Case study: First Nations Governance at Magabala Books

^{Magabala Board staff. Photo supplied.}

Based on Yawuru Country in Broome, Magabala Books is one of Australia’s oldest First Nations publishing houses.

It is established from and continues a legacy of governance that centres around cultural responsibility, collaborative leadership and deep community engagement.

Established in 1984 during a gathering of Aboriginal elders in Ngumpan community in the central Kimberley, Magabala Books’ approach to governance emphasises First Nations control, transparency and consensus decision-making.

Ways Magabala Books approaches governance

Membership and board composition

Magabala Books board members are Kimberley First Nations people or First Nations people who have lived in the Kimberley for five years or more. Directors are selected from the membership base, ensuring a strong connection to the organisation’s cultural roots.

Recent efforts have focused on board succession planning and recruitment, incorporating younger directors onto the board to ensure the continuation of Magabala’s legacy. The inclusion of second-generation directors, who grew up with Magabala Books, has further reinforced the organisation’s cultural continuity.

“As a not-for-profit publishing house which is Aboriginal community controlled, First Nations ways of doing things are embedded at every level of Magabala. 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. It’s not just about the incredible stories we have the privilege of publishing, it’s also the process that brings these stories into being as books.” – Tony Lee, Yawuru man & Chair of the Magabala Board

Leaders highlight the shared sense of ownership that exists across the board. As Kate Rendell, General Manager, says, “The board are really looking to the next generation and sort of building up the succession – it’s about that inheritance and the legacy.”

‘There’s something about the self-determining governance structure that is different – 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,” Kate says. “It’s that connection to Kimberley identity and Country that’s so strong in the cultural foundations, so there’s a responsibility for directors to ensure that it continues in that way.’

Consensus decision-making

A hallmark of Magabala’s governance approach is its emphasis on consensus decision-making and open dialogue. Board meetings prioritise mutual respect, ensuring each director’s perspective is heard and valued. The board’s diversity in age and experience contributes to meaningful integration of all perspectives into decision-making.

Gumbaynngirr CEO of Magabala Books, Dr Lilly Brown, says, “Consensus decision making is at the core of the way the Magabala board functions. It takes more time and that time is seen as an investment in the right way of doing things.

“This decision-making process ensures everyone on the board is empowered to provide input, and 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.”

Both Lilly and Kate attribute the success of the consensus decision-making approach to a strong relationship with their proactive chair, Tony Lee. ‘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,” Kate says.

Trust building and creating an environment in which all voices matter is further enhanced by the board holding in camera (private) sessions at the start of every board meeting. This provides an opportunity for board members to bring up and discuss issues of sensitivity or concern without staff present.

Unique cultural influences

Magabala Books’ governance model is distinctly influenced by its First Nations cultural roots. While not based on family or specific cultural groups, the organisation’s cultural responsibility is integral to its governance and how it exercises community accountability. The board places a strong emphasis on cultural responsibility, trust and mutual respect among its members.

This cultural and accountability focus extends to the relationships between non-First Nations staff members and the First Nations board. This relationship exists through the reciprocity of care and valued input between the staff and board; from taking on advice of senior staff with subject matter expertise in strategic thinking, through to the board’s unwavering investment in staff wellbeing and support for long-term employment.

Magabala Books’ governance model stands out as a unique blend of cultural responsibility, inclusivity, transparency and collaboration. The organisation’s emphasis on trust and consensus decision-making has contributed to its success and longevity.

Learnings for other organisations

• Be transparent and communicate A strong emphasis on transparency and open communication between the board and staff can create trust within an organisation.
• Build a strong chair-CEO relationship: A positive and collaborative relationship between the board chair and the CEO is crucial. It promotes effective decision-making, information sharing and alignment between the strategic and operational aspects of the organisation.
• Consider consensus decision-making: A consensus decision-making process fosters a culture of mutual respect and engagement among board members. This approach allows for open discussions and helps ensure all voices are heard.
• Ensure diversity of experience on the board: Having a diverse board which includes both experienced and younger directors helps bring in fresh perspectives and ensures a mix of skills and experiences. [Note: See Creative Australia’s Guide to Using the Board Skills and Diversity Matrix here].
• Consider in camera sessions: In camera sessions at the start of every board meeting provide a space for candid discussions and raising sensitive issues, which is an important practice for maintaining transparency and consistently addressing concerns.

Read more case studies at our Governance Hub.