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Burrun Dalai, an Aboriginal Community Controlled Organisation (ACCO) based in Kempsey, Taree and Tamworth, New South Wales, faced a rapidly evolving environment marked by policy shifts, leadership changes, and evolving community needs.
With a commitment to improving outcomes for Aboriginal children and families, Burrun Dalai sought support to navigate these challenges and determine a clear path forward. The organisation engaged Nous through our Community Partnership Scheme to clarify its strategic direction, solidify its priorities, and chart a course for sustainable growth.
Change on multiple fronts
The challenges faced by Burrun Dalai were multifaceted. The changing political and policy landscape in the children and young people sector required agility and foresight. Additionally, leadership transitions had created a need for alignment across the organisation, especially in the face of an expanding service footprint. Finally, the organisation was dealing with the evolving needs of the Aboriginal communities they serve, necessitating a reassessment of its core services and long-term priorities.
“Working with Burrun Dalai presented an opportunity for Nous to partner with a leading ACCO to support their future work,” says Director Colin Watson. “It was challenging but rewarding to translate their ambitions into a succinct and tailored plan.”
Burrun Dalai required a comprehensive strategic planning process that would engage its leadership, staff, and key stakeholders while remaining sensitive to the context of the organisation. The goal was not only to create a forward-looking strategy but to ensure that the plan was practical and relevant, and aligned with the values and aspirations of the community.
Collaboration, communication, and cultural sensitivity
We worked collaboratively with Burrun Dalai to design a process that would gather insights from all corners of the organisation, ensuring that every voice was heard and that the final strategic plan was robust, inclusive, and tailored to the community’s needs.
We began by conducting a rapid desktop review of Burrun Dalai’s current operating environment, to understand how recent policy changes were affecting Burrun Dalai and past strategic priorities. This initial review set the stage for the consultation process and helped identify key areas of focus for the strategic plan.
We then conducted an in-person workshop with 20 members of Burrun Dalai’s leadership team. This workshop was designed to provide an opportunity for the leadership team to reflect on the organisation’s current context, strengths, challenges, and future direction. The discussions covered a wide range of topics and was a critical step in aligning the leadership team around the key themes that would shape the strategic plan.
Why talking to people where they are matters
After the leadership workshop, we conducted a deeper analysis of each of Burrun Dalai’s three service sites: Tamworth, Kempsey, and Taree. These site-specific consultations allowed us to gain a nuanced understanding of the unique challenges and opportunities present in each location. By gathering insights directly from site leaders, we were able to identify localised issues that needed to be addressed while ensuring the overarching strategy remained relevant to the broader organisational context.
In addition to engaging with Burrun Dalai’s leaders, Nous sought input from key stakeholders to ensure the strategic plan would be well-informed. Stakeholder consultations included discussions with Board members, the organisation’s paediatrician and child psychiatrist, the CEO of AbSec (the Aboriginal Child and Family Welfare Association), and representatives from the Department of Communities and Justice (DCJ). These consultations provided valuable insights into the broader out-of-home care landscape, as well as the specific needs of the Aboriginal communities served by Burrun Dalai.
“Travelling to conduct in-person workshops helps to build rapport and allows us to more deeply understand the communities we are working with,” says Watson. “It was incredibly valuable to spend time with Burrun Dalai’s leaders and develop the strategic plan in genuine partnership.”
We also conducted two surveys to gather input from staff members and carers. The first survey targeted carers, seeking to understand their perceptions of the organisation’s strengths and opportunities. The second survey was distributed to all staff, focusing on strengths, barriers, and opportunities within Burrun Dalai’s internal operations. This ensured that the voices of staff members – who were on the front lines of service delivery – were captured and considered in the strategic planning process.
Cultural relevance and sensitivity are non-negotiables
One of the key features throughout the strategic planning process was the emphasis on cultural relevance and sensitivity. The use of appropriate language and graphics ensured that the final product resonated deeply with Burrun Dalai’s staff, leadership, and stakeholders.
“Nous was very professional,” said Mykol Paulson, Burrun Dalai’s CEO. “We felt respected, heard, and understood. The final product feels right – it feels organic and very personalised. It’s also fit for purpose. The document is meaningful and has systems to keep it current throughout the five years. We are proud of the new relationship with Nous and are better for having worked with them in true collaboration and partnership.”
We echo these sentiments.
“Delivering positive influence is our core reason for being at Nous,” says Watson. “Our partnership with Burrun Dalai, who delivers much needed support to Aboriginal families across New South Wales, represents an outstanding opportunity to deliver on this promise.”
How did we define success?
The final step in the strategic planning process was to run a second workshop with Burrun Dalai’s leadership team to translate insights into concrete actions. This workshop focused on defining clear priorities, actions, and key measures of success for the organisation. It was critical that these actions not only addressed immediate operational needs but also positioned Burrun Dalai for long-term sustainability and growth.
The strategic planning process proved to be a resounding success, both in terms of engagement and the practical outcomes it produced. The final strategic plan was presented to Burrun Dalai’s Board and leadership team for approval. The plan received enthusiastic support from both groups, who appreciated the inclusive and collaborative approach taken by Nous throughout the process.
“It was an excellent process,” said Russell Smith, Burrun Dalai’s CFO, “and I had confidence in Nous throughout our mutual journey towards a new Strategic Plan. As an ACCO, I found Nous respectful and willing to listen to my Aboriginal colleagues to ensure culture, such as appropriate language and graphics, were included in Burrun Dalai's Strategic Plan.”
The strategic plan provided Burrun Dalai with much-needed clarity and alignment around its vision, mission, and priorities. The process of engaging staff, leadership, and key stakeholders also allowed the organisation to come to a shared understanding of where it was headed and how it could best respond to the challenges and opportunities facing it.
Overall, the strategic planning process with Burrun Dalai highlights the importance of a collaborative, culturally sensitive approach when working with ACCOs. By engaging deeply and respectfully with the organisation and its community, we were able to work together with them to develop a plan that was not only reflective of their needs but also actionable and sustainable. The plan has positioned Burrun Dalai to navigate future challenges as a united organisation, innovate, and continue to meet the evolving needs of Aboriginal children and families over the next five years.
What you can learn from our work with Burrun Dalai
Embedding cultural frameworks and using appropriate language in strategic planning not only makes the final product more meaningful to stakeholders but also ensures that the plan is tailored to the unique needs of the community it serves.
Involving a broad range of stakeholders throughout the planning process strengthens relationships, builds trust, and fosters a sense of shared ownership, making the implementation of the plan more effective and "sticky".
Planning for the future always involves a level of uncertainty. Developing a succinct plan built around robust pillars enables flexibility in the face of organisational and environmental change over time.
