Respect and Equality through Partnerships

What is a Partnership?

A partnership is a specific and voluntary arrangement between two parties who agree to work together in order to achieve mutually agreed objectives.

In some instances this will involve a legally structured business arrangement and in other cases, the partners may agree on a less formal relationship, for example, to work together on a particular activity or project. 

 Each partnership is a unique reflection of the partners, their goals and the context within which they are working. 

 This Resource Kit provides answers to three key questions related to partnerships:

1.                   “Why Partner” describes the factors underlying the growing trend toward business-related partnerships between Aboriginal and non-Aboriginal organisations.

2.                   “Potential Partners” describes who the potential Aboriginal partners are and “Dispelling the Myths” dispels common myths and misconceptions that have arisen about both partners.

3.                   “How to Partner” describes the main steps in the partnership process, providing practical information of what to do and what mistakes to avoid.

1.       Why Partner

Partnerships are a means to an end, not an end in them-selves.  A good partnership helps to mobilise resources and develop capabilities that would otherwise have been difficult for either partner to do alone.  However, as the growing number of successful business partnerships shows, the effort to overcome obstacles can be well worth making, as outlined below:

Strategic Priorities and Successful Ingredients to Partnerships

• Improved working relationships with Aboriginal communities

• Improved capacity within Aboriginal communities to deliver services

• Improved service to Aboriginal clients

• Coordination of efforts at all levels of government to support Aboriginal services

• Relationship building on principles of honesty, sharing and kindness

• Mutual respect, knowledge and understanding

• Clear roles and responsibilities

• Open dialogue and communications

• Creativity and flexibility

• Sustained commitment

Classification of Partnerships

Partnerships can be structured in different ways using a variety of legal and/or contractual frameworks. Different Aboriginal organisations have different functions and are usually regulated by legislation, therefore the partners can be small or large, for profit or not-for-profit.

Consequently, partnerships that currently exist between Aboriginal organisations and the private and public sector combine three main types of partnerships: joint ventures, strategic alliances or comprehensive partnerships.

§         Joint Ventures: Are found in many different sectors of the economy, and usually involve complex, long-term arrangements between two or more organisations.  And in some instances separate entities are created to carry out a specific set of purposes.

§         Strategic Alliances: The partners remain legally separate entities, but they agree to collaborate in one principal area, such as employment development, service provision.

§         Comprehensive Partnerships: The partners remain legally separate entities but make a joint commitment to collaborate in a number of inter-related areas, often long-term community development activities.

§         Mutual Partnerships:  Partnership arrangements deliver something of value to all parties.

The following table highlights successful partnership arrangements:

Partnerships-a Way of Doing Business

Four key components enhance the opportunities for partnerships between Aboriginal and corporate organisations:

 Aboriginal Financial Independence – Partnerships can further build the capacity to improve economic self-sufficiency through mutual respect.  Quid pro quo – something for something.

 Business Opportunity – The Central Coast Aboriginal community is one of the richest communities in NSW and there is an increasing opportunity in Aboriginal markets.  Population growth and increased financial strength from land claims and Aboriginal programs are all working together to increase the purchasing power of Aboriginal people.

Access to Resources – Aboriginal community controlled organisations are gaining considerable influence over their affairs through the recognition of culturally appropriate service delivery.  Partnerships can help build support for the development of better outcomes for the Aboriginal community.

Government Policy – Governments actively promote partnerships between Aboriginal and non-Aboriginal organisations.  For example, the National Commitment to Improved Outcomes in the Delivery of Programs and Services to Aboriginal Peoples and Torres Strait Islanders (1992) and the Council of Australian Government’s November 2000 Agreement on Reconciliation. 

 Partnerships enable companies to meet rising expectations for social responsibility.  With new standards of accountability, corporations are increasingly expected to perform well, not only in economic terms, but in social and environmental terms as well.  Aboriginal people relate to the ecology with a sense of custodianship.  Local Aboriginal knowledge on Natural Resource Management can be a valuable resource.  Partnerships can help parties meet their commitments to financial, social and environmental goals.

Aboriginal Economic Development

 The original inhabitants of almost all continents of the world have lost their economic base (the land, its animals and its produce), have died in warfare and massacres, have been relocated in settlements created by government or mission agencies, and have become dependent on, but not participants in, the dominant economy.  

The role and responsibilities of partnerships for Aboriginal organisations is to secure Aboriginal economic development.  This is motivated by three objectives: 

1.                    To attain economic independence;

2.                    To improve the socio-economic conditions of the Aboriginal population; and

3.                    To preserve and strengthen traditional culture, values and languages and, in turn, to ensure these are reflected in the approach to development.

 In recent years, Aboriginal communities have increased their efforts to establish businesses in order to exercise control over their own affairs.  This involved:

1.                    Capitalising on legislative and Policy regulations;

2.                    Utilising their strength as a community;

3.                    Developing and establishing community-owned and controlled enterprises

The development of businesses that can compete and profit through Partnerships between Aboriginal and non-Aboriginal organisations will achieve not only financial independence for the Central Coast Aboriginal community but will also contribute to the overall economic development and growth of wider businesses.

Aboriginal people may be vulnerable to unscrupulous operators, which has resulted in Aboriginal organisations reluctance to embrace partnerships with the wider business community.  They have however, maintained professional business relationships with a number of private sector firms, which has resulted in the Central Coast Aboriginal community achieving the biggest ever, private commercial development in the history of Land Rights in NSW.

There may be a legacy of distrust arising from past experiences and the negative impact on traditional values but Aboriginal communities have found that the benefits of community partnerships outweigh the problems and risks, which can be resolved through strong working relationships.

Partnership Benefits

The benefit of partnership for Aboriginal people is achieving sustainable community development by:

§         Providing long-term employment and skill-development opportunities;

§         Expanding and diversifying the economic base of the community;

§         Developing and training employees;

§         Developing managerial skills and expertise;

§         Increasing Aboriginal access to markets/trades; and

§         Improving access to capital and financial resources.

The benefits of partnerships for the non-Aboriginal community is improving community access to Aboriginal organisations and markets through:

§         Facilitating understanding of Aboriginal customers;

§         Enhancing the reputation of the company/organisation;

§         Building Aboriginal community support for local operations;

§         Direct access to Aboriginal labour market and exchanging market knowledge; and

§         Improving access to capital and financial resources.

2.       Potential Partners

Aboriginal Decision-Making

For a successful partnership, it is important to identify the decision-makers, the process for making a decision, and the decision-making requirements.  The majority of Aboriginal organisations are community controlled and consists of Aboriginal community members.  More often than not, Aboriginal organisations are governed by legislative requirements, which govern business activity, and it is important for potential partners to understand how Aboriginal organisations make decisions, which can ease the formation of partnerships.

As such, Aboriginal decision-making must balance traditional cultural values, corporate governance and commercial expedience.  How decisions are made may be shaped by the values that the Aboriginal business embraces.  Who the decision-makers are and how decisions are made depends upon the kind of Aboriginal organization that is at the table. 

Traditional Cultural Values – means inclusiveness and a collective ownership of decision-making.     

Consensual Decisions – Members will consider the potential effects of each proposal and the overall wellbeing of the community, now and in the future.  A consensus is reached where there is a majority of assenters, and when dissenters agree to let the decision pass despite their concerns.  If there is a strong opposition by a minority of interested parties then this could result in deferral of the decision.  The process will involve a longer time frame for decisions than would be the case in non-Aboriginal organisations.  Potential partners may see this as obstructive or adverse to commercial expedience, but in reality it is an important part of ensuring cultural values are respected.  Mutual respect is paramount to a successful partnership.

Internal Decision-Making – Members usually control Aboriginal organisations and this is where most internal decisions are made.  To assist members in resolving decisions, sub-committees made up of members are formed in different portfolio areas.  This is where research and debate occurs at the committee level and recommendations are brought back to the members for resolution.  These decisions are then actioned by the elected representatives or the administrative head of the organization that are authorised to act on behalf of the organisations.

Businesses that are community-owned may have a Board of Directors that will have oversight and responsibility for the business in a manner that is similar to that of mainstream Boards.  Decision-making criteria, however, may be broader as these Boards strive to balance community, political and business interests.  When a decision involves issues of a strategic nature and may involve financial commitments, the Board may have to consult or refer the question to the members of the governing structure.

Elections – As mentioned previously, Aboriginal organisations are usually regulated by legislation, which stipulate that elected representatives must be appointed through a process of democratic voting.  Aboriginal community controlled organisations usually elect the following representatives who each have roles to fulfil: 

• Chairperson

• Secretary

• Treasurer

• Other members who make up the Board

Recognition is usually given to the Chairperson as the elected representative who represents and carries out the decisions on behalf of the organization in between meetings.   

Elders – Elders are men and women in the community whose wisdom about spirituality, culture and life is recognised and affirmed. Elder status is not gained simply by being a specific age.  Elders are treated with great respect.  The Aboriginal community and individuals will normally seek the advice and assistance of Elders in various areas of traditional as well as contemporary issues.

Administration – Most Aboriginal organisations will have a CEO or head of administration. This person is directly responsible to the Chairperson, who in turn is directly responsible to the members of the organization.  The CEO is in charge of all administrative affairs and is responsible for the daily operations of the organization.  This person will usually be the primary contact for business dealings with the Aboriginal organization and will be able to either address your inquiry personally, or be able to refer you to the appropriate person.

Type of Aboriginal Organisation

Many different types of Aboriginal organisations may be involved directly or indirectly in developing partnership arrangements.  Aboriginal partners may be, among others, a community controlled organisation or a community owned enterprise.

3.       How to Partner

There are stages to every partnership arrangement.

 Partnership Process

Ideas:              Partnerships usually come from a desire to achieve better outcomes and strengthen the organisations proficiency.  For example, access to programs designed to service a particular group of people.

Research:       Finding the right partner is a critical part of the process.  Asking yourself the following may help you find compatible partners.  Are our values compatible?  How do we compliment and strengthen one another?  Can we work together?  What opportunities do we offer one another? 

Agreement:    Negotiation is an important part of reaching an agreement.  Both parties can negotiate and establish the roles and responsibilities of each partner and identify expectations and outcomes of each partner.

Assessment:   The assessment process is an essential part of any partnership.  This stage enables the partners to evaluate the goals and objectives of the partnership.  Ask yourself are we meeting our goals, are our expectations being fulfilled and have circumstances changed since we began?

Change:          One of the benefits of partnerships is the potential for new ideas and concepts.  A good partnership is identifying problems and having the ability to change the partnership arrangements to meet your goals or set of goals.

Partnerships are successful when the partners are stronger together than either could be alone. 

Most organisations, both Aboriginal and non-Aboriginal, have a complex set of goals, interests and values.  Therefore, partnerships succeed if there is a strong commitment throughout the organization. 

• Does our organization have a strong commitment to partnership?

• Who in our organization might resist partnerships, and why?

• Is partnership the only way to achieve our goals?

• Is partnership the best way to proceed?

Fundamental Qualities

Choosing the right partner is one of the key decisions in creating a successful cross-cultural partnership.  Partnership is a process of four fundamental qualities: Honesty, Respect, Support, and Commitment.  Being prepared to share information about your organization is an essential element, which will build trust and understanding and a relationship that will be successful.