Proud Martu woman and contemporary artist, Corina Jadai, from Bidyadanga in Western Australia debuted her label Jarli at the Indigenous Fashion Project’s 10th annual Country to Couture on Larrakia country (Darwin) August 2025.
Creating resort wear inspired by the Pilbara and Kimberley, Corina’s collection blends vast desert landscapes with hues of the ocean and turtle shells integrating her cultural heritage and life on country into the creations.
With the label, Jarli Creations, named in honour of Corina's great grandmother, the emerging designer says fashion and design are powerful ways to share culture and honour family.
“I have always loved art,” Corina says, coming from a long line of nationally regarded artists. “We love creating art and sharing your stories through art. Some different ways of storytelling are through fabric and fashion.”
Attending the Darwin Aboriginal Arts Fair (DAAF) to see her grandfather’s work exhibited, seeded the hope that Corina too would be part of the Darwin festival and have her collection on the runway at Country to Couture.
In 2024, Corina’s collection was accepted, before making the difficult decision to withdraw it just weeks out. “There were issues with the fabric and digital printing,” Corina says, noting the challenges of preparing high-end couture from remote Australia.
“I had to be realistic, and I didn’t want to have an unfinished piece on the runway,” she adds. “From the Kimberly to the Pilbara, relocating is difficult, and life happens. There are no fabric stores in the Western Desert.”
Working with Australian Business Volunteer Senior Program Manager, Brigitte White, Corina connected with experts in the industry. This included a meeting with Kirrikin fashion and business leader, Amanda Healey who introduced Corina to the acclaimed pattern designer, Alice Cliff.
“I was linked to Alice (Cliff) in Subiaco,” Corina says reflecting on the journey to bring her designs fully to life. “I created five versions of the garments, posted them to her, and she would send them back for review. We were always working.”
Along with Country to Couture, her luxury resort wear collection was further shown on runways at the Kimberley Aboriginal Fashion Textiles Art (KAFTA) in June.
While Corina says she’s relieved that the shows are now over, she is already planning her next collection with her eye on Australia Fashion Week, if not Milan and Paris.
In her corner since 2023, Corina continues to be supported by the Martu Business Development Program delivered by ABV in partnership with Greatland to build her business skills, networks, seed funding.
“It was amazing to be with Corina at KAFTA and Country to Couture this year and see the designs that she first showed me on paper come to life on models,” Senior Program Manager Brigitte says.
“Corina continues to grow in confidence as a designer in sharing the story behind her designs and the many of the decisions that are required to get these from paper to the catwalk.”
Brigitte has always been supportive and found ways to get things done, Corina says. “She helped soothe all my nerves, be there in person, and is always happy to have a chat.”
“We live in the Kimberley, and she also comes up here to meet in Broome or wherever we are,” Corina says. From 2024, Brigitte and the team at ABV have also facilitated opportunities for Corina to participate with Kirrikin at the Fortescue Festival, attend the Iris Van Herpern exhibition in Brisbane, and showcase her work at Telfer during NAIDOC week.
Corina is committed to growing as an artist and a professional art centre worker with leading arts organisations including AACHWA, ANKA, Martumilli Artists and Bidydanga Arts Centre.
She encourages others to keep moving forward despite challenges, embracing their passion and connection to Country. “I just encourage anyone with an idea to do it. And don’t be afraid to ask for help.”
Earlier this month, local leaders, volunteers, and community groups came together at the Orbost Arts Centre for the second workshop in a series focused on strengthening connections and collaboration across the Orbost and District area.
The workshop, Building Orbost and District Together: Place-based Leadership & Governance, brought together 16 passionate locals to explore what kind of leadership and teamwork can best support the region’s future. Through hands-on activities and lively discussion, participants created a shared purpose statement and seven guiding principles to help shape how the community works together.
One of the key outcomes from the day was the formation of a new core working group. This team will meet regularly over the next six weeks to turn workshop ideas into real actions. ABV Volunteer, Bruce Levett, will be acting as “a critical friend” and governance support for the community as they work through the next steps. Their goal: to support community-led projects and strengthen connections between local groups and organisations.
Participants also identified several important roles that a future “umbrella” group or network could play, including:
These ideas will contribute to the development of a proposed Community Connector Network (final name to be confirmed) — a flexible, action-oriented model that values local knowledge, supports innovation, and strengthens collaboration. It is designed to increase visibility across existing community organisations, while also creating space for smaller interest-based groups to emerge and focus on initiatives that also deliver social, economic and environmental benefits for the region.
"The energy and ideas in the room were inspiring. Now we’re turning that momentum into action by focusing on communications – the foundation for stronger collaboration across Orbost."
— Natascha Wernick, Program Facilitator Community Development, Australian Business Volunteers.
“This is all about finding better ways of working together as a community for collective impact.” – Liz Mitchell, Chair Future of Orbost & District project Government Group.
The energy and commitment shown at the workshop highlight Orbost and District’s readiness to move from ideas to action. With a shared purpose, strong principles, and a growing network of local champions, the community is well on its way to creating a more connected and resilient future—one that celebrates local strengths and makes space for everyone to be part of the journey.
The initiative has been supported through a partnership between the members of the Governance Group of Future of Orbost & District project and Australian Business Volunteers.
Australian Business Volunteers (ABV) are supporting these events as a part of the Resilient Regions program, funded by the Australian and Victorian governments.
The Future of Orbost & District (FoOD) project is a response to the impacts of the end of native timber harvesting in Victoria’s state forests, and the need to transition the local economy. The project is delivered by the Orbost and District Chamber of Commerce and Industry, which is overseen by a community-led governance group.
Australian Business Volunteers (ABV) welcomes the opportunity to provide a submission to the Joint Committee on Harmful Algal Blooms in South Australia, offering insight into how community-led disaster and economic resilience can play a central role in addressing the ongoing environmental and economic impacts of harmful algal blooms in the state.
Read ABV’s submission in full.
For more than 40 years, ABV has empowered communities across Australia, Asia, and the Pacific, to strengthen local economies, and build adaptive and sustainable communities. Drawing on our experience working alongside small businesses, First Nations leaders, and community groups, ABV’s submission highlights that community-led programs to strengthen resilient local economies today are essential to reducing the long-term effects of natural hazards like algal blooms tomorrow.
At the heart of our input is ABV’s Disaster and Economic Resilience Framework — an evidence-based approach that equips communities to lead their own preparedness, planning, and adaptation. Through facilitated cross-sector workshops, volunteer mentoring, and partnership brokering across corporate, government and philanthropic sectors, ABV unlocks the power of local knowledge, hyper-local solutions, and networks for sustainable impact.
Since the Black Summer bushfires, ABV has delivered over 175 community-led resilience projects across 16 disaster-affected local government areas, with tangible outcomes ranging from small business regeneration in Mallacoota and Orbost to tourism renewal in Braidwood and a co-designed cultural burning collaboration with Bateman’s Bay Local Aboriginal Land Council. These examples demonstrate how community-driven action builds local capacity to manage disruption, build critical networks, and preserve economic continuity.
In our submission, ABV urges the Committee to invest in community-led strategies that protect local industries—such as aquaculture, tourism, and small business economies. ABV recommends the committee consider:
As outlined in the Colvin Review (2024) and Glasser Review (2023), investment in prevention and resilience yields strong returns, with community-led models delivering a 13:1 economic benefit. These approaches not only reduce disaster impacts but also support mental health, housing stability, and social cohesion in affected regions.
At ABV, we’re committed to walking alongside communities—before, during, and after crises—to ensure they have the skills, relationships, and pathways to recover and thrive.
For more information about ABV’s submission or to partner in building resilient local economies, contact us.
Drawing on five years of working with disaster-affected communities in regional and remote Australia, Australian Business Volunteers has released its evidence-based framework to ensure that communities are better prepared to withstand future disaster risks and climate induced hazards.
With over some 175 projects now delivered in some 17 local government areas, we know just how important it is that communities are supported to be connected, empowered, and in the driver's seat to plan their collective resilience and preparedness in the face of adversity, CEO Liz Mackinlay said.
“Whether it’s local services, businesses, community groups, the local government, or the local Aboriginal organisations, each of these are critical actors in preparedness and resilience more broadly in our regional and remote communities."
“They often already know what’s needed, have incredible ideas of what will make the difference, and importantly, have a remarkable amount that they can do right now to withstand adversity tomorrow.”
“Our job at ABV is to walk alongside them today, create avenues for them to come together, offer skills and support to augment their efforts, and advocate for them as a collective to get there. This evidence-based resilience framework is exactly how we do that.”
The three-pronged framework comes off the back of community-led reflections and learnings about what works in ABV’s unique programs in community-led economic and disaster resilience work on the East Coast, integrating its longstanding frameworks for inclusive and sustainable development across the Pacific.
“This is a tailored model that draws on the five frameworks that our international development team deploy in delivering programs for inclusive and sustainable development internationally, and have done so for 44 years,” Liz adds.
“Whether it’s our trauma informed framework, world-class volunteering framework, place-based planning, business continuity frameworks or the international disaster preparedness and response frameworks, this latest approach provides a relatively simple way forward for the hard work of community-led resilience in Australia that ABV has a unique contribution to make.”
Starting with meeting communities where they are at, the framework prioritises unlocking place-based resilience networks followed by practically supporting communities through partnership building, skills provision, and integration of best practice volunteering.
ABV Chief Operations Officer Jess Lees says this fills an important gap that disaster-prone communities are facing. “The Colvin review of Commonwealth disaster funding found that 92% of funding is locked in emergency response and recovery work,” Jess says.
“This is expensive and complex work, but with extreme weather events projected to significantly increase in Australia, it’s important that we’re doing all that we can to equip communities to withstand them well before the flames are high."
“This is moving beyond the immediate needs and doing the long hard work of connecting communities and leading their own resilience. We know this makes all the difference and look forward to working with communities and the other important actors in the sector to now deploy this framework and continue to revisit it with the learnings we make.”
Find out more about ABV’s Economic and Disaster Resilience framework, and how we can support you and your community lead economic and disaster resilience.
Local leaders, business owners and community members came together on August 21st for the Building Orbost and District Together – Place-based Leadership and Governance Workshop, the culmination of a three-part webinar series exploring community-led approaches to resilience and prosperity.
Hosted in partnership between the Future of Orbost & District (FoOD) project and Australian Business Volunteers (ABV), the workshop asked a key question: What kind of governance and leadership is required to support community prosperity and place-based development into the future?
The session builds on FoOD’s work supporting the district’s transition following the cessation of native timber harvesting and the community’s ongoing recovery from bushfires. Drawing on lessons from case studies across regional Australia, participants explored principles of collaboration, accountability, inclusivity, and innovation to inform the design of a new local governance model.
Key outcomes from the workshop included recognition of the need for change in community leadership and decision-making, identification of three core challenges—volunteer fatigue, fragmented governance, and the absence of a unified community voice to government—and agreement on draft guiding principles such as shared vision, transparency, inclusivity, and power sharing. All 15 attendees committed to forming a working group, establishing ongoing communication, and reconvening for a follow-up workshop to design a prototype for a new structure.
Liz Mitchell, Chair of FoOD Governance, acknowledged the diversity of groups within the local community and the importance of presenting a strong, unified voice on community needs and expectations. She noted that leadership roles often fall to the same few individuals, as many community members do not always feel confident, empowered, or equipped to step into such positions. “The workshop provided an opportunity for us to a do deep into the specific problems we are trying to solve and there was strong consensus that we must continue to find ways to ensure the whole community feels heard, respected, and actively involved in shaping our shared future.”
Participants also voiced their optimism about the future, with one noting: “(We) Really got to the nut of the issues, generated deeper conversations, created hope as well as inspiration and connection.”
This initiative marks a significant step towards creating a more resilient, connected, and future-focused Orbost and District—one where local voices shape decisions and drive collective action. But this is just the beginning. Planning has already started for the next round of workshops, which will delve deeper into the design of the new governance group.
The Future of Orbost & District project is a response to the impacts of the end of native timber harvesting in Victoria’s state forests, and the need to transition the local economy. The purpose of the project is to build on to Orbost and District’s existing strengths and leverage opportunities for supporting positive economic, social, and environmental outcomes. The project is delivered by the Orbost and District Chamber of Commerce and Industry, which is overseen by a community-led governance group.
Australian Business Volunteers (ABV) is an international development agency with a mission to uplift businesses and communities through sustainable economic growth. The ABV Resilient Regions program is supported by the Australian and Victorian Governments and is a collaboration with Deakin University.
Download the full Workshop report:
We’re proud to see the incredible journeys of our entrepreneurs featured in the latest edition of Kujungkarrini, Greatland’s community magazine. This month’s stories shine a well-deserved spotlight on those who are turning vision into reality through hard work, creativity, and courage.
Among them are Jeremy Sammy and Morika Biljabu, whose company Warnapari Services is creating new pathways for Martu people to work on Country; sisters Corina and Nuriah Jadai, whose fashion and design ventures blend cultural heritage with bold modern expression; and Freddy Wilridge of Longuda Designs, whose art and designs are reaching new audiences. The Kimberley Connection shows Martu entrepreneurs in the region shaping community-led enterprises grounded in culture and legacy.
Their successes are the true story — and we’re privileged to walk alongside them through ABV’s business development program, made possible with the support of Greatland. Each step forward is a reminder of the strength, creativity, and leadership within Martu communities, and we’re excited to continue backing these entrepreneurs as they grow.
Read more here: Kujungarrini Edition 25 June 2025
ESG (Environmental, Social, and Governance) principles and practices are significant factors for investors and members to consider when determining a company’s ethical value. Adherence to ESG frameworks is increasingly important for a company’s sustainability and for retaining its social license to operate.
It is worth noting that companies that don’t define and measure their ESG authentically and ethically will face increasing scrutiny and potential backlash from a better-informed community. Breaking down ESG into its components helps us better understand its purpose in our organisational structure.
Measuring social outcomes, or ‘S’, in ESG has historically been poorly defined compared to Environmental impacts and Governance frameworks. This presents a challenge for all boards, including not-for-profit boards, to understand their contribution and transparently monitor whether the intended outcomes are being achieved. In this article, I will explore ABV’s model for sustainable social outcomes, which we have been dedicating our time to define.
A company’s level of community involvement and the impact of its operations on local communities are significant components of the social principle. The importance of this aspect cannot be overstated, as businesses do not exist in a vacuum; they are part of our society. Companies are evaluated on whether they positively contribute to the communities in which they operate.
Furthermore, a company’s contribution to local economic development and how it addresses any negative impacts are also significant considerations. A company with robust community engagement is often seen as having strong social responsibility, fostering trust and goodwill among its stakeholders.
As a CEO working for a mission-driven not-for-profit organisation, my primary focus is exceeding our partners’ expectations, demonstrating measurable results, and creating tangible positive outcomes for the people we impact. Creating lasting social change requires expertise and dedicated resources. Board and management need to be clear on how ESG frameworks can be realistically and authentically implemented to create lasting and beneficial change for communities. We work closely with small businesses, entrepreneurs, families, neighbourhood centres, and business chambers to empower these groups through business support.
Since 2020, ABV has undertaken a strategic shift to also work in disaster resilience initiatives aimed at mitigating the impact of disasters on regional Australian communities. This new program runs alongside strengthening small businesses in the Pacific which is work ABV has been doing for 40 years. As an international development agency, ABV saw a significant gap in supporting communities in preparedness and response through the 2019-2020 Black Summer bushfires on the East Coast of Australia. Communities hadn’t been engaged in their preparedness plans and were ill equipped to participate in their own response and recovery. ABV were able to bring international disaster preparedness and recovery principles alongside these communities, along with world class volunteer management, place-based planning capability and business continuity skills. Additionally, ABV’s volunteers weren’t able to travel into the Pacific and were available to pivot to this domestic work.
With time and skills on standby, ABV’s CEO, Liz Mackinlay, saw an opportunity to help communities and organisations impacted by the black summer bushfires. After emergency agencies were gone, businesses and charities were left scrambling for resources to rebuild their livelihoods. Liz knew that grant writing, business strategizing, marketing plans and other crucial business functions for resilience require expert guidance. ABV stepped in with remote business professionals who volunteered their time to support disaster resilience across New South Wales and Victoria. ABV’s pivot reflects a recognition of the increasing frequency and severity of natural disasters affecting Australia and the need for proactive measures to protect vulnerable communities.
Sustainability reporting often focuses only on the inputs and outputs of socially focused programs, such as the number of labour practices, employment programs, and community engagement. These metrics are easily measurable and make for simple reporting. However, what is left out is the outcomes of these programs, especially their long-term effects on community well-being and sustainability.
To measure outcomes, companies must engage deeply with the community and commit to understanding the effects of their social programs. The UN Sustainable Development Goals and other development frameworks prioritise the principle of doing no harm, and boards must ensure that their socially focussed programs produce no short—or long-term damage.
Truly understanding the needs of the community and implementing outcomes-based reporting is complex work. However, it will ensure that management and boards can be confident that their social responsibility efforts are designed and implemented effectively for the good of the community.
This article was first published in the 2024 Better Boards Conference Magazine.
https://betterboards.net/leadership/the-s-opportunity-for-nfp-leaders
“Water is life. Country is spirit. And painting is how I keep both alive.”
– Lloyd Kwilla
Lloyd Kwilla, born in 1980, is an acclaimed Aboriginal Australian artist whose works pulse with the spirit of his Country. Raised in Wangkatjungka on Christmas Creek Station, and now based in Pandanus Park, Lloyd’s art is grounded in the deep red earth of the northern Great Sandy Desert, where his family’s stories are written into the land itself.
Influenced early by his father, revered tribal leader and healer Billy Thomas, Lloyd grew up walking barefoot across Country—feeling every heartbeat of the land. His paintings reflect this intimacy: layers of ochres and acrylics capturing Kuylayi, bushfire dreaming, and the sacred waterholes that give life to people and place.
Years ago, Lloyd stepped away from painting. A decade in the city silenced the voices of his ancestors. But when he returned to Country, the spirit of his grandmother and grandfather came to him in visions. Their stories returned too. They whispered to him. And he painted.
Today, as a grandfather of four, Lloyd blends tradition with new expression. Supported through ABV and Greatland Gold’s Martu Business Development Services, his creative practice continues to grow. From sacred objects to large-scale canvases, he continues to exhibit widely, including internationally.
Recently, Lloyd was proudly recognised by Regional Arts WA for NAIDOC Week 2025. The feature honours his deep storytelling and connection to land, culture, and community – a testament to his strength, vision, and legacy.
“I paint not from my mind, but from memory, heart, and spirit.”
Each piece Lloyd creates is a living communication: between past and present, people and place, self and spirit. His art doesn’t just tell stories—it keeps them alive.
Recent recognition as one of Regional Arts WA Artists of the Month for NAIDOC week 2025
regionalartswa.org.au/lloyd-kwilla-painting-stories-of-country
Explore Lloyd’s story and portfolio here:
On Wednesday, 28 May, the Fiji Indigenous Business Council (FIBC) proudly opened its 2025 Symposium at the Novotel Convention Centre in Lami under the theme: "Networking: Creating & Sustaining Our Future in Business."
The event commenced with powerful and encouraging remarks by our chief guest Hon. Viliame Gavoka, Deputy Prime Minister and Minister for Tourism & Civil Aviation. This was followed by a presentation by Hon. Biman Prasad, Deputy Prime Minister and Minister for Finance, Strategic Planning, National Development & Statistics.
Their participation underscored the importance of Indigenous-led economic growth, and their support for iTaukei and Rotuman business transformation was felt throughout the room.
Haroon Ali, Country Head of BSP Fiji, and Liz Mackinlay, CEO of ABV, were honoured to present on the success of the Fiji THRIVE program—a collaborative initiative designed to empower micro, small and medium-sized businesses with the tools, networks, and strategies needed to thrive in a modern, competitive economy. Their insights demonstrated how targeted support, and true partnership can transform local enterprise into engines of community growth.
Haroon Ali spoke to the sustained commitment of the Fiji THRIVE model, saying:
“This is not like a three-day workshop and we forget about what we have said in those three days. It's a six-months programme holding hands to make sure that every MSME customer that we put through this training has become successful.”
This hands-on, long-term approach reflects a genuine effort to not only educate, but to walk alongside micro and small business owners on their path to success.
Liz Mackinlay highlighted how filling fundamental knowledge gaps is unlocking the potential of local entrepreneurs.
“We've met so many wonderful business people with brilliant business ideas that were never taught cash management or inventory management or the value of HR or how do you market or even assess your market,” she said.
“So some of those fundamentals can be a game changer for these brilliant entrepreneurs that have got amazing ideas.”
This kind of practical, targeted support is the essence of what makes Fiji THRIVE impactful.
Key themes from their presentation included:
1. Building Capacity to Access Finance and Partnerships
Fiji THRIVE is equipping iTaukei entrepreneurs with the tools to create financially sound, bankable business plans that meet institutional standards. The program also focuses on ensuring fair and transparent participation in joint ventures, while strengthening business acumen and negotiation skills to protect iTaukei interests.
2. Innovating in Traditional Sectors: Farming, Fishing and Handicrafts
Traditional livelihoods remain the economic backbone of many communities. Fiji THRIVE is supporting value addition through better packaging, branding, and processing, while also fostering diversification into agritourism, eco-products, and sustainable enterprises—ensuring innovation respects culture while opening new income streams.
3. Unlocking Market Access
By improving product quality and presentation, Fiji THRIVE is helping Indigenous businesses meet the expectations of high-value markets. The initiative is also building strong linkages to the tourism sector, retail markets, and export buyers, and reinforcing local value chains to keep wealth within communities.
4. Future-Focused Growth: Digital, Sustainable, and Inclusive
The program supports digital adoption, including mobile banking, online marketing, and e-commerce tools. It also taps into Fiji’s Blue and Green economy potential through clean energy, eco-tourism, sustainable fisheries, and climate-smart practices—positioning Indigenous entrepreneurs at the forefront of regenerative business models.
5. Building Wealth and Equity through Inclusive Business
Fiji THRIVE is helping to create pathways for intergenerational wealth creation through land- and ocean-based enterprise and investment. It champions women as entrepreneurs, leaders, and innovators and promotes inclusive business models that ensure success is widely shared, not concentrated.
BSP and ABV acknowledge and deeply respect the pivotal role the Fiji Indigenous Business Council plays in shaping the future of Indigenous enterprises in Fiji. The Council’s commitment to uniting, empowering, and transforming iTaukei and Rotuman businesses while serving as a voice to government, institutions, and the private sector is both visionary and essential. Its ambitious goal to help establish 5,000 successful iTaukei and Rotuman companies by 2034 is one that aligns closely with the values of inclusive, sustainable development that both BSP and ABV champion.
The energy, insights, and commitment displayed during the symposium show the future of Indigenous business in Fiji is bright, inclusive, and transformational.
Twenty-seven small business owners in Mallacoota and Orbost walked away from a recent series of Australian Business Volunteers (ABV) workshops feeling more confident, capable, and connected after participating in four practical sessions focused on business growth and resilience.
Held over two evenings in each town, the workshops attracted a diverse mix of local business owners, sole traders, and entrepreneurs. Delivered in partnership with The Wilderness Collective in Mallacoota and the Future of Orbost and District project in Orbost, the free events combined expert-led learning with shared meals, helping to foster both professional and community connections.
The sessions were facilitated by Geoff Hodgens, an ABV Skilled Volunteer, whose interactive style and sharp sense of humour helped bring traditionally dry business topics to life. With decades of experience advising small and medium-sized enterprises across Australia, Geoff offered participants not only practical tools but also the confidence to take their next business steps.
“After completing these workshops, I feel confident about the next steps I need to take to move forward with my business,” shared one participant. “The knowledge I’ve gained here removed roadblocks I couldn’t get through on my own.”
Another participant added, “This was a fabulous opportunity to learn a great deal of very helpful information in a short space of time.”
Each workshop covered key areas of business including planning for growth, attracting customers, improving operations, and financial management. Every participant reported an increased understanding of the topics and improved confidence in applying what they’d learned. ABV’s custom-designed workbooks and facilitator guides were particularly well-received, providing tools that could be immediately applied to real-world challenges.
Participants now have the opportunity to take their learning even further, with follow-up mentoring available through ABV’s Resilient Regions program. The workshops are part of ABV’s ongoing commitment to supporting resilient, thriving communities, and were proudly supported by the Australian and Victorian Governments.
