• The AAL is a community based and controlled Aboriginal organisation.
• The AAL provides advice to government on service reform and development, as well as assisting to set welfare strategies and priorities.
• The AAL is a community resource centre, delivering a range of government funded programs to support and assist children, young people and
• families as well as strengthening communities and culture.
• As an Aboriginal community services organisation, we are committed to:
  • • • advocating for the needs of individuals, families and communities
      • the delivery of high quality services creating an organisation that is open, welcoming and one which encourages participation by the Koori community.

• For all Aboriginal people to participate more fully in social, political and economic opportunities, whilst maintaining a strong and continuing sense of identity and culture, pride and social purpose.
• To see the Aboriginal community integrated with the wider multicultural Victorian community. To the AAL integration means maintenance of culture while participating fully in the social political and economic opportunities of the whole state.

• The AAL believes that Koories are a unique and distinct group within Victoria.
• A core tenant of our work is the belief that Koori communities have the right to self-determination and self-management.
• These core principles are reflected in the AAL’s commitment to practices, principles and policies which encourage, support and facilitate community autonomy and development.
• The AAL believes that each community is best able to identify its own needs and subsequently to develop, monitor and evaluate programs which address those stated needs.
• The AAL recognises that these needs cover all elements of life and experience, and require an integrated approach, rather than compartmentalisation.
• The AAL believes that bringing communities together will achieve far greater impact upon Government policies and programs and through our young people and our family and kinship networks Aboriginal culture will survive and flourish.
• The AAL is committed to developing programs and initiatives which strengthen family and community ties and focus awareness on the dangers inherent in failing to do so; and recognising that the control and distribution of resources is a political tool. The AAL believes that we have a responsibility to the whole Koorie community to provide advice and direction to Government on the most appropriate use of resources, thereby reflecting the will and the vision of the Koorie community of Victoria.

• We consider that education and employment are the two central drivers for addressing inequality and disadvantage and we believe that Indigenous organisations have a crucial role to play in providing training and employment opportunities.
• Whilst supporting the importance of self management and self determination we also acknowledge the importance of building stronger strategic partnerships with non Indigenous organisations.
• It is these pathways that will broaden the pool of skills and knowledge available to us in our quest for greater opportunity and social change.

• A respect for and acknowledgment of Aboriginal history and kinship networks.
• A commitment to influencing policy and service development.
• A commitment to addressing inequality and disadvantage.
• A commitment to ensuring that Aboriginal people have greater access to information, resources, services and decision making.
• A commitment to self determination and self management for Indigenous communities.

• To assist local communities with the development and provision of services and programs by:
  • • Providing advice and information;
    • Facilitating meetings;
    • Liaising with relevant bodies;
    • Assisting in the preparation of submissions and reports; and
    • Providing interim management and administration services to local organisations.
• In consultation with the Koori community, identifying service needs and advocating for their provision.
• To provide advice and direction on policy, practice and provision of resources and programs in the area of Koorie child and family services
• To deliver effective, efficient and appropriate state-wide services to the Aboriginal community in the area of child and family support;
• To set policy in relations to the removal and placement of any Koorie child through the local welfare committees and/or community organisation in consultation with VACCA; and
• To monitor the activities of all Victorian Department of Community Services Aboriginal staff in identified Aboriginal positions.

• The Aborigines Advancement League is incorporated under the Victorian Associations Act 1981.
• The formal management structure of the AAL consists of a 9 member Board of Management elected each year at the Annual General Meeting.
• At the first AGM, five members of the committee were elected at the AGM for two years and then in consecutive years, there are four and then five retirees who are eligible for re-election for another two years.
• The CEO is responsible for the day-to-day administration and implementation of policies, programs and services as directed by the Board of
• Management. The CEO has daily contact with the AAL President and if necessary the Board Executive including the President, Vice-president, Treasurer and Secretary.

Board of Management members are expected to:

• Attend all meetings wherever possible
• Participate in discussions
• Read all tabled papers
• Make decisions
• Serve on subcommittees as required
• Read policies and procedures manual and be aware of the AAL’s legal responsibilitiesto the organisation
• Represent the AAL as required at meetings and forums outside of the AAL
• Work with staff of the AAL to promote the AAL
• Participate in Board of Management training as required.

Establish governance for the AAL staff and clients and delegate responsibility for the day-to-day management of the AAL to the CEO.

• Monitor the overall performance of the AAL in its legal, financial and contractual compliance.
• Share equally the responsibility for all decisions made by the Board of Management.
• Be responsible for ensuring that the AAL delivers culturally appropriate services to the Aboriginal and Torres Strait Islander community in Melbourne and regional Victoria where services are located.

• Country Victorian Board Members are entitled to travel allowance to attend the Board of Management meetings.
• All Board of Management members are entitled to receive support from the AAL staff and other Board members in the disbursement of their managerial duties.
• All Board of Management members will receive up-to-date and timely papers in relation to all Board meetings.

• The Board of Management meetings will be held at least monthly and as often as agreed by the Board of Management and will be conducted in accordance with the rules and Regulations of the Incorporated Associations Act 1981. As well as the monthly meetings, the President may convene special meetings if and when necessary. Procedures for meetings are as follows:
• The President will convene meetings of the Board of Management with the CEO
• The CEO will send out a letter to each member of the Board of Management
• To notify them about the time and date for each meeting
• An agenda will accompany the letter
• Any detailed items will be included
• The President of the AAL will ensure that the business is dealt with in an orderly fashion
• The CEO will provide the Board of Management with all administrative support during the meetings
• Accurate minutes of each Board of Management meeting will be kept and sent out to the
• Board members no later than 7 days following the meeting.

The Board of Management of the AAL will develop policies and procedures for the AAL.
Any changes to the Policies and Procedures Manual will be recorded in the minutes and
added to the Policies and Procedures Manual.
Delegations

• The AAL has a statutory, financial, legal and human resource requirements that must be met and has an obligation to ensure that all delegations occur within these requirements.
• All AAL Board of Management members and staff are responsible to ensure decisions are in line with policies and procedures as adopted by the
• AAL Board of Management.
• The President has been given delegation by the Board of Management to assist in the day-today management of the AAL.
• The CEO has been given the delegation by the Board of Management to manage the AAL on a day-to-day basis.
• Delegation of Authority is given to the President, CEO, Managers and staff in certain situations, however there is a line of accountability that must be adhered to in all instances.
• The CEO is the authorised delegate for the AAL and issues that require decision must be in consultation with the CEO

• When it is necessary to establish sub-committees to handle specific issues, the Board of Management will establish them at a scheduled meeting of the Board of Management and will designate the terms of reference and the time period for the subcommittee to operate.
• All sub-committees convened will keep accurate minutes of any meetings including the outcomes. These minutes will be tabled at the Board of management meetings and the outcomes must be approved by the Board of Management.