©Dynamic Exchange

Respect, Recognition, Reconciliation

Whole of Community Change. A philosophy of ownership and self determination

Meeting our Corporate Responsibility Agenda

We have proved to ourselves and hopefully the rest of Australia that indigenous communities can and must be

the shapers of their destinies.

This is a radical new way of thinking / a process that l feel honoured to have been a part of”

Quote: Napranum Community Elder

Community

Corporate

Community Ownership

Government

©Dynamic Exchange

Introduction

In November 2011 Napranum (FNQ) in partnership with Dynamic Exchange embraced the ‘Whole of Community Change’ philosophy, embarking on a journey that led to community transformation and the path to self determination.

‘self belief leads to self determination and community ownership’

The program began with extensive community engagement and the identification of core community values and the creation of a community owned vision.

Since Napranum, the program has been taken up by several other indigenous communities in Cape York

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Program description

Overview / Why the program was introduced / how long it has been in practice

Quote: “The old hand out philosophy did much to destroy the development and initiative of aboriginal and islander people. We must try

to restore their pride and initiative” Eric Deeral MLA Maiden Speech 18th March 1975

These remarks in hindsight prove to be extremely fortuitous. In our haste to close the gap between a rapidly advancing post war economy and the nation’s indigenous people, we have seen their voice diminish.

Governments for generations have been perplexed in their efforts to “find the answer” to the dilemma facing most indigenous Australians particularly in remote areas. It is undeniable that indigenous people are over represented in all the negative social indicators such as incarceration, unemployment, substance abuse and short life expectancy. Further, the important indicators such as numeracy and literacy, health standards and career opportunity fall short of national standards. It is much the case that exceptions to this rule become national phenomenon.

With this in mind, Annalise Jennings the award winner of an international business excellence award, was keen to take her program into indigenous communities. The program has it fundamental premise in:

• Raising awareness of the power of self belief

• Community engagement and ownership

• Providing opportunity with responsibility

• A shift from institutionalised intervention to true community ownership

Starting with a conversation with two Cape elders in 2009 around how the transformation of a corporate community might be adapted to an indigenous community.... the seeds of change were sown.

The program has evolved over the past 4 years through extensive engagement across many Cape York communities with a clear concept emerging.....

that spiritual growth when aligned to economic opportunity, provides the fundamental basis for social transformation

“This process has made me realise that... that which is impossible...is possible. It has closed the gap between government and the

community” Philemenon Mene Mayor

Annalise Jennings Director Dynamic Exchange

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©Dynamic Exchange

Program description

Whole of Community Change (WOCC) program

Annalise Jennings has over the past 4 years adapted and refined her corporate program to meet the challenges of indigenous communities. The resultant ‘Whole of Community Change Program" (WOCC) has brought a remarkable transformation to the Napranum community in Cape York.

Napranum has recorded an outstanding reduction in entropy from 32% to 9% in just over 18 months. There is a new conversation and energy in the community supporting greater enterprise participation, substantial infrastructure and employment projects and increased community services.

The program has been funded by the community council and some State and Federal assistance and in kind support from Dynamic Exchange

Whole of Community Change Program has melded philosophies in lasting reconciliation.

Outcomes include the creation of community owned ‘visionary’ 10 yr plan, greater community cohesion and responsibility, improved self esteem and sense of belonging and a greater sense of community. There is a contagious buzz of optimism in Napranum with greater participation in community events and employment. The program has reinvigorating elder’s position in the community and a greater connection with Lore and custom.

An unexpected outcome was the development of strong community responsibility for social change and the degree to which the wider community and government is responding to community priorities.

Council is taking responsibility for essential infrastructure and services such as new administration centre and store, housing program, award winning day care facility, workers accommodation and community hall. Napranum will be the first community to put forward a review of the Alcohol management plan

This integrated values based program is specifically designed for each discrete community and builds a strong mutual understanding between relevant government agencies and

services providers.

Following extensive community engagement the process identifies and develops a vision and values of the community in collaboration with government and service providers to

develop a community blue print. This blueprint is owned by the community against which all government strategy and service provision must be aligned.

Napranum Leaders Collaboration Workshop Nov 2011. The beginning of WOCC Represented by Community, Government and Service providers

The program has also been implemented in NPA, Mapoon and Aurukun in the past 12 months and is proposed for Kowanyama and Lockhart River.

Councils supply staff and community liaison officers in support of each stage of the program.

4 ©Dynamic Exchange

©Dynamic Exchange

Napranum Transformation In snap shot

The Community • 60% increase in employment

• 80% Reduction in children attending the Safe House

• 80% decrease in adult domestic violence

• 50% decrease in adult court appearances

• We have our own AMP. We feel respected!

• Oval is packed with kids playing sport! They are happy!

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The Council • Employees from 60 to 100 • Constructed 17 houses and 14 worker accommodation

units • Building an administration centre and supermarket • Renovated community hall and sports oval • 1st ANZAC War Memorial in an Indigenous Community • Established Day Care Centre and refurbished pre school • Established restaurant and takeaway and town signage

Source: Mid Term Review

Women are speaking up and

taking up leadership roles.

Within 18 months....

75% are now employed

34% have commenced training, certification or study

47% have improved their working environment for the better

Joint Ventures established for the 1st time!

Construction ...31 homes and accommodation units

New Roads and Town signage

Administration centre and supermarket

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Part Two: Economic Development Social Housing Construction (an example)

• The second component of the program seeks to provide financial security to the community through economic development

• Previously employment quotas in Government contracts were proving to be unsuccessful as they were rarely met and only survived the life of the contract

• The correlation between financial security and community growth should never be underestimated and is integral to the success of this program.

• The Minster for Housing agreed to release to NASC as principal contractor a number of social houses from the NPARIH program with NASC

• NASC entered into a joint venture with a building/training company to construct community houses whilst training local people to become tradesman

• Not only were the houses built under budget but well within time.

• The trainees undertook the WOCC Young adults and Men of Worth program prior to and during training

• The project was supported by the community

• The result was an outstanding success.

©Dynamic Exchange

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• A local based family Construction company,

created the 1st joint venture with the

Napranaum community. Provides the full

composite of design services;

procurement/logistics; construction; project

management including construction trainers

(with specialty in LLN)

• 11 of the 15 participants are now employed

full time in the Works Department of

Napranum Aboriginal Shire Council with 6

undertaking a building apprenticeship

commencing in early 2014

• At commencement 7 training and

supervising staff non indigenous

• February to June 2014 only 1 non

indigenous building supervisor to support

the project.

• Training occurs on site and in community

with our key building team TAE and LLN

trained , focusing on work fitness and work

ethics

Principal Housing Contractor An economic model for joint venture

Napranum Housing team pictured with Premier of QLD

©Dynamic Exchange

Matches 3

Orange=Values Match P=Positive L=Potentially Limiting (white circle)

Cultural Evolution Report

Just over 2 years!

Healthy

Needs monitoring

Requiring attention

Crisis situation

CULTURAL ENTROPY

13%

33% 2014

2011

Testimonial: Impacts and successes that l have observed in Napranum include:

Far greater participation in the work force More enthusiastic work practices A stronger sense of community Huge advancements in essential infrastructure Greater capacity by Council and community to participate in a real

economy

Strong leadership

Gareth Manderson General Manager RIO TINTO ALCAN ©Dynamic Exchange

Outcomes of the values survey for Napranum

NOV 2011, June 2013, March 2014

The following 4 slides illustrate comparison reports for the community values

survey undertaken in November 2011, June 2013 and March 2014

Napranum undertook a values survey in November 2011. The cultural entropy was 32%, indicating significant problems requiring immediate attention.

Napranum subsequently embarked on the full ‘Whole of Community Change’ program.

A second values survey was undertaken in June 2013 to assess the impact of change and any shift in cultural entropy. The results were remarkable showing a shift in entropy from 32% to 9%!

In the second survey results, it is noted that the espoused values of community ownership, community engagement and working together are now in the top 10 values of the current culture.

A third survey was then undertaken in March 2014, showing a slight increase in entropy to 13%. Community ownership, engagement and leadership development are the top values of the current culture, which has seen a shift away from blame, confusion and exploitation from the November ‘11 results

Overall, a remarkable result!

©Dynamic Exchange

Successful communities display high levels of social capital and embrace democratic processes that focus on equality, openness, fairness, transparency, trust and social justice. Most importantly, they display high levels of integrity around how the rules and regulations are implemented.

The culture of the community is a reflection of the current values and beliefs of its people, and the values and beliefs that have been institutionalised in policies, systems and procedures of the past. For a community to reflect its desired values, it needs to create internal cohesion and enhance the capacity for collective action with its strategic partners

The Seven Levels of Consciousness Model illustrated has been used to create a survey instrument to map and manage the values of organizations and communities . This process has been used by more than 4,000 organizations (corporations, government agencies and NGO’s and communities) in over 50 countries to improve their performance by reducing cultural entropy, increasing community engagement and improving financial stability.

Progressive leaders of communities are devoting a significant amount of time and resources to measuring and managing their values (monitoring their cultures) by listening to the feedback from their electorates. There is an emerging consensus that cultural capital is the new frontier of competitive advantage—it is the key differentiator between long-term success and short-term failure.

the current and the desired values of the Community/ Electorate /organisation. The survey may be distributed electronically, in hard copy, newsprint, via facebook and via other social media channels to an unlimited number of respondents.

WOCC has integrated the 7 level model into its overall philosophy.

Implementing the survey The CVS informed at 3 levels; values of the people at the individual level,

Ref: Richard Barrett is the Chairman & Founder of the Seven Levels of Consciousness Model and the

Cultural Values Assessment process.

Community Values Survey (CVS). What it is and how it works

Tools. Community Values Survey

SOCIETAL CONTRIBUTION

Social Justice, Human Rights, Ecology.

COMMUNITY DEVELOPMENT Community Care, Sustainability,

Environment.

COMMUNITY SPIRIT

Shared Vision and Values, Optimism, Hope.

CONTINUOUS RENEWAL Democracy, Freedom, Adaptability.

INSTITUTIONAL EFFECTIVENESS

Efficient Public Services, Community Pride. Bureaucracy. Complacency.

HARMONIOUS RELATIONSHIPS

Family, Friendship, Loyalty, Tradition. Manipulation. Blame.

FINANCIAL STABILITY Public Safety, Health Care, Nutrition.

Exploitation. Over-control.

Current Culture Values

1. blame (L) 19 2(R)

2. confusion (L) 18 3(O)

3. caution (L) 11 1(I)

4. control (L) 10 1(R)

5. information hoarding (L) 10 3(R)

6. human rights 9 7(S)

7. leadership development 9 6(O)

8. working together 9 4(R)

9. exploitation (L) 8 1(O)

10. respect 8 2(R)

community engagement 41 6(S)

working together 35 4(R)

leadership development 25 6(O)

achievement 24 3(I)

opportunity 22 4(O)

teamwork 22 4(R)

continuous improvement 21 4(O)

making a difference 19 6(S)

community ownership 18 4(S)

belonging 17 2(R)

partnerships 17 6(O)

Current Culture Values

Napranum comparison report

Current community values for November 2011, June 2013 and March 2014

November 2011 June 2013

community engagement 29 6(S)

community ownership 25 4(S)

leadership development 25 6(O)

opportunity 23 4(O)

working together 23 4(R)

teamwork 19 4(R)

belonging 18 2(R)

positive attitude 17 5(I)

confidence 16 3(I)

hope 15 4(I)

respect 15 2(R)

Current Culture Values

March 2014

Key points:

• There are 6 limiting values in the top 10 votes of the current culture in Nov ‘11

• There are no limiting values in the top 10 votes for both the June ‘13 and March 2014 assessments

• Community ownership and engagement were the desired values for the community in the November 2011 assessment. Both appear in the current values for June ‘13, with community ownership receiving even higher votes in the March ‘14 assessment

• The espoused values of community engagement, community ownership & working together are in the top 10 values in the June ‘13 and March ‘14 assessments

• New values of opportunity, teamwork and belonging appear in both the June’13 and March ‘14 assessments

• In the March’14 assessment, positive attitude, confidence and hope appear as new values of the current culture

Societal

External collaboration

Internal cohesion

Transformation

Policies and systems

Relationships

Viability

Copyright 2014 Barrett Values Centre

C

T

S

C = Common Good T = Transformation

S = Self-Interest

Napranum comparison report

Entropy Scores for November 2011, June 2013 and March 2014

Entropy = 13%

Current Culture Values

Nov 2011

Current Culture Values

June 2013

Current Culture Values

March 2014

Entropy = 9% Entropy = 32%

Entropy Index

0-10%. Healthy functioning

11%-20%. Some problems requiring careful monitoring.

21%-30%. Significant problems requiring immediate attention

31%-40%. Serious situation requiring immediate leadership , restructure, changes

41%+. Critical situation lead to riots, civil disobedience and social unrest. This indicates a need for a change in policy that could also be accompanied by a change in government.

Key message:

Entropy exists predominantly at level 3 –

Institutional effectiveness which is directly attributed to ineffective government services and funding

Copyright 2014 Barrett Values Centre

2%

33%

2%

35%

12%

16%

23%

22%

32%

40%

33%

50%

Indigenous Communities Australia: Napranum Group (34)

Common Good

Transformation

Self-Interest

Cultural Entropy

Personal

Values

Current

Community

Values

Desired

Community

Values

November 2011 June 2013

Napranum comparison report

Distribution of Entropy Scores across the categories of ‘Self Interest’ ‘Transformation’ ‘Common Good’

March 2014

Personal

Values

Current

Community

Values

Desired

Community

Values

Personal

Values

Current

Community

Values

Desired

Community

Values

Copyright 2014 Barrett Values Centre

1. Community engaged in and owning the process of change... including the Council and elders

2. The ‘Whole of Community Change’ program it has undertaken

3. Council and Government working together to create lasting business and employment opportunity.

The data supports the fact that increased economical opportunity coupled with a

change in mindset can bring about sustainable change.

©Dynamic Exchange

Maryann Coconut: Community Elder & Traditional Owner. Chairperson of the Justice Group

We asked for an audience with the Council in December, as we noticed a significant reduction

of people attending court each month. I believe this has occurred because people are engaged

in employment. This is directly a result of the WOCC Leadership and Capability program

which has seen over 70% of attendees now employed or placed in training or education.

The leadership program has had a positive impact. People have made the decision about choice and others are supporting them as mentors.

Whole of community change (WOCC ) is the best thing that has ever happened in our community. Annalise Jennings (program designer) mingled with us. She spoke in our language and with understanding. She listened to us. We trusted her and opened up to her. The energy in her workshops was open making it possible for us to be clear about our hopes, dreams and future.

I have noticed that the young people have shifted from their shyness. There is movement in the community. A mindset shift supported by mentoring. People see action and want to contribute because of what they see in the community.

For the future, l believe we need to keep up the momentum of the WOCC program. The Women of Worth Healing and the Leadership and Capability programs were very successful. I would like to see the women’s group re-established, improve interaction with Western Cape College, focus on youth education programs, establish our primary school and a birthing centre in Weipa

Testimonials ..... What is new and different?

©Dynamic Exchange

Freddie A Trade Assistant Electrician

‘Whole of Community Change’ has helped us gather people and share ideas. This program has given us a

reason to communicate, talk about common goals and has given us something to look forward to. I’m

looking forward to completing my certificate training. It’s all l think about.

Local boys are now motivated and actively looking for work. This never happened before. We used to

depend on Centrelink. But no more! The youth are seeing changes in the community and they want to

contribute. There is no damage to housing because everyone is respecting our work.

I feel great. I am focused and confident. I have no shame.

?

Bo W: Community Elder and Community Engagement Officer

l’m noticing young people are engaging more and as for myself... by getting involved in this program as

the community engagement officer, it has provided an avenue for people to have access to more

information and to help young people progress their future. Through the Leadership and Capability

program that is offered through the WOCC program, young people have come out of their shyness and

they are making changes for the better. I have been very proactive in engaging the critics and even they

are shifting their mindsets .

The ripple effect of positive change is working and this is all due to the Whole of Community change

program. My message is clear; together we can make a difference. Through attending the Women of

Worth program (offered through WOCC), l have climbed upwards. I have no fear to apply for jobs and

face up to people. I can reason more with people and find other ways to deal with challenges. This

process has really changed me. I used to be dull and dusty. I have come out of the dark.

The ripple effect must continue. I want to see WOCC continue because we need the continuity. Our

challenges as a community are real. This program has helped us to rebuild from the inside. If the

mountain is high, l will climb it.

Testimonials ..... What is new and different?

This program has helped

me to be the best for my

children and for my

people

©Dynamic Exchange

©Dynamic Exchange

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• Dick N: Tradesman Carpenter

• Whole of Community Change has created definite and lasting change and has provided an opportunity for everyone to get involved. I believe we have made the choice. The attitude you have when you make that choice will determine its strength. What stood out for me during the WOCC process and in particular when l participated in Men of Worth, was getting clear about my attributes and understanding that what lives beneath us is the root cause of my success or failure. I feel empowered to make a difference. There is a new excitement from the youth. They are watching and looking up to me.

• I have now developed my own construction team. We all get along and work together well and we are forming good relationships. We socialise after hours, look out for one another and bond. I have noticed that people are shifting more out of their comfort zone. I want to see more of this so we don't restrict our capability. The WOCC Men of Worth program must continue because it helps us to build solid relationships in our homes and take care of our families. The ripple effect of this program is fundamental to our home life.

• I want to encourage the boys to keep asking questions and bring clarity to their knowledge. I feel we are happier. We have leaders with vision. We are strong spiritual people and this process has enabled us to come forward with conviction and determination.

• The positive impact will always stay with me, as l believe conviction is a catalyst

for change

Director PAL: Relena A

Since our 10 yr planning process and ‘whole of community change’ started, there is an excitement in the air. Self esteem of the people has lifted. There is an increase in local jobs and opportunity. Families are supporting one another. We feel hopeful and excited

Testimonials ..... What is new and different?

Safe House Parent: Jack B

There is a reduction in children attending the Safe House. Numbers have dropped from 8 to 2 in two years. Parents are taking better care of their kids. Since starting our 10 yr plan, I have seen many changes.. kids are happier. More kids playing football, volleyball and baseball. They are enjoying themselves. The oval is packed with kids playing sport. Since ‘whole of community change’ program started, we now have our own AMP...we feel respected! This gives us independence . People feel excited about the new shopping centre. There is a good healthy spirit in the community and more housing development for young families. We are more spread out rather than 12 under one roof

Safe House Parent: Jennifer C

The ANZAC memorial has opened and school attendance has improved . People are very happy about the new supermarket opening

Participant Quote:

We have embarked on a journey that has played a big role in restarting my respect for politicians

and the political process in Australia.

We have proved to ourselves and hopefully the rest of Australia that indigenous communities can

and must be the shapers of their destinies.

This is a radical new way of thinking / a process that l feel honoured to have been a part of”

March 2012

Testimonials ..... What is new and different?

©Dynamic Exchange