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Page Background

Section 1 explores the ways in which



are empowered by capacity building and

connections—including those leaders who are

established and emerging, male and female, urban

and remote.

Section 2 discusses how

the capacity of Indigenous


is strengthened through transferred

skills, applied professional experience, and support

for innovation. The section explores each of the seven

elements from the ‘7-S’ framework for organisational


Section 3 examines the ways in which


led enterprises

are accelerated via provision of direct

business and strategic advice.

Section 4 explores the

Indigenous-led reform

initiatives that are enabled through capacity

building, to drive change at a level beyond any single

organisation or community.

Section 5 focuses on how


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.

The final section (6) of this report explores what

appears to be a groundswell of Indigenous

empowerment, and the hopes of Indigenous leaders

that this signifies the dawning of a new era for

Indigenous Australia. In particular, this empowerment

is reflected in the increased ability of a network of

leaders to collaborate and organise in a way that

realises their visions for community progress, from

the local to the national level.

From an Indigenous partner perspective, this

report demonstrates how the Jawun model—

secondments, executive visits and leadership

initiatives—creates value for Indigenous Australia

by strengthening capacity, connections and

collaboration. The report also explores how Jawun’s

creation of shared value not only makes a practical

contribution to reconciliation between Indigenous

and non-Indigenous Australia, but is a microcosm

of broader change involving a more empowered

Indigenous voice and a greater sense of shared

culture and nationhood.

Information in this report was gathered from

Indigenous and community leaders and

representatives, mostly associated with Jawun

partner organisations and regions. Their words are

captured in the first person, through quotes and case

studies, as much as possible.

The report also draws on the findings of an impact

evaluation conducted by KPMG in 2015

. 2


involved surveys, data collection and close to

90 consultations with key stakeholders and external

observers across four regions supported by Jawun.

Overall, the evaluation found Jawun to be ‘successful

in strengthening the capacity of Indigenous

organisations and leaders, and in leveraging the

expertise of corporate and government partners to

support Indigenous-led projects, including major

programs of reform’

. 3

Detailed findings explored

specific aspects of the model and, where relevant,

these have been used to complement the largely

qualitative evidence and data laid out in this report.

Key terms

Jawun secondment:

Temporary deployment of a skilled corporate or government professional

to an Indigenous organisation, where they work on a specific project brief typically for six weeks

but sometimes for three months or longer. Facilitated by Jawun over four rounds each year, in

10 Indigenous regions across Australia.

Jawun Executive Visit:

Visit by a small group of senior representatives of corporate, government

and philanthropic organisations to an Indigenous region, to meet Indigenous leaders driving reform

or social change initiatives. Facilitated by Jawun annually in each of the 10 regions it supports.


Initiative or set of initiatives that tackles complex, long-running and interrelated social

challenges, to transform dysfunction into development for individuals, families or communities.

Empowered Communities:

Indigenous-designed and -led empowerment agenda established

in 2013 to reshape the way Indigenous communities and governments support community-led

priorities and decision-making around services and funding.