Governance

KALACC has undergone significant growth and now provides an increased range of cultural activities and services. The governance structure of KALACC, including focusing on the functioning alignment of staff and the Board of Directors, are key strengths of the organisation. The cross cultural dynamics of the staff, including the high proportion of Indigenous staff strengthens KALACC’s knowledge base and management structures. Specifically, KALACC’s range of staff allows for strong connection to culture, provision of a broad spread of knowledge, increased engagement with the community, clear and relevant communication channels and effective administrative and management practices.

KALACC is governed by a Board of 12 Directors, who are elected at Annual General Meetings and who serve a two year period. Whilst there is no written policy as such, when members elect directors at the AGM much care is given to ensure a balance of male and female Directors and to ensure a balance in representation of language groups from across the Kimberley. The constitution requires that the Board meets not less than four times a year.

KALACC’s Governance is recognized as being national best practice. Reconciliation Australia has an Indigenous Governance online Toolkit and that web site contains a case study of KALACC as best practice in Culture and Governance. [http://governance.reconciliation.org.au/toolkit/2-3-case-studies] Part of what the web site says is as follows:

Given its function and purpose, the membership of KALACC has naturally been the people who speak the languages and practice the cultures that KALACC aims to promote.

KALACC represents themselves through a simple diagram of concentric circles.

“At the very core are the senior cultural bosses, the law men and women of the Kimberley. These people may not be KALACC Directors but they are KALACC members and they are our clientele. The next circle out is the middle aged to elder group who are themselves cultural leaders and who liaise closely with the inner circle of cultural bosses. The next circle out are the staff and others associated with the organisation who are tasked with the responsibility of enacting the wishes of the Directors. Next circle out is the broader membership of the Kimberley. And the final circle is the outside world”.

There are many reasons why KALACC believes its governance model works so well, but at its core is the fact that they have a very clear sense of who they are and what they do.

“KALACC is the vehicle for the elders and cultural bosses of the Kimberley region to express their views on a range of topics and to advocate for the importance of culture”.

Cultural Governance Evaluation

Below is a link to an evaluation of KALACC Cultural Governance Programme 2013-2015, by Nulungu Research Institute at the University of Notre Dame Australia.

KALACC Cultural Governance Evaluation 2016