In late 2022 the organisation commenced a process to reflect on our first 12 months of operations and to build a strategic framework that will guide our development over the next three years.
During the process our thinking was influenced by three key factors:
During our strategic planning process, we identified four strategic priorities that are fundamental to supporting the delivery of our mission.
1) Elevate First Nations Women
We exist to make a meaningful difference in the lives of all Australian First Nations Women. We place them at the centre of our work and our future strategies revolve around the key elements of our theory of change, they being enhancing the social capital and economic independence of our women. Our member focused strategies are developed and delivered with a deep understanding of the critical role that culture, healing and reconciliation play in the lives of our women. The way we structure and deliver our strategies is also influenced by the research and recommendations of The Wiyi Yani U Thangani (Women’s Voices) Report.
2) Enact Systemic Change
Influencing the environments in which our women live and work is critical to addressing the underlying societal and economic barriers for our members. We will share the collective voice of our members and help key stakeholders, including governments and industry, to develop more effective and constructive systems so that our women can thrive.
3) Be Sustainable
We recognise that to have an impact at both the individual and systemic levels, we must have the capacity and resources to deliver now and into the future. As a result, we are building a solid foundation on which to build a healthy and sustainable organisation.
Developing and maintaining genuine partnerships across government, industry, community and the philanthropic sectors is crucial to our long term success
4) Strive for Excellence
To complement our sustainable business model, we are focused on building an organisational model that is both effective and efficient. Our work will be underpinned by research, regular evaluations and reviews. Our governance and internal systems will be best-practice so that we maintain the confidence and support of our members and other key stakeholders.
We have operationalised our strategic plan to create an annual activity plan with relevant key performance indicators and metrics. Our team reports against this plan on a monthly basis and we report on our progress against the strategic plan to our board each month.