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Page Background

Believing capacity building to be

the most sustainable pathway

to empowerment, Jawun’s

core model involves seconding

corporate and government

employees to Indigenous

organisations across Australia,

and connecting senior executives

with Indigenous leaders to

create two-way networks and

connections. Jawun also supports

the major national reform initiative

Empowered Communities, and

invests in leadership initiatives

for established and emerging

Indigenous leaders.

This report illustrates the

impact of those partnerships on

Indigenous organisations, leaders

and communities. Guided by

insights and inputs of Indigenous

partners themselves, it focuses

on specific strands of Jawun’s

capacity-building model whereby:

Indigenous leaders


empowered by capacity

building and connections—

including those leaders who are

established and emerging, male

and female, urban and remote

the capacity of Indigenous


is strengthened

through transferred skills,

applied professional experience,

and support for innovation

Indigenous-led enterprises

are accelerated via provision

of direct business and

strategic advice

Indigenous-led reform


are enabled through

capacity building, to drive

change at a level beyond

any single organisation or



is supported

within regions, across

regions and across sectors,

to turn ideas into action,

expand the impact or scale

of initiatives, and strengthen

an Indigenous voice in public

affairs and policy.

As a result of these combined

investments, Indigenous people

are better equipped to drive

positive change in their own

communities, and beyond them.

With a common language and

momentum growing around

Indigenous empowerment,

many Indigenous leaders see

the dawning of a new era for

Indigenous Australia. A network

of leaders is collaborating and

organising in a way that can

realise their visions for change,

from the local to the national

level. Interaction between

Indigenous and mainstream

Australia via the Jawun model is a

microcosm of the change hoped

for more broadly, involving a more

empowered Indigenous voice and

a greater sense of shared culture

and nationhood for all Australians.

This report follows a previous

Learnings and Insights report into

the impacts and benefits of the

Jawun program for corporate and

government partners. That report,

published in 2015, looked at

Jawun’s ‘ripple effect’ in terms of

how changed understandings and

attitudes paved the way for new

relationships and opportunities—

and in doing so made a practical

contribution to reconciliation

between Indigenous and non-

Indigenous Australia.

Taken together, the two reports

explore both sides of Jawun’s

‘shared value’, a concept of

contemporary business strategy

whereby a company’s success and

social progress are interdependent.

At the time of this report’s release,

Jawun’s alumni number well over


secondees, and around


corporate and government

executives have participated in

a Jawun Executive Visit. A total



Indigenous organisations

have received secondees, who

together have provided over


hours of support. And


Indigenous leaders have been

exposed to development or

networking opportunities through

Jawun, while many more are

engaged through Empowered

Communities in strengthening

a common language and

momentum around Indigenous


Jawun shares this report as

an overview of its impact on

Indigenous partners across the

nation, and as a reflection of

the strength and diversity of

Indigenous leaders and their

aspirations for their communities.

Since 2001, Jawun has forged partnerships

between Indigenous Australia and the corporate,

government and philanthropic sectors to strengthen

Indigenous capacity and progress Indigenous-led

initiatives in 10 regions across the country.

Executive summary

Ngangkari tjukurpa

by Pantjiti McKenzie,

Josephine Mick, Ilawanti Ken, Naomi Kantjurinyi,

Maringka Burton, NPY Women’s Council.