Cissy also highlighted the importance of strengthening the voices of the people, and of good governance set-ups from the beginning. This includes the importance of good professional advice from people who understand the legal and regulatory environments, the social context, and the traditional decision-making requirements. Notably, the role of Chair and Directorship of BAC is unpaid and Cissy originally quit her paid job for her first term to undertake these responsibilities as a Director and Chair. Cissy was clear that the role needed to remain voluntary to ensure that the person has the trust of the community yet she recalled how hard it was for her and her family the first time around without paid work. So Cissy retained her full-time paid employment for her second term as Chair. While this means she is extremely busy, Cissy felt that it is more sustainable than having no income. Cissy also emphasised the unpaid support of other people working for the PBC Board and the community. For instance, her sister was always assisting with agendas, minutes and compliance matters. We would be working long hours on a voluntarily basis and especially at the time of receiving all these letters from these bullies, we had to commit time to responding, seeking legal support and advice, talk to other community members and work through these dispute processes in an efficient way to continue to progress and to protect the interest of all members’ needs. We did not want to end up like Oombulggurri. At the time of the interview, Cissy had just negotiated on behalf of the PBC and been awarded a contract for the management of Home Valley Station through ILSC – a tourism business. They had a plan to negotiate a five-year Management plan overseeing the tourism part of the lease. Cissy spoke with pride about how this was the first of any ILSC properties to be handed a Management Agreement and the huge opportunity this offered for the Balanggarra people. Home Valley Station is a large tourism destination, managed by Traditional Owners. And to have our first Balanggarra Aboriginal Women to manage Home Valley Station. This was a great opportunity for Balanggarra People to manage and operate this destination for the betterment of Traditional Owners and others to assist with jobs and training in Tourism and Hospitality in the region. The first season, there was 95% Indigenous employment with some challenges, but nothing that couldn’t be worked through. I must say, it wasn’t easy during the EOI process with ILSC. It was difficult dealing with ILSC staff who really didn’t prioritise the interests of Traditional Owners. There was one ILSC staff member who was not cooperating, and it really felt as though this person was trying to sabotage our opportunity for success. It was just another form of bullying and intimidation by an institution with power. They also secured two years of funding for a general manager/CEO Role supported by Bush Heritage Australia, relieving some of the tasks that Cissy, Trisha and the Board were doing. Previous to this, KLC was receiving the PBC Support funding, the Ranger Working on Country funding and the IPA funding. This was the first time BAC PBC had a paid position. At the time of her interview, Cissy was optimistic that the community and the board were in a good position and that when she leaves next time, they will be far more capable of maintaining solid, transparent governance arrangements that benefit everyone. 66 Women in Native Title: Native Title Report 2024