000			01755naa a2200181uu 4500
001			0041610484537
003			OSt
005			20190211171003.0
008			100416s2009 xx ||||gr |0|| 0 eng d
100	1		_aLIMERICK, Michael _939502
245	1	0	_aWhat makes an aboriginal council successful? Case studies of aboriginal community government performance in far north queensland
260			_aRichmond : _bWiley-Blackwell, _cDecember 2009
520	3		_aIndigenous community governments are at the frontline of current efforts to 'close the gap' between Indigenous and non-Indigenous living standards. Yet there is little empirical evidence about successful performance by these organisations and considerable scepticism about whether introduced Western governance models can ever be viable in Indigenous communities. To identify the governance attributes that contribute to successful performance, case studies were conducted at three Aboriginal councils in far north Queensland. The untested assumptions in current notions of 'good governance' were examined. Currently accepted good governance principles and practices were investigated to ascertain their actual causal relationship with council performance. The research further identified key contextual, historical and cultural factors that are important in shaping successful or unsuccessful governance. Practical strategies are suggested for policy-makers and Indigenous leaders to build the performance of Indigenous community governments.
773	0	8	_tAustralian Journal of Public Administration - AJPA _g68, 4, p. 414-428 _dRichmond : Wiley-Blackwell, December 2009 _xISSN 03136647 _w
942			_cS
998			_a20100416 _b1048^b _cDaiane
998			_a20100420 _b1544^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32399 _d32399
041			_aeng