Values and Governance
Values
Through our work we built relationships that improved the lives of people in remote Australia.
Our values:
- We respect the cultural diversity and cultural authority of Aboriginal and Torres Strait Islander peoples
- We will exhibit courage, innovation and entrepreneurship in our work
- Integrity, accountability, empathy, listening and learning will characterise our dealing with people
People involved in CRC-REP:
- Serve remote Australia with passion, integrity and imagination
- Openly embrace diversity
- Think creatively
- Be professional in our approach and in all our dealings
- Communicate respectfully with others
- Value and support our colleagues
- Abide by Ninti One Limited Ethical Practices and Principles (Desert Knowledge CRC Protocol for Aboriginal and Intellectual Property)
Governance
As a program of Ninti One, the CRC for Remote Economic Participation (CRC-REP) was governed by the same board as Ninti One.
Through Ninti One, CRC‑REP had a reliable and highly effective governance structure. This included managing its finances, research and collaboration activities, intellectual property, research impacts and end-user application.
CRC-REP was governed by a Board whose purpose was to define the objectives of the organisation and create a framework through which management could meet those objectives. Board members were drawn from industry, academia, small business, finance, community organisations and government. The Board met quarterly in different locations across Australia, with at least one location being remote.
There were two Board sub-committees:
Audit and Risk Management Committee (ARMC)
The ARMC considered any matter relating to the financial and legal affairs of the organisation, including overseeing the auditing of the accounts. It also monitored internal controls and risk management.
Intellectual Property and Ethics, Research Quality and Innovation Committee (IPERQIC)
Resulting from the merger of two separate committees in 2012, IPERQIC reviewed all of CRC‑REP’s research through its Research Quality Framework and the Output to Usage to Impact Framework. These frameworks established the approach to achieving value for participants, stakeholders and third‑party users of the diverse research outcomes.
The Board Governance Charter was revised to reflect the merging of the two committees, and the Charters for both committees were merged and revised into one document.
