Resources and publications

This paper presents a case study of an exercise in Aboriginal community governance. It sets out the background events that led the Yawuru Native Title Holders Aboriginal Corporation to secure information for its own needs as an act of self-determination and essential governance, and it presents some of the key findings from that exercise

This paper discusses the current state of play regarding income tax and GST issues in relation to native title agreements, including recent reforms and ongoing areas of uncertainty.

This paper explores the critical role that data can play in development scenarios when Aboriginal people are in control of collecting, managing and interpreting data. It was first presented as a pleniary paper at the conference Social Science Perspectives on the 2008 National Aboriginal and Torres Strait Islander Social Survey, held at The ANU on 11–12 April 2011.

Example rule book that corporations can use to make their own rule book that complies with the CATSI Act and suits their needs. This rule book satisfies the requirements for most corporations registering under the CATSI Act. This rule book satisfies the requirements for a constitution under the CATSI Act and includes some good governance ideas. It keeps some of the ‘replaceable rules’ under the CATSI Act, and replaces others. It doesn’t include all of the set law under the CATSI Act.

The rule book info kit is comprehensive and takes advantage of the full range of options under the CATSI Act. It includes extra information and notes to help corporations pick and tailor rules.

It is a longer document which includes set laws from the CATSI Act which cannot be changed (rules that apply to all corporations) as well as:

• rules that must be completed (special to that corporation)
• rules that can be replaced
• laws that can be changed
• rules that are good governance ideas recommended by ORIC.

Additional resources associated with The Rule Book - Info Kit can be found by following this link.

This book contains pictures to help explain some of the concepts within the rule book.

Outlines the 'satisfaction triangle'- a model for decision-making.

This article evaluates the taxation concessions and other advantages that flow from being a charity and how these might apply to native title groups under the Native Title Act 1993 (Cth). Specifically, it examines the role of the Prescribed Body Corporate (‘PBC’) under the Native Title Act and the potential for, and limitations of, these bodies carrying on business, engaging in community development and accumulating funds whilst also having charitable status. 

Short factsheet about joint ventures.

10 tips for setting director renumeration.

Tips for Independent directors.

Factsheet for Independent directors on Traditional Owner boards.

Short factsheet with tips about procurement.

Factsheet about recruiting an Independent director for an Indigenous Corporation or trust

Short factsheet about succession planning for Aboriginal Organisations

Factsheet with tips about running effective board meetings.

Aboriginal and Torres Strait Islander community governance can be greatly impacted by the nature of the land tenure held or managed by the community. The fragmented system of national and state regimes which provide grants or titles of land to Aboriginal and/or Torres Strait Islander people has enabled a governance landscape where there are often overlapping rights to land. This creates a situation where relationships within an Indigenous community – and even within a traditional owner group – are competing for power and control. This is most notable with respect to how different community organisations compete for community funding, the durability of culturally appropriate governance structures and the taking of natural resources.

The ability of an Indigenous community to resolve potential conflicts, created by the recognition of native title and adapt to the post-determination landscape also impacts upon a communities’ ability to respond to external pressures such as land use planning, water management and government initiated tenure reform processes. Often these conflicts appear between Registered Native Title Bodies Corporate and community or local shire councils – who have historically played the role of land manager and program administrator. This paper looks at the role of cultural governance in supporting the recognition of Indigenous landholdings and the reasons that Indigenous landholdings, in their current form, have failed to be effective in adequately mobilising economic, social and cultural resources to achieve social, cultural, environmental and health benefits in remote Indigenous communities in Western Australia and Queensland.