Our AGM was held last Friday with AIG Directors of the organisation, and staff (attending as observers for professional development) in attendance. For CEO Liz Morgan-Brett, who is new in the role, it was wonderful to see the directors so engaged, not only in the business of AIG with respect to the previous 12 months, but also what the future will look like.
Big year of service delivery
A summary of finance and operations showed AIG’s capacity to deliver has been exceptional. “Hats off to the team for delivering upon the vision of the board and previous CEO, Steve Smith” said Liz who explained in the coming 12 months it’s important for AIG to create space for innovation and efficiency in the business, to ensure we continue to drive the company forward, ensuring AIG delivers sustainably and effectively for the seven northern regions of the NT.
“The way we do that is by maximising revenue generation, to allow for a little breathing room for the team to develop, not only in their professional capacity but also to capitalise on their value for AIG and the communities we serve”.
AIG delivered on all our strategic goals which relate to store management, Business Support Services, Remote Laundries project and mentoring and coaching support through our model of wealth creation and wealth distribution.
Change of pace, in the coming year
The AIG Board agrees with the importance of regenerating our deteriorating asset base to drive more revenue to cover our operational costs, and that this needs to be priority. Engaging appropriately qualified people to drive the asset regeneration plan will be critical and taking time to ensure planning and development is done upfront will save us costs at the end.
Liz explained AIG needs clarity on its strategic direction on what it is going to do and sticking to it. “This doesn’t mean we say no to opportunities when they come knocking, but we will take time to appropriately assess our resourcing capability when considering new opportunities. It is so important that we create a bit of space for people to breathe this coming year to ensure our human capital is sustainable, healthy and happy”.
New strategic plan on the horizon
AIG is due for a new strategic plan, and we’ve started the first step of our strategic planning, with a clear understanding of where we are ‘right now’ and what resources we have ‘right now’. The next step is engaging the board to seek clarity around where they see us in five years and what they’d like us to deliver upon. In February 2022 board and management will develop a new strategic plan that provides AIG with a clear road map to guide operations.
“Strategic planning is as much about what you choose not to do, as what you choose to do” said Liz who believes AIG will benefit from being clear about capabilities (both human and financial) and being selective about where we choose to engage and deliver.
At each of the regional NLC meetings, where the CEO and COO have presented, they’ve asked the members to advise on three key deliverables they would like to see within the coming strategic planning period, to improve the health, lives and overall wellbeing of Aboriginal people living in those communities. “These critical suggestions will feed into our strategic planning and I’m excited with the opportunity to engage with the AIG Board to set the scene for the coming period for AIG”.
Giving AIG appropriate autonomy
By June 2022 AIG will have completed our divestment from the NLC. This change won’t impact our mandate or where we work, but it will involve electing a new board, appropriate separation from the NLC and allow room for a new strategic direction for our organisation. Liz believes the divestment will be the best thing for our organisation.
For more details on last financial year keep an eye out for latest Annual Report due out soon.
