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By investing in and building capacity in all its forms,

as described in this section, Jawun amplifies the

impact of its partner organisations to achieve their

purpose. The end results—positive outcomes for

individuals, families and communities—belong to the

Indigenous organisations themselves. Sections 3 to

5 of this report take a closer look at the enterprises,

reform initiatives and success stories being driven by

Indigenous leaders and communities.

‘Through its corporate, government and

philanthropic partners, Jawun helps local

Aboriginal organisations and leaders drive

their agenda for real change. We’ve seen

this put the wind in the sails for a much

stronger future in the East Kimberley.’




Judgement, relationships, strategic thinking

combined with vision, passion and ability to

innovate—‘style’ allows an organisation to

deliver on its goals and then go beyond or

evolve them.

When KPMG looked at Jawun’s role in

strengthening organisational capacity, they found

that as a result of the partnership with Jawun:

organisations reported an uplift in style



SOURCE: KPMG (2015),




Cape York Institute

The Cape York Institute was conceived in 2001 as an

entity to develop and promote the transformative

Cape York Agenda (see Section 4.1). When Cape

York leaders contacted Jawun (then Indigenous

Enterprise Partnerships) for support in getting the

agenda off the ground, the organisation deployed a

Boston Consulting Group (BCG) secondee to Cairns

for a year. He worked closely with Noel Pearson,

academics and representatives of the Queensland

Government, acting as a strategic sounding board to

translate the vision of Indigenous leaders into action.

The result—a fully costed business case for the new

Cape York Institute—was the basis of the initial

government funding that set up the institute in 2004.

Jawun and BCG support did not stop there: a stream

of secondees supported the establishment and early

years of Cape York Institute, continually providing the

leadership with input from a business perspective,

to ensure robust future success. In a truly enabling

role that set a precedent for the Jawun model, these

highly skilled secondees built not only the capacity

of Cape York Institute leaders and management,

but also the courage and confidence they needed

to embark on an innovative, game-changing reform

agenda. Noel Pearson said, ‘BCG helped us clarify

what we should focus on—the concept of being in

the sweet spot between a research organisation

and policy and implementation—they really laid the

platform for that.’