledgement of its
high level of advocacy, the quality of outcomes and the far reaching effects experienced by
women across not only the NPY lands but the whole of Australia.
As governments move towards evidence-based funding of programs and services, more
emphasis is being placed on the need for NPYWC, as the only women‟s organisation of its kind
in the region, to provide evidence of emerging issues and to campaign on the need for new
services and programs which support vulnerable, at-risk women in the region. Advocacy is a
sizeable role which includes gathering data, liaising with the media and government, delivering
information so that it has an impact and working towards better systems of program and service
delivery. Good advocacy is a skilful art form which is best undertaken by people who are
articulate, armed with relevant evidence and, most importantly, have a deep concern for clients.
NPYWC staff have the evidence and ability to continue to advocate strongly for clients.
NPYWC is well positioned to intensify its advocacy role within the region. It has the capacity to
provide an evidence base on different issues and the internal professional experience and insight
to predict those issues which may have an impact on the region. NPYWC needs to maintain its
high profile as the peak body for women‟s advocacy in the region to ensure that matters of
regional importance remain high on the governments‟ agenda.
To help promote the work of NPYWC and raise awareness of the issues affecting Indigenous
people in the tri-state region, NPYWC could convene an annual forum in Alice Springs in which
each NPYWC Team discusses the work it does and the issues confronting people in the tri-state
region and presents evidence on the incidence and causes of domestic violence, poor child
nutrition, youth problems, disabilities and other major problems. This forum would also provide
an ideal opportunity for NPYWC to present its achievements in the region, research findings and
receive public recognition of its advocacy work. NPYWC should invite senior government
officials to the forum (e.g. Ministers, senior bureaucrats), non-government organisations and
research institutions and representatives of other advocacy and service provider organisations in
Central Australia.
There are a number of major issues that affect NPYWC‟s operations, its members and clients
that NPYWC could advocate at high levels of government. These include:
14

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 Outcomes
1. NPYWC maintains high level advocacy for and on behalf of women in the tri-
state region.
Strategies Timeframe Who Performance Outcome
Indicators
NPYWC continues to Ongoing Senior Representation Women of the NPY region are
represent its clients review Management on Committees represented.
and members on progress in Directors and Working Maintaining the reputation of
boards and at meetings March 2010 Groups. NPYWC as a professional advocate
at high level, e.g. the in the region.
Child Protection NPYWC‟s opinion and advice are
Review Board SA, the sought on matters affecting women.
Mullighan Taskforce
SA, Australian
Government‟s
National Child
Protection Framework
Use research data to Ongoing Senior Record of Increased awareness by government
provide evidence of review Management emerging issues. and other sectors of „new‟ issues
emerging 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 to
services/programs/ review Management campaign tactics government about the need for new
policies to address progress in Directors used to lobby for services, the target group, prevalence
emerging 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. 2. NPYWC increases the intensity of advocacy in response to existing identified
needs.
Strategies Timeframe Who Performance Outcome
Indicators
Establish a standard 30 Senior Standard A set of standardised advocacy
systemic advocacy September Management protocol procedures is created which can be
protocol, policy or 2009 established. readily applied to advocacy.
procedure for existing
identified 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 remain
mandatory in some March 2010 and controls are low.
high risk areas and that in place for
the sale of regular fuel regular fuel.
is regulated.
Continue to monitor Ongoing Senior Data on the Keep service providers informed of
the incidence of petrol review Management, extent of petrol sniffing levels.
sniffing and to lobby progress in Project sniffing. Prevention measures to reduce
for 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 the
fuel. 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 response
Officers have the tools September Management are advocating to client needs.
to advocate on issues 2009 effectively. Opportunity for a more integrated
that 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
Indicators
NPYWC develops an 2009 - 2011 Senior NPYWC‟s Opportunity to bring other
overall position and Management strategy government and non-government
advocacy program in determined and agencies on board to act in the best
relation to Child advocacy interests of children.
Protection matters, e.g. program Opportunity to establish prevention
therapeutic developed. and early intervention services
16

17. intervention for regionally.
children who have Holistic case management of children
been sexually abused, and families.
monitoring Maintaining communication with
government‟s government agencies about children
management of in their care.
children in their care,
prevention and early
intervention.
NPYWC determines a 2009 - 2011 Senior NPYWC‟s Government agencies and other
strategic response and Management position is service providers are aware of the
advocacy 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 of
income management, established. issues which may cause further
homemaker programs, dysfunction.
gambling, more
Women‟s Centres in
NPY communities.
NPYWC determines a 2009 - 2011 Senior NPYWC‟s Government agencies and other
strategic response to Management position is service providers are aware of the
issues that have a established. impact that lack of men‟s services has
direct impact on the Advocacy on women.
wellbeing of women in program is Providing holistic support and
the tri-state region, e.g. established. assistance to families.
behavioural programs
and services for men,
including compulsory
education and
rehabilitation programs
for those subjected to
restraining or other
orders, offenders in
custody and for those
on remand.
NPYWC develops an 2009 - 2011 Senior NPYWC‟s Opportunity to mobilise community
overall strategy and Management strategy members to regularly promote and
advocacy program determined and run anti-drug messages and initiatives.
aimed at preventing advocacy Seek the support of State
the sale, supply on to program Governments to restrict the selling of
the NPY lands and developed. takeaway alcohol to residents of the
consumption of NPY lands and to people travelling
alcohol, illicit drugs through the NPY lands from licensed
and inhalants including premises in towns surrounding the
sniffable fuel to and in NPY region.
NPY communities and
to assist communities
to manage demand.
NPYWC determines a 2009 - 2011 Senior NPYWC‟s Government agencies and other
strategic response and Management position is service providers are aware of the
advocacy program established. impact that lack of ancillary health
addressing issues that Advocacy services have on women and families.
have an impact on program is Improving the long term health of
health, e.g. dental established. women and families.
services, establishment
of community
laundries, chronic ear
infections in children.
17

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
Indicators
Each NPYWC Team 31 June Senior Discussion Opportunity for each Team to focus
prepares Discussion 2010 Management Papers are on areas and issues they wish to
Papers 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 with
Government, the non- 2010 involvement. stakeholders.
government and Number of Establishing working relationships
corporate 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 CAPACITY
NPYWC currently employs more than 50 staff, the majority of whom are based at NPYWC‟s
offices in Alice Springs. A number of staff members (five at March 2009) recruited from outside
the region are based remote in Warakurna, Wingellina, Warburton and Umuwa and there are
several Anangu workers who are employed either on a permanent part-time or casual basis as
malpas to assist their community-based colleagues. Additionally, there are many Tjanpi artists
who receive income from NPYWC through the sale of their art and craft works. The majority of
NPYWC 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 of
service delivery, emergency relief and crisis response, advocacy, representation, social enterprise
and governance responsibilities of the organisation.
Staff employed to deliver NPYWC‟s programs and services are qualified and experienced
professionals who are engaged because they possess the necessary skills and competencies to
effectively deliver particular programs and services. The success of service delivery outcomes
largely depends on the capacity and quality of NPYWC‟s Team Managers and Project Officers.
The recruitment of skilled, professional staff is a challenge for all organisations and agencies
involved in service delivery and advocacy in Central Australia. There is aggressive competition
between local organisations to attract staff, there is only a small pool of suitably qualified
individuals, the cost of living is high and there is limited housing in remote locations for staff of
NPYWC and other organisations. In order to maintain its reputation as a quality service
provider, NPYWC needs to continue to recruit staff who have the necessary skills and
competencies to undertake the work required of them.
18

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 seven
service delivery, social enterprise or administration/finance areas. In addition to their
administrative and management roles, the Team Managers of Youth, Child Nutrition, Tjungu
and Domestic Violence are often involved in direct service delivery to clients when the volume
of casework undertaken by their Project Officers is overly high or if the required casework is
very complex and requires additional attention from a senior officer.
The current Co-ordinator, Ms Vicki Gillick, has held the position since October 2003. She has
corporate memory, a unique skill set including a legal background, links to high levels in
government and is a fierce advocate for NPYWC. Finding a replacement for Ms Gillick to fill
the Co-ordinator role as it stands would be extremely difficult, if not impossible, as few people
would 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 the
event of the incumbent Co-ordinator tendering a resignation. A succession plan is proposed
which includes changes to the structure of NPYWC, the engagement of new staff, the revision
of existing staff roles and is geared at the sustainability of the organisation. The key aspects of
the model are that a number of duties currently carried out by Ms Gillick are divested and
delegated to other staff members to allow the Co-ordinator position to become manageable by
one individual and that the Deputy Co-ordinator is mentored and trained to be able to take up
the newly defined Co-ordinator position.
A number of duties now carried out by the Co-ordinator could be divested to existing and new
positions 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 greater
career development opportunities for staff, the management and staffing structure of the
organisation needs to be revised. The key elements of an alternative management and staffing
structure 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. 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 positions
become vacant most would be able to be filled by existing staff who are interested and able to
advance into higher positions, e.g. from Deputy Team Manager/Senior Case Worker to Team
Manager or from Team Manager to Deputy Co-ordinator. This strategy will enhance NPYWC‟s
sustainability when senior staff leave and conveys the message both internally and outside the
organisation that NPYWC can provide exciting career opportunities.
NPYWC‟s Board of Directors should consider its stance regarding the Minyma Director given
that 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 required
skills and capacity to do the job effectively. The alternatives are to terminate the position and
allocate duties to other new or existing positions or to source additional funds to retain the
position after the existing available funds have been expended.
Over the past few years NPYWC has developed a comprehensive set of policies and procedures
which relate to administration, service delivery and human resource management functions
within its unique environment. These documents have been produced to meet funding terms
and conditions and to provide operational guidelines that enable NPYWC to function
professionally. Many of policies and procedures are contained within NPYWC Orientation Manual
and two formal sessions are held every year to familiarise new staff with the organisation and
how it operates. Staff also undergo probationary and annual performance reviews to ensure that
they are doing the job they were engaged to do, to identify areas for improvement, to explore
internal relationships and resolve issues if necessary, to determine if staff have the requisite skills
and capacity to carry out their job and to determine any additional professional development
they may require.
20

21. NPYWC needs to continue to provide professional support and supervision of staff, particularly
to those staff working remotely who are especially vulnerable to the problems associated with
working in isolation, dealing with clients who can have serious and or multiple problems, in
often dysfunctional communities and with limited resources. NPYWC needs to be able to offer
attractive remuneration packages to attract and retain skilled people in the competitive
employment environment. This may include the payment of retention bonuses to encourage
staff to stay with the organisation. NPYWC also needs to continue to offer staff a range of
professional development opportunities (this could also include the annual payment of the costs
associated with professional development courses, seminars, etc, to NPYWC staff) and where
possible 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 and
emphasises joint case management as the key to holistic client management. The development of
client support plans by NPYWC staff enable a range of issues to be managed by either NPYWC
service delivery teams and/or external providers. Clients often present with complex and
distressing issues - many of which are highly confidential in nature and which require painstaking
supervision. 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 a
range 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 staff
to 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 and
information relevant to the program and which allow data to be extracted for reporting
purposes. NPYWC needs to ensure that there are processes and systems in place that facilitate
good 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 the
engagement of malpas – friend or companion - as co-workers or cultural brokers for Project
Officers - particularly those based in the various tri-state communities and for Alice Springs
based-staff who need to travel to the NPY Lands to deliver programs and services. The
Malparara Way is unique to NPYWC and in the past it has been an integral component of the
success and effectiveness of NPYWC‟s service delivery and advocacy. The involvement of
malpas has helped improve NPYWC‟s local engagement with clients as they give greater
legitimacy and cultural authority to programs and services being delivered by the organisation.
This unique way of working and engaging with clients provides a strong advantage to NPYWC
when seeking funding and demonstrates a true capacity to engage with local Anangu people. An
additional and important advantage of working Malparara Way is that it creates „real‟ work for
Anangu women in the region.
Over time, subtle changes have impacted on this model of working. Increases in the number of
programs and services delivered by NPYWC have created a demand for more malpas to work
with Project Officers. However, the nature of the work carried out by malpas can only be met by
a small subset of Indigenous women and most of the women who have the skills and capacity to
be effective malpas generally already have substantial family and community demands on their
time and availability.
NPYWC is finding it increasingly difficult to maintain the Malparara Way. NPYWC should now
consider augmenting the Malparara Way into a broad Aboriginal Employment Strategy which
would still enable the employment of malpas in those areas where the Malparara Way is working
effectively but would also see NPYWC broaden the scope of employment opportunities for
21

22. Anangu women. A small number of young Anangu women are already employed in
administrative roles at NPYWC and NPYWC now needs to further explore how it can attract
and retain Indigenous staff for vocational and non-vocational positions that do not require
tertiary qualifications. Additionally, NPYWC has already commenced a project in which it will
hopefully offer young Anangu women boarding school scholarships in order to help them
achieve the educational results required for them to take up employment opportunities or pursue
tertiary education.
Tjanpi Desert Weavers (Tjanpi) also provides a large number of Anangu women across the NPY
region with regular employment through the sale of their craft and artworks. Tjanpi is a small
business which operates within NPYWC. It has a social enterprise function and provides an
outlet for women of the NPY region to create and sell their distinctive works of art. Tjanpi
generates 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 Australian
Government‟s Department of the Environment, Water, Heritage and the Arts, the Australia
Council for the Arts, the Balnaves Foundation and Caritas Australia. Tjanpi artworks have been
acquired by many of the country‟s major public art institutions, many of Australia‟s leading
private art collectors, and some international institutions. Tjanpi artworks are regularly sought by
curators of national touring exhibitions, and there is strong demand from commercial galleries
for exhibitions. Since its inception in 1995, Tjanpi has raised the profile of the organisation and
its tri-state artists in their own right. Tjanpi has also developed partnerships with art centres
throughout the NPY Lands, as well as local, regional and national cultural organisations and
events.
The Tjanpi Desert Weavers Business Plan 2008 – 2010 states that “the major internal challenge for Tjanpi
is 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 which
Tjanpi could grow as a small business and further complement the core business of NPYWC.
6.3.1 MANAGEMENT AND STAFFING STRUCTURES
Over time there have been considerable changes both within and external to NPYWC which
have affected the management and staffing structures of the organisation. These changes include
the rapid growth of the organisation, the diversity of program and service delivery, the growing
number 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 senior
management positions to share leadership responsibilities and produce a simplified hierarchical
structure.
The Desired Outcomes
1. NPYWC is structured to maximise the efficiency, effectiveness and experience of
its senior managers, staff and Directors.
Strategies Timeframe Who Performance Outcome
Indicators
Obtain funds and 31 August Senior Position filled. Dedicated responsibility for all
engage Human 2009 Management human resource matters thereby
Resource Manager. reducing the workload of the
current Co-ordinator.
22

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 all
engage 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 to
Co-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 staff
Deputy Team Managers career and professional
Managers/Senior Case development.
Workers in each Line management succession
service delivery team. planning.
Succession planning for Team
Managers.
6.3.2 PROFESSIONAL SUPPORT, SUPERVISION, STAFF DEVELOPMENT AND
REMUNERATION
The nature, complexity and large number of programs and services delivered by NPYWC means
that NPYWC staff must have a broad diversity of skills, qualifications, experience and
professional expectations. In the competitive domain of service delivery in a remote region, it is
important for NPYWC to be able to offer incentives and conditions which attract and retain
good staff. NPYWC staff need to have a sense of ownership of the whole organisation and
demonstrate commitment to NPYWC‟s objectives. NPYWC needs to consider strategies which
will attract and retain staff and facilitate professional development opportunities which benefit
individual staff members and improve the quality of services and programs delivered by
NPYWC to its clients.
23

24. The Desired Outcomes
1. NPYWC continues to attract and retain high quality staff.
Strategies Timeframe Who Performance Outcome
Indicators
Orientation 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
months
NPYWC implements October 2009 Human Implementation NPYWC continues to
alternative recruitment Resource of additional employ high quality
strategies to attract staff, Manager recruitment staff.
e.g. secondments from practices. Create networking
other organisations, short- opportunities with other
term job swapping with organisations.
other organisations.
Custom design October 2009 Human Remuneration Improvements in the
remuneration packages Resource packages are capacity of NPYWC to
that aid in attracting and Manager developed for retain staff.
retaining staff by staff as required. Fostering a sense of
determining what Individual staff organisational loyalty
individual staff members incentive needs among staff.
want or by offering identified.
retention incentives e.g.
retention and professional
development bonuses.
2. NPYWC encourages professional development and creates career opportunities
for staff.
Strategies Timeframe Who Performance Outcome
Indicators
Expand Ongoing review Ongoing Human Individual staff Staff have their needs
March 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 staff
the expectation that staff articulated and a and possible program
will be required to use program delivery improvement.
new skills. designed to meet
Improvement to service
these needs.
delivery capacity and
outcomes.
Develop a program of June 2010 Senior Programs Cross-fertilisation of
secondment of staff to Management established. experience and expertise.
other service delivery Opportunities to
agencies, e.g. to work in network and establish
women‟s shelters, youth good channels of
centres etc. communication with
other agencies.
Opportunities to foster
true inter–agency joint
case management
24

25. 6.3.3 ABORIGINAL EMPLOYMENT STRATEGY
NPYWC 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 and
maintenance of malpas requires a great deal of support, time and resources. While the Malparara
Way has worked well in the past, NPYWC should also consider alternative strategies that
facilitate the employment of Anangu women and which align educational outcomes and
employment into a broad Aboriginal Employment Strategy.
The Desired Outcomes
1. Implementation of an Aboriginal Employment Strategy.
Strategies Timeframe Who Performance Outcome
Indicators
NPYWC continues to Ongoing Human Malpas are Flexible employment
engage malpas where review progress Resource employed to work options for Anangu
available. 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 choices
employ Anangu staff to review progress Resource employed at for Anangu women.
support service delivery in March 2010 Manager NPYWC. Employment for
and administrative Anangu women.
functions.
Tjanpi continues to Ongoing Team Manager Number of artists Employment for
provide employment for review progress selling artworks Anangu women.
artists through the sale of in March 2010 through Tjanpi. Economic
craft and artworks. empowerment of
artists.
Potential for Tjanpi to
grow.
Establish vocational and 31 December Human Anangu people Creating employment
non-vocational 2009 Resource employed on casual, for Anangu people.
employment Manager part-time or full- Creating a pool of
opportunities for young time basis to enable skilled workers at
people. them to gain skills NPYWC.
and experience.
NPYWC assist Anangu Immediate Senior Scholarship places. Improving educational
girls to obtain secondary Management Young Anangu outcomes for Anangu.
school scholarships. women seek and Helping to create
obtain employment employment by
25

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 building
program to identify, 2010 Management developed. young Anangu women.
mentor and develop Meeting future needs.
young Anangu women as
leaders.
6.3.4 INTER-PROGRAM INTERACTION
As mentioned, there are seven teams within NPYWC: four service delivery/program teams, the
administration team, the finance team and the Tjanpi social enterprise arm. The main offices and
activities of all teams are based in an assortment of offices and buildings located on or near the
same site. The expansion to nearby leased offices has been required due to growth in the number
of service delivery programs and number of staff who require office space and resources to
manage their work effectively. The Domestic Violence Service also receives clients at its office
and 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 come
to Alice Springs and NPYWC offices often become their central meeting place for the duration
of their town visit. Tjanpi was forced to acquire funding to procure and install a transportable
building in order to accommodate growth in 2005/2006, but it has already outgrown its space
allocations. There is very little space where Senior Managers can meet with government officers
or other visitors to the organisation. NPYWC is sometimes obliged to hire meeting rooms
elsewhere in Alice Springs for Directors‟ meetings as the facilities at NPYWC premises are often
full to capacity.
NPYWC has telecommunication and information technology systems in place to support staff
and facilitate communication between staff of different teams. Project Officers use a range of
different databases to collect information relevant to a particular service to help manage their
clients (i.e. the type of information collected by the Domestic Violence Team is generally
different to that collected by the Tjungu or Child Nutrition Team). In its efforts to ensure
holistic and constructive joint case management though client support plans, NPYWC needs to
ensure that Project Officers have access to all relevant client information and that there is
operational inter-program interaction and good channels of communication between staff.
The Desired Outcomes
1. Continuous improvement and streamlining of internal operations.
Strategies Timeframe Who Performance Outcome
Indicators
Maintain regular team Ongoing Team Managers Program of team Staff have opportunity to
meetings. 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.
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