Magabala’s governance centres around cultural responsibility, collaborative leadership and deep community engagement. 

‘This ensures that our creators and staff are safe and that the decisions we make are culturally robust and reflective of the communities we’re accountable to,’ explains Tony, Chair of the Magabala board.   

Ensuring a connection to the Kimberley  

Magabala’s board is made up of Kimberley Aboriginal Directors – First Nations people from the Kimberley, or who have lived there for at least five years. This ensures a strong connection to the organisation’s cultural roots.  

‘There’s something about the self-determining governance structure that is different,’ says General Manager, Kate Rendell. ‘There is a sense of ownership from the board and a sense of responsibility. Culturally, that’s a lot deeper than just a financial or leadership role.’   

In recent years, Magabala has focused on planning for future board members. This includes bringing on younger board members or second-generation directors, who grew up with Magabala Books. 

‘The board is always thinking about the next generation and planning for the future. It’s about carrying on Magabala’s legacy,’ says Kate.  

Shared leadership and decision-making 

A key part of Magabala’s governance approach is making decisions through consensus and open discussion.  

‘Consensus decision-making is at the core of the way the Magabala board functions,’ says Gumbaynngirr CEO of Magabala Books, Dr Lilly Brown.  

Board meetings are built on mutual respect, with every director encouraged to share their views. 

‘Everyone on the board is empowered to provide input,’ says Lilly. ‘Board members build on one another’s lived and professional experience so the board as a collective is strengthened, which in turn informs what and how decisions are made.’ 

Lilly and Kate say this approach works well thanks to their strong relationship with the Chair.  

‘There is a process where, if [board members] haven’t shared yet or the discussion hasn’t involved their opinion before a resolution is made, the Chairperson makes a point to check in with each director,’ explains Kate.  

The board also holds in camera (private) sessions at the start of every meeting. These sessions help build trust and make sure all voices are heard. They give board members a chance to raise and discuss sensitive issues without staff present. 

Built on cultural responsibility, trust and respect  

Magabala Books’ governance model is shaped by its First Nations cultural foundations. While it is not based on family groups or specific cultural groups, cultural responsibility is a key part of how the organisation is governed and how it stays accountable to community. The board places strong value on cultural responsibility, trust and mutual respect. 

This also shapes the relationship between the First Nations board and non-First Nations staff, who support and learn from each other. The board values staff expertise and advice, while also showing a strong commitment to staff wellbeing and long-term employment. 

This focus on cultural responsibility, inclusion and consensus decision-making has helped Magabala’s long-term success.  

Key learnings  

• Be transparent and communicate: Open and transparent communication between the board and staff can create trust within an organisation. 
• Build a strong chair-CEO relationship: A collaborative relationship between the board chair and CEO is crucial for effective decision-making and aligning strategy with operations. 
• Consider consensus decision-making: This fosters mutual respect and engagement among board members, allowing for open discussion and ensuring all voices are heard. 
• Ensure diversity of experience on the board: A mix of experienced and younger directors brings fresh perspective and a range of skills.  
• Consider in camera (private) sessions: Holding these at the start of every board meeting creates space to discuss sensitive issues without staff present.