Essays on Little Yuin Aboriginal Preschool, Family Centre and Aotearoa Fisheries Limited Case Study

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The paper "Little Yuin Aboriginal Preschool, Family Centre and Aotearoa Fisheries Limited" is a good example of a business case study.   Indigenous people across the world have participated in businesses to achieve economic independence and to contribute towards social change. Indigenous business development is a means to escape from poverty and welfare dependency. Indigenous people have the potential to improve their social and economic circumstances (Foley, 2006). This paper will discuss one Australian and one international indigenous business; and how they are supported and challenged by accountability, governance and contemporary political and public policy.

These indigenous businesses are Little Yuin Aboriginal Preschool and/or Family Centre (Australian) and Aotearoa Fisheries Limited (New Zealand). The little Yuin Aboriginal Preschool provides early education in an aboriginal cultural setting to children aged 2 to 6 years. It is based at Wallaga Lake and has been in operation for over 15 years. It is run by the Aboriginal management committee on voluntary terms. It is located on the land owned by Merrimans Local Aboriginal Land Council. The little Yuin Family Centre establishes programs and partnership with the community to provide various services to benefit and support the Wallaga people.

It utilizes the community supports that are in existence to support the community. It collaborates with the Family, Youth, and the Local Aboriginal Child Service network to bring about coordination and planning of provision of service to the community (Small Business NSW, 2011). This Family Centre project aims to develop and implement programs that the indigenous community can relate to, ensure that the people are utilizing the available community services, increase a sense of belonging amongst the indigenous people and improve the functioning of the family (Gordon, 2009). Aotearoa Fisheries Limited (AFL) is a fishing company owned by Maori in Aotearoa and is one of the largest fisheries New Zealand.

It aims at delivering growth of wealth for its shareholders Iwi, increase the value of assets of the Maori fisheries, and to be the best fishing company (Aotearoa Fisheries Limited, 2013). Accountability is an important value that should be exercised in business. It is the degree to which those in charge of the business or in management must justify their decisions and actions.

It involves explaining what happened and providing answers for action taken and being responsible for the mistakes made. The stakeholders of indigenous businesses hold those in management to a set of standards, to assess whether they have done their responsibilities according to these standards and to enforce disciplinary measures if they find out that they did not fulfil their responsibilities as expected (Alcantara, Spicer, Leone, 2012). Both the AFL and Little Yuin directors are accountable to their stakeholders including business partners, shareholders, funding bodies, their communities, staff and members, among others. AFL Board is accountable to the company to provide quality financial reports in a timeless, comparable, reliable and relevant manner.

AFL Annual reports are required by law to be provided to Iwi and stakeholders for them to stay informed on the affairs of AFL. The shareholding Iwi and stakeholders expect AFL to make Board committee terms of reference, code of ethics, Iwi Relationship Policy, and corporate governance policy (Aotearoa Fisheries Limited).

Reference

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Alcantara, C, Spicer, Z & Leone, R 2012, ‘Institutional design and the accountability paradox: A case study of three Aboriginal accountability regimes in Canada’, Canadian Public Administration, vol.55, no. 1, pp. 69–90.

Available as a UNE Library e-journal

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