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The term ‘governance’ relating to the management of Australian Indigenous organisations and communities became increasingly common in the late 1990s. By the early 2000s, a suite of training packages were being developed to address particular deficiencies identified as part of a new focus on capacity building in Indigenous organisations.1 The focus of such training, however, along with the considerable range of meanings associated with the term ‘governance’ itself, was wide ranging and variable in its effectiveness.2

Mapping expectations around a ‘governance review’ exercise of a West Kimberley organisation