GOVERNMENT OF WESTERN AUSTRALIA
ABORIGINAL ECONOMIC PARTICIPATION STRATEGY 2012 – 2016
FINAL REPORT
DECEMBER 2016
CONTENTS
BACKGROUND AND STRATEGY AIMS 2
STRATEGY THEMES AND PROGRESS 3
LEGEND – STATUS OF INITIATIVES 4
LIST OF STRATEGY INITIATIVES, LEAD AGENCY RESPONSIBILITY AND STATUS 4
INITIATIVES AND ACHIEVEMENTS
Theme 1 - Respond to Aboriginal Aspirations 7
Theme 2 - Unlock the Potential 14
Theme 3 - Grow Economic Participation 31
Theme 4 - Create Sustainable Wealth 49
Theme 5 - Work in Partnership 57
APPENDIX 1: GLOSSARY AND NUMBER OF AGENCY LED AND PARTNERED INITIATIVES 70
APPENDIX 2: LIST OF STRATEGY INITIATIVES AND STATUS BY LEAD AGENCY 71
Above: Kimberley Landscape Courtesy Department of Aboriginal Affairs
Front Cover: Aboriginal Tourism Adventures – Courtesy Western Australia Aboriginal Tourism Operators Council; and Nearer to Nature officer Zac Walker with Mundaring Primary School students – Courtesy Jennifer Eliot Department of Parks and Wildlife Government of Western Australia Aboriginal Economic Participation Strategy 2012 – 2016 Final Report – December 2016 1 | P a g e
BACKGROUND
The State Government is committed to encouraging and providing opportunities for Aboriginal people to participate in the State’s economy.
To provide a framework and rationale for State Government investment in Aboriginal economic participation, the Aboriginal Affairs Coordinating Committee (AACC) requested that the Department of Aboriginal Affairs (DAA) facilitate the development of a State-wide strategy.
In September 2012, the Minister for Aboriginal Affairs launched the Government of Western Australia Aboriginal Economic Participation Courtesy Small Business Development Corporation Strategy 2012–2016 (the Strategy), which includes 69 initiatives involving 26 agencies.
The Strategy provided a whole-of-government approach to address the many barriers Aboriginal people experience in moving from welfare dependency to employment and self-sufficiency.
Through the Strategy, the State Government supported activity to increase Aboriginal economic participation: As an employer, the Government took proactive measures to increase levels of Aboriginal employment within the public sector and with contractors working on government contracts; As a service provider, the Government took measures to support Aboriginal people and their communities in building the social and intellectual capital necessary to participate equally in the Western Australian economy; As a leader of the economy, the Government engaged with the private sector to stimulate jobs and business opportunities for Aboriginal people; and As a procurer of goods and services, the State strengthened Aboriginal employment requirements in government procurement processes and increased the involvement of Aboriginal businesses in the delivery of government services and capital projects.
STRATEGY AIMS
The aims of the Strategy were to: Improve the potential for Aboriginal people to participate fully in the State’s economy; Strengthen Aboriginal culture and society; and Ensure Aboriginal people have the same opportunities in life as non-Aboriginal people.
Sustainable, long-term structural improvements to the economic participation of Aboriginal people in the State’s economy required more effort and a fresh approach. This included: The cooperative effort of industry, government and the Aboriginal community; Reducing barriers to employment; Building the Aboriginal economic base, particularly in remote Western Australia; Developing the capabilities of Aboriginal people to attain jobs and establish businesses; and Creating sustainable opportunities through land reform, native title and Aboriginal culture and knowledge.
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STRATEGY THEMES & PROCESSES
Themes
The Strategy was developed under five themes: 1. Respond to Aboriginal aspirations;
2. Unlock the potential;
3. Grow economic participation;
4. Create sustainable wealth; and
5. Work in partnership.
Under each theme there were overarching objectives and a number of initiatives designed to increase Aboriginal economic participation primarily through: Improved education outcomes;
Increased employment opportunities;
The development and growth of businesses and contracting opportunities; and
Acquiring assets and growing wealth.
Progress
There are 26 State Government agencies implementing the 69 initiatives outlined in the Strategy.
Of the 69 initiatives: 47 have been completed and/or may now be incorporated into core business and/or are ongoing;
14 are at an advanced stage with a number of milestones completed; and/or may now be incorporated into core business; and
eight are still in progress with ongoing work to complete.
A final report on the status of the implementation of the initiatives has been provided by each lead agency. The achievements advanced by each initiative are outlined in this Final Report under each respective theme (see pages 7-69).
A numbered list of the 69 initiatives and their current status is at pages 4 - 6 and identified against each lead agency (see Appendix 2 at pages 71-72).
1, 2, and 4 Aboriginal Tourism Ventures Courtesy Western Australia Aboriginal Tourism Operators Council (WAITOC) 3 Courtesy Department of Parks and Wildlife
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Legend – Status of the 69 Initiatives
The initiative is completed and/or incorporated into core business and /or may be Completed 47 ongoing. The initiative is at an advanced stage with a number of milestones progressed Advanced 14 and completed; and/or may be now incorporated into core business.
In Progress 8 The initiative is in progress with ongoing work to complete.
Note: For the glossary of agency abbreviations refer page 70. List of Strategy Initiatives, Lead Agency Responsibility & Status
No STRATEGY INITIATIVE (By Theme Number) AGENCY STATUS Page
1 1.1 Establish a governance and leadership development program DRD Completed 7
2 1.2 Provide corporate and governance training to Aboriginal corporations/trusts DRD In Progress 8
3 1.3 Improve Aboriginal engagement in planning at the local and regional level DoP Advanced 8
4 1.4 Partner with the private sector to sponsor Aboriginal entrepreneurship SBDC Completed 9
5 1.5 Promote the participation of Aboriginal people in industry forums SBDC Completed 10
6 1.6 Market and promote the benefits of employment and business to Aboriginal people DTWD Completed 10
7 1.7 Advocate Aboriginal economic development policy & welfare reform at national level DAA Advanced 11
8 1.8 Facilitate economic opportunity from Aboriginal land & intellectual property DAA In Progress 11
9 1.9 Implement native title agreements with a focus on building capacity DPC Completed 13
10 2.1 Seek support from Aboriginal parents, caregivers to improve school attendance DoE Advanced 14
11 2.2 Encourage expansion of programs that contribute to retention of Aboriginal students DoE Advanced 16
12 2.3 Continue to support the Follow the Dream Partnerships for Success Program DoE Advanced 17
13 2.4 Investigate additional residential hostels with wrap-around support services DoE Completed 17
14 2.5 Increase participation of Aboriginal School-Based Apprenticeship/Traineeship Program DTWD Advanced 18
15 2.6 Increase participation in Aboriginal career development & mentoring within schools DoE Advanced 19
16 2.7 Promote agriculture school programs and work experience DAFWA Completed 20
17 2.8 Implement the TT-WT, AWDS including connecting employers & Aboriginal job seekers DTWD Completed 21
18 2.9 Implement the TT-WT, AWDS including engaging local knowledge and capacity DTWD Completed 22
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No STRATEGY INITIATIVE (By Theme Number) AGENCY STATUS Page
19 2.10 Implement the TT-WT, AWDS including improving transitioning through mentoring DTWD Completed 22
20 2.11 Implement the TT-WT, AWDS including developing a response to institutional barriers DTWD Completed 23
21 2.12 Implement the TT-WT, AWDS including awareness of employment & role models DTWD Completed 23
22 2.13 Investigate and develop new models of Aboriginal apprenticeship delivery DAA Completed 24
23 2.14 Implement the WA Public Sector Aboriginal Traineeship Program PSC Completed 24
24 2.15 Increase Aboriginal traineeships and apprenticeships in the housing industry HA Advanced 25
25 2.16 Increase the uptake, retention and completions of traineeships in MRWA projects MRWA Advanced 26
26 2.17 Support and expand DPaW’s ranger traineeships, in particular joint park management DPaW Completed 27
27 2.18 Establish with partners a trade training centre in the West Kimberley DTWD Completed 30
28 2.19 Investigate accommodation facilities with wrap-around support services in regions HA Completed 31
29 3.1 Implement the WA PSAES with an Aboriginal employment target of 3.2 per cent PSC Completed 31
30 3.2 Strengthen Aboriginal employment through improved government procurement Finance Completed 32
31 3.3 Increase the participation of Aboriginal people in all sections of the Health Sector Health Completed 32
32 3.4 Investigate affordable worker accommodation for Aboriginal people in regions HA Advanced 34
33 3.5 Maintain existing and investigate new work camps for Aboriginal prisoners DCS Completed 35
34 3.6 Support MoU between MCA and Government with the aim of improving opportunities DAA Completed 36
35 3.7 Promote fly-in fly-out arrangements to assist Aboriginal participation in labour market DTWD Completed 36
36 3.8 Promote engagement of Aboriginal students in after-school/casual labour market DTWD Advanced 37
37 3.9 Address home-to-work transport issues, including drivers licensing & public transport DotAG/DoT Completed 38
38 3.10 Improve Aboriginal engagement in the delivery of social housing in remote areas HA Completed 40
39 3.11 Review State’s procurement policies to support Aboriginal business opportunities Finance Completed 41
40 3.12 Provide training, advice & business support services to Aboriginal small businesses SBDC Completed 42
41 3.13 Implement the Aboriginal Tourism Strategy for Western Australia 2011 – 2015 TWA d Completed 42
42 3.14 In partnership with industry, support & advocate on behalf of Aboriginal businesses DAA Completed 45
43 3.15 Establish a public directory of Aboriginal businesses that details their capacity DTWD Completed 45
44 3.16 Implement the Indigenous Landholder Services program DAFWA Completed 46
45 3.17 Facilitate Aboriginal women into business and promote Aboriginal women’s business SBDC Completed 47
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No STRATEGY INITIATIVE (By Theme Number) AGENCY STATUS Page
46 3.18 Increase opportunities for businesses through joint management of National Parks DPaW Completed 47
47 4.1 Examine land tenure reform to establish home ownership on Aboriginal-controlled land RSRU In Progress 50
48 4.2 Research & develop a range of Aboriginal home ownership products HA Advanced 51
49 4.3 Promote exploration on Aboriginal lands that maximise economic participation DMP In Progress 52
50 4.4 Promote the further development of Aboriginal remote & regional art centres & artists DCA Completed 53
51 4.5 Expedite land development and release in locations that provide an economic return DoL Completed 55
52 4.6 Increase economic outcomes associated with negotiated native title agreements DPC Completed 56
53 4.7 Promote economic outcomes from Aboriginal and State lands through NRM projects DAFWA Completed 57
54 5.1 Implement the National Partnership Agreement on Indigenous Economic Participation DAA Completed 59 Completed 1
55 5.2 Implement the National Partnership Agreement on Remote Services Delivery DAA Completed 60 Advanced 2 In Progress 4 56 5.3 Implement the National Partnership Agreement on Remote Indigenous Housing HA Completed 61 Developing 2 On Hold 0 57 5.4 Implement the NPA on Remote Indigenous Public Internet Access DoC/DRD Completed 61
58 5.5 Liaise with Commonwealth regarding the Indigenous Economic Development Strategy DAA Completed 62
59 5.6 Partner to acquire land & use assets to establish Aboriginal businesses & investment DAA In Progress 63
60 5.7 Engage and gain support of WAAAC for Aboriginal economic participation DAA Completed 63
61 5.8 Engage with CME to gain support for Aboriginal economic participation initiatives DMP In Progress 63
62 5.9 Engage with CCI to gain support for Aboriginal economic participation initiatives DAA Advanced 64
63 5.10 Engage with APPEA to gain support for Aboriginal economic participation initiatives DMP In Progress 64
64 5.11 Engage with AMEC to gain support for Aboriginal economic participation initiatives DMP In Progress 64
65 5.12 Engage with Industry Training Councils to gain support for Aboriginal initiatives DTWD Completed 65
66 5.13 Collaborate with NTRB’s & PBC’s to maximise economic participation under ILUA’s DPC Completed 65
67 5.14 Engage with Aboriginal NGO’s in contracting service providers DCPFS Advanced 67
68 5.15 Maintain Natural Resource Management Engagement Framework DAFWA Completed 70
69 5.16 Build positive relationships through the development of Reconciliation Action Plans DAA Completed 71
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INITIATIVES AND ACHIEVEMENTS
THEME 1: Respond to Aboriginal Aspirations
Aboriginal and non-Aboriginal people need to work together to create a better future for all Western Australians. Being inspired and motivated to achieve a better quality of life for all Aboriginal people is the turning point. Western Australians will benefit from valuing and encouraging the unique contribution of Aboriginal people and building upon their skills, knowledge and success
1.1 DEPARTMENT OF REGIONAL DEVELOPMENT (DRD) Completed Establish a governance and leadership development program, in consultation with Aboriginal communities, to identify and support Aboriginal economic leadership and management in the implementation of land use and other agreements, in particular in the Kimberley, Pilbara and Midwest regions
STRATEGY
Completion of a Governance and Leadership Development Program (GLDP) Business Case. Cabinet to approve implementation of a $2.3 million GLDP over three years from 2015. DRD to progressively implement the GLDP strategy over 2014-2015 to 2017-2018. A GLDP work plan with milestones established to target increased Aboriginal economic participation in delivery regions.
ACHIEVEMENTS
The Business Case and Cabinet Submission was approved with Government focus on economic development in regional and remote communities. The Business Case identified three pillars as priorities: o Pillar 1. Aboriginal Corporate Governance Development has delivered two funding rounds (to date) to support eligible Aboriginal Organisations with Corporate Governance issues with a focus on improving commercial and business opportunities. Further funding rounds are planned. o Pillar 2. Procurement Reform will target increasing and maximising the participation of Aboriginal businesses in procurement opportunities State-wide. An Advisory Services Tender has been finalised and an Aboriginal organisation has been appointed to assist with this pillar over a two year period. o Pillar 3. Aboriginal Leadership Development will be implemented through a developed Aboriginal Business Leadership Program (ABLP). An Aboriginal Business Leadership panel of providers has been established to deliver one or more ABLPs in regional Western Australia. The first ABLP is to be delivered in the Midwest from January 2017.
Courtesy Department of Regional Development
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1.2 DEPARTMENT OF REGIONAL DEVELOPMENT (DRD) In Progress Provide tailored corporate and community governance training and development to Aboriginal corporations and commercial trusts
STRATEGY / MILESTONES
Refer 1.1
ACHIEVEMENTS
The GLDP Business Case was approved by Cabinet in April 2015. Workplans have been established for each of the three pillars under the GLDP. Program Guidelines, an Application Form and a User Guide were established for the Corporate Governance Development Pillar 1, and the overall GLDP. Assessment process and panels were established for the three pillars. 2014-15 A $200,000 grant was awarded to Jawun to expand their leadership program to support improved outcomes for at least 15 organisations in the East and West Kimberley regions. 2015-16 In May 2016, an open grant program was launched to assist organisations to access corporate governance support in the form of training, coaching and independent directorships. A total of $115,717 in grants was approved to assist four organisations with corporate governance. In September 2016, three organisations including Indigenous Professional Services, Betterlink Consultancy and the Australian Institute of Management and UWA joint venture were appointed to the panel of providers to deliver future Aboriginal Business Leaders Programs under the Aboriginal Leadership Development pillar. 2016-17 Indigenous Professional Services was appointed to deliver the first ABLP in the Midwest region, principally in Geraldton. In December 2016, Morrgul Pty Ltd, based in the West Kimberley, was appointed to a two year contract to deliver on Aboriginal Procurement Reform targets set under the Aboriginal Procurement pillar. Further Aboriginal Corporate Governance rounds and ABLPs are planned for implementation in 2017.
1.3 DEPARTMENT OF PLANNING (DoP) Advanced Improve Aboriginal representation and engagement in social and economic planning at the local and regional level
STRATEGY
Incorporation of Aboriginal views on regional planning and development. Continued development and maintenance of layout plans for remote Aboriginal settlements.
ACHIEVEMENTS
Relevant planning strategies and schemes are under preparation, including assistance to local government developing local planning strategies for the Shire of Halls Creek and the Shire of Wyndham-East Kimberley; and local planning schemes for the Shire of Derby/West Kimberley, Shire of Halls Creek and the Shire of Wyndham-East Kimberley. Traditional Owners and other relevant stakeholders are requested to provide advice during the public advertising and submission periods. The Kimberley Regional Planning and Infrastructure Framework was finalised in December 2015. In the preparation of the Framework, there was significant input from the Traditional Owners Reference Group (TORG). The TORG was established by the Western Australian Planning Commission to advise on matters including native title, heritage and culture and environment as they pertained to strategic planning for the Kimberley region.
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The Dampier Peninsula Planning Strategy was finalised in April 2015. A significant step in preparing this Strategy was the establishment of a comprehensive framework for the involvement of the Traditional Owners to build upon the earlier consultation undertaken with the Aboriginal people and residents of the Dampier Peninsula in 2007-08 and to record this information in the Record of Consultation Report (July 2008). The project involved the native title holders and claimants, through the Traditional Owners Steering Committee and facilitated by the Kimberley Land Council, and the resulting report containing their vision is called the Dampier Peninsula Plan Project (DPP). The DPP is a consultation project allowing the Traditional Owners to workshop and provide recommendations on planning and management for country on the Dampier Peninsula. Layout Plans for Aboriginal settlements are maintained and are available for distribution via the State Land Information Platform and at www.planning.wa.gov.au/Aboriginal-settlements.asp.
1.4 SMALL BUSINESS DEVELOPMENT CORPORATION (SBDC) Completed Establish a partnership with the private sector to sponsor Aboriginal entrepreneurship and the professional development of Aboriginal business managers and in-house professionals
STRATEGY
Build strong engagement with and commitment from all key stakeholder groups.
ACHIEVEMENTS
2013 118 Aboriginal business owners participated in SBDC and Small Business Centres (SBC) workshops in 2012-13 gaining professional development skills for their business. SBC Network - Six metropolitan and 19 regional centres were sponsored by SBDC. 108 new business client sessions were conducted by the SBCs in 2012-13 with 49 new Aboriginal businesses established. SBC West Pilbara sponsorship agreement with Chevron to deliver small business services. This sponsorship had key deliverables for the development of Aboriginal businesses. Many Rivers Microfinance (MRM) - Sponsorship agreement to provide assistance to Aboriginal people to establish their own small business. MRM: The “pop-up shop” remote product distribution pilot in late Aboriginal Business Training Seminar Courtesy Small Business Development Corporation 2013, proved to be successful. The following statistics were provided by MRM: o 480 units sold in three days, turnover of $9,724 (40 per cent of stock by volume, 24 per cent by value); o 17 of 22 businesses achieved sales; and o Definite scope and demand for future Pop-up Shops in Perth. 2014 146 Aboriginal business owners participated in SBDC and SBC workshops in 2013-14. SBC Network conducted 377 client sessions with 24 new Aboriginal businesses established in 2013-14. MRM – Sponsorship Agreement to provide assistance to Aboriginal people in WA continued. The pop-up shop concept was again held in Perth (November 2014). 2015 213 client sessions across metropolitan and regional Western Australia facilitated by SBDC and SBCs in the 2014-15 financial year. MRM: Sponsorship Agreement to provide assistance to Aboriginal people in WA continued. SBDC worked with AUSUM Initiatives in 2014 to promote and provide assistance with the facilitation of their BizCamp and Innovation Days. This program is targeted at Year 11 and 12 students. Funding for the Aboriginal Business Unit ended on 30 June 2015. Since 1 July 2015, ongoing advice and support is provided to Aboriginal businesses by the SBDC’s general advisory team and the Business Local
Service.
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1.5 SMALL BUSINESS DEVELOPMENT CORPORATION (SBDC) Completed Promote the participation of Aboriginal people in industry forums and associations, such as regional Chambers of Commerce and Industry
STRATEGY
Advocate for a fair, conducive and productive environment for small business.
ACHIEVEMENETS
SBDC promotes the participation of Aboriginal businesses in professional forums such as Chambers of Commerce and Small Business Centres. SBDC disseminates information to Aboriginal business owners regarding events when the information is received by the Agency. Leighton Contractors – participation in forums regarding procurement opportunities for Aboriginal businesses in the Elizabeth Quay, Gateway and Solomon Projects and Cultivate 2013 Workshop Event. Woodside Energy Ltd – Promotion of Noongar business forums, “Mapping the Connections Project” with Enterprise Connect and presentations to Woodside staff on small businesses. Department of Housing – National Partnership Agreement on Remote Aboriginal Housing promotion of workshops conducted in 2013. Indigenous Business Australia – Promotion of Prequalification workshops conducted in 2013. Assisted five Aboriginal tourism businesses to attend the Australian Indigenous Tourism Conference in Alice Springs in October 2013. Curtin Business School, Curtin Growth Ignition – one female Aboriginal business owner attended Ignition 2014. This scholarship was funded by the Department of Local Government and Communities (DLGC). SBDC facilitated the introduction to Curtin Business School. Curtin Business School, Curtin Growth Ignition – five Aboriginal business owners attended Ignition 2015. These scholarships were funded by the DLGC, Curtin Business School and Curtin Diversity Department. SBDC facilitated the introduction to Curtin Business School. Local Contractors Alliance and Reconciliation WA Aboriginal Business Showcase event in August 2015 provided assistance with invitation dissemination and for Aboriginal businesses to showcase their business. SBDC partnered with Jackson McDonald, RSM Bird Cameron, Fortescue Metal Group, Woodside, BHP Billiton and Shell to facilitate and deliver Joint Venture and Governance workshops across Western Australia. In total, 31 Aboriginal businesses attended the workshops. Funding for the Aboriginal Business Unit ended on 30 June 2015. Since 1 July 2015, advice and support has been provided to Aboriginal businesses by the SBDC’s general advisory team and the Business Local Service.
1.6 DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT (DTWD) Completed Market and promote the benefits of employment and business development to the Aboriginal community
STRATEGY
Training Together - Working Together, Aboriginal Workforce Development Strategy.
ACHIEVEMENTS
DTWD ran a State-wide marketing campaign with specific regional strategies targeting job seekers and employers from November 2011 into January 2012. This involved an integrated series of TV, radio, bus advertisements at both metropolitan and regional levels and included Aboriginal media. Future marketing campaigns are subject to funding. The benefits of employment are promoted by the Aboriginal Workforce Development Centres (AWDCs) through its role model and success story videos on the website, and also face-to-face through exhibitions, forums, school visits, and individual interviews.
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1.7 DEPARTMENT OF ABORIGINAL AFFAIRS (DAA) Advanced Advocate for Aboriginal economic development policy and welfare reform at a national level
STRATEGY
Supporting development of Aboriginal economic participation.
ACHIEVEMENTS
2013-14 Following “Machinery of Government” changes at the Federal level following the 2013 election, DAA commenced discussions regarding future State-Commonwealth arrangements. Discussions were based on the priorities identified by the AACC Sub-Committee on Economic Development and Governance (AACC SCEDG). The original intention was to initiate discussions through a working paper to the former Working Group on Indigenous Reform in the 2013 calendar year. The working group however did not convene in that period and was dissolved following the change of Commonwealth Government. Discussions regarding future State-Commonwealth arrangements relating to Aboriginal Affairs and economic development opportunities for Aboriginal Western Australians commenced in early 2015. Discussions were based on the priorities identified by the AACC SCEDG. 2015 The Commonwealth and State engaged in bilateral discussions on employment and welfare reform to achieve economic outcomes through: o coordination/alignment of welfare reform and income management policy, through Regional Services Reform; o garnishing of fines from income support in order to reduce incarceration for non-payment of fines; and o reforms to increase Aboriginal youth participation in education, training and employment. The State outlined to the Commonwealth the Aboriginal Business Directory WA (ABDWA) and suggested the possibility of future amalgamation and expansion into a national directory which may be more widely promoted. The State position and advocacy at a National level was through First Minister discussions at the Council of Australian Governments (COAG) forum. 2016 National-level advocacy continued through First Minister discussions at the COAG forum. This included agreement to focus on how governments can apply employment and procurement policies, and their infrastructure programmes, to increase employment and business opportunities for Indigenous Australians into the future. A new National Partnership on Remote Housing was finalised which placed an increased focus on Aboriginal employment, business opportunities and home ownership. DAA developed and continues to enhance a Data Warehouse to better gather and analyse economic participation data to inform and strengthen advocacy for Aboriginal policy and welfare reform.
1.8 DEPARTMENT OF ABORIGINAL AFFAIRS (DAA) In Progress Promote the strength, sustainability and economic value of Aboriginal culture and knowledge, and facilitate economic opportunity arising from Aboriginal lands and intellectual property
STRATEGY
The divestment of the Aboriginal Lands Trust (ALT) estate to appropriate Aboriginal ownership.
ACHIEVEMENTS
2014 Finalised the transfer process for six lots in East Perth to the Derbarl Yerrigan Medical Service. Transferred the ALT’s Gnangara property to the ANZ Trustees as Trustee for the Noongar Charitable Trust.
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Transferred the ALT’s Bidan Reserve and freehold properties to the Bidan Aboriginal Corporation. Proposed transfer of the ALT’s South West properties as a part of the State South West Settlement. Ongoing discussions with the Bardi Jawi native title holders regarding the divestment of the ALT estate in the Bardi Jawi determination area. 2015 Ongoing discussions with the Bardi Jawi native title holders regarding the divestment of the ALT estate in the Bardi Jawi determination area. Discussions with the Balanggarra native title holders regarding the divestment of the ALT estate in the Completed 1 Balanggarra determination area. Advanced 2 In Progress 4 Developing 2 On Hold 0
ALT Properties in Medina, Shire of Kwinana Courtesy Department of Aboriginal Affairs 2016
In October 2016, the Aboriginal Affairs Cabinet Subcommittee endorsed a Divestment and Land Tenure Improvement Strategy for the Aboriginal Lands Trust. o The strategy outlines ten principles of divestment and land tenure improvement. o The strategy is forming the basis of tenure reform proposals for remote communities and rangelands, with particular emphasis on priority communities identified by the Regional Services Reform program. A number of freehold parcels of land have been transferred into Aboriginal ownership over the last four years, including the ALT’s Gnangara ‘reserve’ and three properties in the City of Kwinana which have been transferred to Moorditj Koort Aboriginal Corporation. In each of these cases, significant value has been released to Aboriginal people through this process. A list of over 30 ALT properties have been identified as available for transfer into the Noongar Boodja Trust as part of the South West Native Title Settlement. The transfer of two portions and one complete ALT reserve has been agreed to as part of the Kimberley Science and Conservation Strategy (KSCS). The KSCS promotes cultural, environmental and employment related benefits for traditional owners such as the Wiligan, Dambimangari and Ballangarra peoples. Over 80 new leases have been issued and registered providing Aboriginal people with interim arrangements in order to enter into commercial or community ventures, e.g. in 2016 the first mortgage was registered on a lease in Balgo releasing $2 million in additional capital for the development of a community store. Subleases have been issued on Walagunya pastoral station, in the Pilbara, with an additional five subleases being in progress to enable commercial investment into pastoral activity. This could result in up to $30 million in private investment in the following five years.
1.9 DEPARTMENT OF THE PREMIER AND CABINET (DPC) Completed Implement native title agreements with a focus on building capacity among native title holders to maximise the opportunities arising from agreements
STRATEGY
Engage early with native title parties to identify constraints and opportunities. Work with native title parties to deliver capacity building outcomes.
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ACHIEVEMENTS
DPC, via the Land, Approvals and Native Title Unit (LANTU), is committed to facilitating Prescribed Body Corporate (PBC) capacity building to maximise economic opportunities by way of agreements with the State Government. DPC has made formal approaches for early and strategic engagement with 23 PBCs by way of a proposed Government Indigenous Land Use Agreement (Government ILUA).
The Esperance Nyungar (ENTAC) PBC was opened in June 2016 Courtesy Dan Paris Photography
The Government ILUA provides a platform for PBCs and the State Government to identify and realise mutually beneficial land management and economic development opportunities. The Government ILUA streamlines administrative processes under the Native Title Act, assists with building PBC capacity and can result in tangible outcomes such as annual income streams and formal land tenure holdings from which subsequent economic development initiatives can be derived. More than 10 PBCs have been funded since 2012 for formal discussions in respect to the Government ILUA. In some cases, native title parties have decided that opportunities afforded under the Government ILUA do not suit their current aspirations. The Esperance Nyungar Government ILUA was executed and registered in 2014 alongside a consent determination of native title, and in the past 12-18 month period, has delivered the following capacity building outcomes: PBC registered in April 2015; PBC Office (as interface for business operations) opened in mid- 2016; development and implementation of corporate strategic and operational plans; appointment of Independent Directors, Chief Executive Officer, Accountant, Heritage Service Provider; incorporation of three subsidiary companies to manage business functions relating to land, heritage and economic development; holding of two Annual General Meetings; and receipt of annual funding. As at 30 September 2016, there were 14 ILUA proposals under active management and negotiation in the Kimberley and the South West. The South West Settlement is the most comprehensive ILUA proposed in Australian history entailing the full and final resolution of all native title claims in the South West of Western Australia in exchange for a package of benefits that includes significant capacity building outcomes and economic development opportunities for the Noongar people.
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Completed 1 Advanced 2 In Progress 4 Developing 2 On Hold 0
o The WA Government began negotiating with the South West Aboriginal Land and Sea Council (SWALCSC) prior to a 2009 ‘Heads of Agreement’. This early engagement and commitment to agreed outcomes formed the basis for successful negotiation of the Settlement. In March 2015, the Noongar people voted in favour of the Settlement. o The ILUAs were executed in June 2015 and contain initiatives that will facilitate Noongar capacity building across a range of areas and include: establishment and support of seven Noongar Corporations representing the various Agreement Groups, a Community Development Framework, a Noongar Economic Participation Framework, a Noongar Land Fund, improved access to Noongar land and other agreements with WA Government agencies to build capacity in land, conservation and heritage management. o The Settlement also provides for the Noongar Boodja Trust (NBT) to hold and manage all the benefits and assets arising from the Settlement. The independent Trustee was formally selected and appointed 27 June 2016 (The Settlement is further discussed at 4.6 and 5.13 in this report).
THEME 2: Unlock the Potential
Education, training and skills development from the early years into adulthood are the keys to unlocking the economic potential of Aboriginal people. Flexible and relevant education and training pathways are being developed, and enthusiasm for learning cultivated through more culturally- appropriate learning strategies and practices.
2.1 DEPARTMENT OF EDUCATION (DoE) Advanced Seek support from Aboriginal parents, caregivers and cultural leaders to improve school attendance and participation in education
STRATEGY
The Aboriginal and Torres Strait Islander Education Action Plan 2010- 2014 (ATSIEAP) was replaced in 2015 by the National Aboriginal and Torres Strait Islander Education Strategy, which established new national collaborative actions for all jurisdictions. The development of school and community partnership agreements were an agreed action for Focus Schools, as outlined in the former ATSIEAP. Partnership agreements articulated mutual obligations and expectations of families and schools in relation to student attendance and participation. A number of additional schools have entered into partnership agreements and many have retained and reviewed these although they are no longer a requirement. All Focus Schools were expected to develop evidence-based attendance strategies in consultation with Aboriginal parents and Courtesy Department of Education communities, as outlined in the ATSIEAP. Regional Aboriginal Education teams and Aboriginal and Islander Education Officers (AIEOs) support Aboriginal students’ attendance and participation and liaise with Aboriginal parents to engage them in their children’s education. Personalised learning strategies for Aboriginal students were an agreed action under the ATSIEAP. Personalised Learning Plans (PLPs) for Aboriginal students support improved educational outcomes, including attendance. All students, including Aboriginal students, with an attendance rate below 90 per cent require personalised strategies to be developed and documented.
ACHIEVEMENTS
The Focus School initiative, including School and Community Partnership Agreements (SCPA) and PLPs, and associated Commonwealth funding has now ceased. As at July 2014, however, of the 67 Focus Schools, 45 had a finalised SCPA in place. Records are no longer kept on the number of schools with a SCPA as the project is now completed.
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AIEOs work closely with families and communities and support families to increase attendance and participation of Aboriginal students. Regional Aboriginal Education teams assist schools and AIEOs to work with parents and community members to engage with schools. ‘Documented Plans’ or ‘Personalised Learning and Support Plans’ refers to documentation that details tailored strategies developed for a student by their school in collaboration with parents/carers, other professionals and wider school community. Personalised Learning and Support Plans are a requirement of a number of DoE policies and may be needed when there are concerns for Courtesy Department of Education a student, or a group of students such as: o difficulty with classroom learning; o attendance at school; o positive behaviour support; or o other identified risk. DoE is currently reviewing its Guidelines for Personalised Learning and Support Plans, which will replace the previous Guidelines for Implementing Documented Plans. Results from a DoE survey indicate that, in 2014, 73 per cent of Aboriginal students had an individual learning plan or personalised learning strategy in place. Surveys are no longer conducted as this formed part of the reporting requirements for the former ATSIEAP. In 2016, DoE established a new model of support to improve student engagement. The new model unifies existing support services and includes a new School Special Education Needs: Behaviour and Engagement, comprising 13 engagement centres in each education region. The Student Support Services Directorate provides targeted, coordinated and more efficient support to schools and at-risk students. The services incorporate local intra and inter-agency partnerships, whole-school professional learning and individualised education provision for high needs students. The following strategies also support schools to improve attendance of Aboriginal students: o Primary to secondary school case management; o Curriculum differentiation; o School Psychology Service support; o School Community Partnerships; o Badged Attendance Officers; o Responsible Parenting Agreements; and o Attendance Advisory Panels. In 2017, schools will have access to an online Student Attendance Toolkit. This resource will assist schools to plan for improved attendance and implement practical community, family and classroom strategies that target the causes of student absence at their school. Courtesy Department of Education KindiLink provides six hours a week of play-and-learn sessions for three year old Aboriginal children and their families at 37 participating schools. The initiative aims to boost children’s learning in the year before they start Kindergarten and to forge strong links between home and school. The teachers and AIEOs who plan and deliver the sessions work alongside families to help them prepare their own children for successful transition to school. KindiLink is running as a three year pilot (2016-2018) and being independently evaluated to inform future directions.
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2.2 DEPARTMENT OF EDUCATION (DoE) Advanced Encourage the expansion of programs that contribute to the retention of Aboriginal students in the education system and with the transition to employment
STRATEGY
DoE committed to COAG’s Closing the Gap target of halving the gap in Year 12 attainment levels between Aboriginal and non-Aboriginal students by 2020 in its Aboriginal Education Plan for WA Public Schools 2011 - 2014 (the Plan). The Plan ceased at the end of 2014 and was replaced by Directions in Aboriginal Education 2015. Directions for Aboriginal Education 2016 was issued in February 2016. The targets established by COAG remain a priority for DoE.
ACHIEVEMENTS
The retention rate of Aboriginal students in public schools from Year 8 to Year 12 decreased from 49.1 per cent in 2015 to 43.9 per cent in 2015. Despite the decrease, the 2105 rate was the second highest on record for Western Australian public school Aboriginal students. Apparent retention rates do not account for net changes to the school population caused by interstate and overseas migration, or students moving between school sectors. Consequently, the 2104 rates for Aboriginal and non-Aboriginal students were inflated by higher net overseas and interstate migration and more students moving to public schools from non- government schools and vocational education and training providers than in previous years. A marked reduction in these inflationary factors caused the 2016 rates to return to levels more consistent with the 2013 rates and the longer term trends of improvement. In 2015, 87.5 per cent of eligible Aboriginal public school students achieved the Western Australian Certificate of Education (WACE), compared to 92.5 per cent in 2014. There is no clear explanation as to why this drop occurred. However, WACE achievement is not a requirement Courtesy Department of Education for non-university post-school destinations and the reduction in the WACE achievement rate in 2015 was accompanied by a substantial increase since 2013 in the number and proportion of Year 12 students completing VET Certificates II or higher (see below), which often provide more direct work-related skills, experiences and pathways into future training and employment opportunities than the WACE per se. Vocational Education and Training (VET) in Schools programs are available for students in Years 7-12. VET achievements count towards the WACE. In 2015, 2,055 Aboriginal students were enrolled in VET in Schools programs (this includes the Aboriginal School Based Training (ASBT) program). This was approximately 8 per cent of the total VET in Schools cohort in public schools (based on Reporting to Parents VET data). This compares with 1,724 Aboriginal students enrolled in VET in Schools programs in 2014 (also 8 per cent of the cohort). DoE supports a number of programs that contribute to the retention and transition of Aboriginal students to employment, such as: o Follow the Dream: Partnerships for Success (see 2.3); o ABST program (in partnership with the DTWD (see 2.5); and Clontarf Foundation’s Football Academies.
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2.3 DEPARTMENT OF EDUCATION (DoE) Advanced Continue to support the Follow the Dream: Partnerships for Success program and its successful achievement of tertiary study aspirations and professional careers
STRATEGY
The Follow the Dream: Partnerships for Success program provides after-school tuition and mentoring support to aspirant Aboriginal secondary students to assist them to achieve positive academic outcomes and meaningful post-school destinations such as university, further training or employment. The learning and support program that is offered at each site varies as it is tailored to the specific needs to the participating students and their circumstances.
ACHIEVEMENTS
The Follow the Dream: Partnerships for Success program supported approximately 1,200 students through the host schools or via outreach programs in 2016. In 2015, the program accounted for 26 of the 38 Aboriginal students who achieved an ATAR at or above 55 (68 per cent of all Aboriginal students) and 190 of the 388 Aboriginal students who achieved a WACE (49 per cent of all Aboriginal students). In 2016, the program operated at 25 host schools throughout the State, with outreach programs facilitated from the host school sites.
2.4 DEPARTMENT OF EDUCATION (DoE) Completed Investigate the establishment of additional residential hostels with wrap-around support services to provide sustainable accommodation for students
STRATEGY
There are eight residential colleges for secondary students in major WA country centres. The Country High School Hostels Authority increased the boarding capacity of the Broome Residential College from 72 places to 116 for 2017. The majority of the students boarding at the Broome facility are Aboriginal. With DoE’s support, school psychologists have been provided to each of the residential colleges. The Country High School Hostels Authority has acquired additional land adjacent to Broome Residential College as it continues to look at options for accommodation growth in the Kimberley.
Courtesy Broome Residential College
ACHIEVEMENTS
Regional residential colleges located in Albany, Broome, Esperance, Geraldton, Merredin, Moora, Narrogin and Northam are currently being operated by the Country High School Hostels Authority. In July 2017, DoE will be responsible for all colleges.
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Residential colleges provide access to secondary education for students living in geographically isolated locations. There are 15 regional partner schools encompassing public, Catholic and independent schools. For eligible Aboriginal students, the cost of boarding is met by ABSTUDY, a Commonwealth Government program. Aboriginal Hostels Limited, a Commonwealth Government agency, operates the Kununurra Hostel for geographically isolated Aboriginal secondary school students.
2.5 DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT (DTWD) Advanced Increase participation and completion of Aboriginal School Based Apprenticeship & Traineeship Programs
STRATEGY
DTWD Aboriginal School Based Training (ASBT). DoE The ASBT program provides Aboriginal students in Years 10-12 with opportunities to start training in school to access practical work experience, gain a qualification, and go on to further education, training or employment. The program is managed by DTWD with additional funds to support the program provided by DoE. There is an apprenticeship and a traineeship pathway for Year 11 and 12 students and an institutional pathway for Year 10-12 students who are developing work readiness skills at Certificate I and II levels. Public Sector Commission (PSC) PSC is primarily responsible for the expansion of non-school based traineeship programs. This is achieved via the implementation of PSC’s Government Traineeship Program, school based and full-time traineeships. PSC expanded its Government Traineeship Program (GTP) to regional WA and included four intakes.
ACHIEVEMENTS
DTWD The DTWD provides targeted funding for ASBT, which is available via two pathways: o Institutional training - With the support of their school, Aboriginal students can undertake a Certificate I or II qualification which helps them develop work-readiness skills not achieved through general education. The institutional pathway is available to full-time Year 10, 11 and 12 students and in 2012–13, DTWD added three more qualifications to the ASBT course options. o School based apprenticeship/traineeship - this pathway is available to Aboriginal full-time Year 11 and 12 students and includes work placement through a group training organisation which, until June 2015, received subsidies under the Commonwealth/State Joint Group Training Program (JGTP) to provide additional support services and mentoring for students from this cohort, as required. Commonwealth funding to the JGTP ceased on 30 June 2015. DTWD launched its own Western Australian Group Training Program in July 2015. This program includes funding for Aboriginal school based apprenticeships and traineeships. In the 2012 calendar year, there were 140 course enrolments in the ASBT institutional pathway, with a module load completion rate of 79.82 per cent; while in the traineeship pathway there were 286 commencements and 112 completions. In 2013, there were 198 enrolments in the ASBT institutional pathway, with a module load completion rate of 81 per cent; while in the traineeship pathway there were 182 commencements and 115 completions. In 2014, there were 352 enrolments in the ASBT institutional pathway, with a module load completion rate of 74.88 per cent; while in the traineeship pathway there were 266 commencements and 93 completions. In 2015, there were 321 course enrolments in the ASBT institutional pathway, with a module load completion rate of 65 per cent, while in the traineeship pathway there were 260 commencements and 128 completions. Course enrolments in the institutional pathway increased significantly by 151 per cent between 2012 and 2014. In 2015, enrolments decreased by 9 per cent. Aboriginal school based apprenticeship and traineeship commencements remained steady between 2014 and 2015 with only a marginal 2 per cent decrease.
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A review of the ASBT program in 2016 has focused on better tracking student progress from the institutional pathway to the apprenticeship and traineeship pathway.
DoE Traineeships and apprenticeships are reported through DTWD. There is potential for further program review in partnership with DTWD. PSC From 2012 to 2016 a total of 269 Aboriginal traineeships have been funded and administered by the PSC. The roll out of the GTP to regions commenced in August 2012 and included: Kimberley (Kununurra and Broome), South West (Bunbury), Wheatbelt (Northam), Pilbara (Port Hedland), and Goldfields (Kalgoorlie). 17 full-time Aboriginal trainees recruited in the first intake. The second regional intake commenced in July 2013 and employed 16 trainees and included the Midwest (Geraldton) region. A total of 25 trainees from these intakes have successfully completed their Courtesy Public Sector Commission qualification – completion rate of 39.1 per cent. All but three of these graduates have secured ongoing employment in the public sector – placement rate of 88 per cent. The 2015 metropolitan and regional intakes completed their traineeships in July 2016.
2.6 DEPARTMENT OF EDUCATION (DoE) Advanced Increase participation in Aboriginal career development and mentoring capacity within schools
STRATEGY
The National Partnership on Youth Attainment and Transitions (NPYAT) finished in 2013, and in 2014 a final report was provided to the Commonwealth Government by DTWD on behalf of all the partners, including DoE. This outlined the progress against all NPYAT funded projects, including improved access to training opportunities for school students and promoting a career development culture in targeted schools. The WA Guidelines for Career Development Services and Transitions, developed in partnership with WA education sectors, advocate access to career services for all students, including Aboriginal students and their families, to support informed career and study choices. These are now available to all schools on the DTWD Career Centre website at http://www.careercentre.dtwd.wa.gov.au/Pages/CareerCentre.aspx. Participation Coordinators employed by DoE work with public/private schools, and other providers to broker transitions into further education, training or employment for Year 11-12 students and early school leavers.
ACHIEVEMENTS
Case management and mentoring is provided to Aboriginal trainees to link them to employment services through the ASBT program, which is funded by DTWD. Public schools were also able to use their VET in School Targeted Initiative funding provided by DoE to provide further support for student mentoring. DoE has developed a series of Career Development resources to support students and schools including resources to support Individual Pathway Planning (IPP) by students. The first set of IPPs were developed with a focus on year groups (Years 7 to 12) and DoE is commencing work on developing a set of IPPs that is culturally appropriate for Aboriginal students.
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Students participating in the Follow the Dream: Partnerships for Success program benefit from after school learning centres where tutors and mentors assist them in their education. They also benefit from the opportunities created by the involvement in the program of industry partners. Students in the program are assisted with their career planning (see 2.3). Students involved in the Clontarf program are also provided with support to identify training and employment opportunities. At a local level, schools have the discretion to determine what programs are made available to students. These may include partnerships with non-government organisations to provide career development and
mentoring services.
Broome Students from Follow the Dream Program, known locally as Walarba Rubarri Courtesy Department of Education
2.7 DEPARTMENT OF AGRICULTURE AND FOOD WA (DAFWA) Completed Promote agricultural school (education) programs and work experience in agricultural workplaces to increase the participation of Aboriginal students
STRATEGY
DAFWA Indigenous Landholders Service (ILS) links economic based activity on Aboriginal managed lands to integrate farm activities to increase educational participation. DAFWA Education Initiative and ILS, through the Southern ILS, have been working together to place a small number of Aboriginal students in work experience with DAFWA. The Agricultural Education Initiative focuses on Kindergarten through to Year 12, while the Organisational Development Training Unit (ODTU) co-ordinates the graduate and under-graduate programs. ODTU coordinates the Indigenous Cadetship Program, and at present there is one trainee. DoE To explore opportunities for Year 10 Aboriginal students to enrol in agricultural colleges across the State (Focus 2013 – Directions for Schools).
ACHIEVEMENTS
DAFWA The State Natural Resource Management (NRM) Office supports schools to expand programs to contribute to retaining Aboriginal students and developed the Aboriginal Land Management Pathway (the Pathway) to increase participation in NRM and agriculture. Despite funding ceasing in March 2015, work continued on an informal basis to firm up and promote the Pathway up to June 2016. At the instigation of DPC, the Pathway was also aligned with the Single Noongar Claim (SNC) within the South West region in response to the Native Title negotiations. The Pathway provided support to the Noongar community to address the issue of managing the 320,000 hectares of land being transferred across the SNC. The Pathway is also aligned with the education system within the Wheatbelt by developing a ‘demonstration project’ at the Quairading District High School (DHS). The Quairading DHS had been identified as a candidate to become a ‘Specialist Program School for Land Management’. Following representations from the SWALSC,
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the Minister for Agriculture and Food approved $350,000 over two years through the State NRM Program in October 2016 to establish a pilot program at Quairading DHS to trial aspects of the Pathway. The Agricultural Education Initiative work has now closed due to budgetary pressures within DAFWA. DoE The WA College of Agriculture system of five residential colleges has a history of attracting a small number of Aboriginal students annually and providing sound educational outcomes. The WA College of Agriculture, Morawa partnered with the Morawa Education and Industry Training Alliance to reserve 12 boarding places for Aboriginal students in Years 8 -12 from the Yalgoo region from 2012-2014. This program enabled lower secondary students to access enhanced education programs at the Morawa DHS. Upper secondary students in the program could access programs at the agricultural college. A Department of Transport (DoT) school bus to and from Yalgoo was put on at the start of 2015 to enable students to access secondary school from home, rather than via residential boarding. It is hoped that the lower secondary students will transition to the college in subsequent years. A mentoring program at the Geoff Wedlock Innovation Park (Karara Mining Pty Ltd) for Aboriginal youth attending Morawa Agricultural College ran from 2012 to 2015, with up to six students spending one day each week working at Geoff Wedlock Park with intensive horticulture and free range chickens. Aboriginal student numbers enrolled in agricultural colleges are still relatively low. Discussions have commenced to explore further initiatives such as targeting recruitment at Aboriginal students. The colleges are undertaking promotion of agricultural colleges in the regions through school visits, working with the regional education offices; liaising with local Elders; hosting open days; and promoting achievements of successful Aboriginal students who have attended or are attending an agricultural college. WA College of Agriculture’s residential supervisors participated in a forum during 2016 to support familiarisation with DoE’s Aboriginal Cultural Standards Framework.
2.8 DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT (DTWD) Completed Implement the Training Together - Working Together, Aboriginal Workforce Development Strategy including connecting employers and Aboriginal job seekers
STRATEGY
DTWD Training Together - Working Together, Aboriginal Workforce Development Strategy. DAFWA The Indigenous Landholders Service (ILS) facilitates industry training in pastoral, agricultural and management skills and activities to increase employment capacity of Aboriginal job seekers.
ACHIEVEMENTS
DTWD Five AWDCs have been established in Perth, Mid-West, South West, West Kimberley and Goldfields. As at 18 November 2013, more than 4,300 individual job seekers were assisted with 807 employment outcomes and 420 transitions into training. Nearly 700 employers and 830 service providers have worked with the AWDCs. As at 27 August 2014, 970 employment outcomes and 458 transitions into training had been achieved for Aboriginal job seekers since inception. Over 750 employers and 850 service providers have worked with the Centres. As at 30 September 2015, more than 1,110 employment outcomes and 498 transitions into training have been achieved for Aboriginal job seekers since inception. Additionally, 1,447 employers and 718 service providers have worked with the AWDCs. As at 20 December 2016, 1,344 employment outcomes and 645 transitions into training have been achieved for Aboriginal job seekers since inception. A total of 728 employers have been assisted to develop Aboriginal employment strategies. The DTWD also contracts Aboriginal Training and Employment (ATE) services from four not-for-profit organisations in the Pilbara (Port Hedland), Wheatbelt (Northam), Great Southern (Albany) and Peel (Rockingham). The ATEs provide similar services to the AWDCs. In 2014-15 the four ATE service providers assisted 1,279 Aboriginal clients in accessing the appropriate training programs, with approximately 230 accessing employment opportunities.
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In 2015-16, more than 1,000 Aboriginal people were assisted with training and employment through the ATE program. From July 2016, the ATE services have been rebranded as AWDCs. This means there is now a network of nine AWDCs across the State, offering a seamless and consistent service to Aboriginal job seekers. In December 2015, the AWDC web-based jobs board was introduced to allow employers to advertise jobs directly to Aboriginal people. As at 8 December 2016, a total of 2,128 jobs had been advertised on the jobs board. DAFWA From 2012 until 30 June 2016, when the program ceased, in excess of 1,500 participants attended ILS training courses in livestock management, irrigation, business planning, governance and financial management.
2.9 DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT (DTWD) Completed Implement the Training Together - Working Together, Aboriginal Workforce Development Strategy including engaging local knowledge and capacity
STRATEGY
Training Together - Working Together, Aboriginal Workforce Development Strategy.
ACHIEVEMENTS
2012-13: Local Advisory Groups were established for each of the five AWDCs and business plans with priorities have been endorsed. Project funds were allocated to enable priorities to be addressed. 2013-14: The membership of these groups was refreshed in early 2014, and includes significant Aboriginal representation. Several projects are under way to address local barriers to sustainable employment, such as lack of driver’s licences and access to quality mentoring (see 2.10). 2016: A consultation process involving AWDC staff and advisory group members concluded that the model was worth retaining. Membership will be refreshed in early 2017.
2.10 DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT (DTWD) Completed Implement the Training Together - Working Together, Aboriginal Workforce Development Strategy including improving the transitioning of Aboriginal people through quality mentoring
STRATEGY
Training Together - Working Together, Aboriginal Workforce Development Strategy.
ACHIEVEMENTS
Research into an evidence-based approach to identifying and promoting good practice examples of mentoring and the ‘wrap around’ support services that lead to the effective transitioning of Aboriginal people from school to further education and/or sustained employment is completed and available on the website. These findings form the basis of the State-wide mentoring strategy to ensure that effective mentoring is available during education and training and before, during and post placement in the workplace. Information and advice about mentoring best practice and employment of Aboriginal people is provided on the AWDC website. In 2013, responding to local identification of barriers to employment for Aboriginal people, the Bunbury AWDC engaged Needac Ltd to provide holistic mentoring and assistance to at least 30 Aboriginal job seekers transitioning into employment over a 12 month period. This program was completed in mid-2016.
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2.11 DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT (DTWD) Completed Implement the Training Together - Working Together, Aboriginal Workforce Development Strategy including developing a strategic systematic response to individual and institutional barriers to Aboriginal participation in the workforce
STRATEGY
Training Together - Working Together, Aboriginal Workforce Development Strategy.
ACHIEVEMENTS
The Training Together - Working Together Joint Steering Committee was established in 2010 as the mechanism for the State Training Board to provide strategic advice and monitor the progress of the Aboriginal workforce development strategy implementation. The Joint Steering Committee met for the last time in September 2014, as the program was mature enough to come under the governance of DTWD Corporate Executive. DTWD established a Directors General Group to address cross-agency issues and barriers to Aboriginal workforce participation. The Director General of DTWD also attends the AACC, chaired by DAA, which is the peak coordination body for Aboriginal affairs within the WA public sector. DTWD contributed to the cross-agency Remote Driver’s Licensing Committee whose recommendations are now being implemented in remote regions of WA. In addition two driver’s licensing projects were progressed by the South West AWDC (2013-14 project) and Perth AWDC (project currently in its third and final year as at December 2016). DTWD participated in working groups for Employee Related Accommodation (ERA) for Aboriginal apprentices, trainees and other workers provided by the Housing Authority. ERA sites have been established in Halls Creek, Broome, Fitzroy Crossing, Derby and South Hedland. DTWD contributed to reviews and enquiries of relevant Australian government programs – the Indigenous Employment Program, Job Services Australia and Remote Job Services. DTWD participates in a range of other inter-agency initiatives and committees such as the DAA-led Aboriginal Economic Participation Strategy, the COAG-led Remote Services Delivery National Partnership, the WA Reference Group for the Minerals Council of Australia’s Memorandum of Understanding with the Australian Government and the WA Government’s AACC.
2.12 DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT (DTWD) Completed Implement the Training Together - Working Together, Aboriginal Workforce Development Strategy including raising awareness of Aboriginal employment opportunities and promote new Aboriginal role models
STRATEGY
Training Together - Working Together, Aboriginal Workforce Development Strategy.
ACHIEVEMENTS
The following activities have been undertaken to progress the Role Model Strategy: o AWDCs involve successful local Aboriginal people as role models in workshops and other activities to further engage with job seekers; o 10 video clips showing Aboriginal role models are currently available on the AWDC website. The videos each outline that person’s career path and offer insights and words of encouragement to inspire Aboriginal people to undertake training and/or enter employment; o the clips are also available in DVD format for use in the various AWDCs and at exhibitions. The DVD will be made available to other service providers for use with their clients/students; and o in addition, six job seeker success stories have been produced and published on the AWDC website. A continuous loop DVD of these is available for use at training sessions and promotional events.
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The AWDC website was updated in 2015, including a range of new role model videos and success stories.
2.13 DEPARTMENT OF ABORIGINAL AFFAIRS (DAA) Completed Investigate and develop new models for the delivery of Aboriginal apprenticeships that will increase the uptake, retention and successful completion of apprenticeships across the trades and industry sectors in Western Australia
STRATEGY
Develop concept paper and alternative models; Liaise with relevant stakeholders; Obtain endorsement and source funding and resources; and Trial model.
ACHIEVEMENTS
In 2011, DAA, in collaboration with South Metropolitan TAFE, produced a concept paper for a modified delivery model for Aboriginal apprenticeships (the Model). The main difference between the current apprenticeship training arrangements and the proposed Model is a combination of institutional and employer based training, inclusion of life-skills and a high level of wrap-around support services. The Minister for Aboriginal Affairs supported the Model. An Aboriginal owned company in the Pilbara was considering options to develop its capacity, including human capital to commence mining on their land. The company worked with DAA, DTWD and the North Regional TAFE to investigate the development of a culturally appropriate Model to be trialled in the Pilbara. In 2014, the Aboriginal company decided not to proceed with investigating the Model. No further opportunity to investigate the proposed Model has been identified.
2.14 PUBLIC SECTOR COMMISSION (PSC) Completed Implement the WA Public Sector Aboriginal Traineeship Program that will provide Aboriginal traineeships and permanent employment in both regional and metropolitan areas
STRATEGY
Implementation of the Public Sector Aboriginal Traineeship Program (ATP) commenced in March 2012. As part of PSC’s Aboriginal Employment Strategy, up to 200 Aboriginal trainees will be placed into public sector agencies by 2015.
CURRENT SITUATION
A total of 269 trainees have started the Public Sector ATP since the program’s commencement. The table below shows the engagement numbers trainees through the ATP and the corresponding completion and retention rates.
Courtesy Public Sector Commission
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4/2012 5/2012 9/2012 7/2013 7/2014 7/2015 09/2012 07/2013 8/2014 7/2015
Intake Metro Metro Metro Metro Metro Metro Region Region Region Region Intake Intake Intake Intake Intake Intake Intake 1 Intake 2 Intake 3 Intake 4 1 2 3 4 5 6
Trainees 17 12 18 30 41 38 17 16 20 10 Engaged
Completion 35.3% 41.7% 36.8% 70% 78% 84.2% 35.3% 56.3% 80% 80% Rate
29.4% 25% 26.3% 60% 43.9% 60.5% 29.4% 50% 65% 60% Retention Rate 5 3 5 18 18 23 5 8 13 6 employed employed employed employed employed employed employed employed employed employed
In summary, the metropolitan rates are as follows: o Completion rates increased from 38 per cent in 2012 to 84.2 per cent in 2015; and
o Retention rates increased from 27 per cent in 2012 to 60.5 per cent in 2015. Regional rates are as follows: o Completion rates increased from 35 per cent in 2012 to 80 per cent in 2015; and o Retention rates increased from 29 per cent in 2012 to 60 per cent in 2015. The PSC commenced 50 trainees in the Perth metropolitan area (36) and five regional locations (14) in September 2016.
2.15 HOUSING AUTHORITY (HA) Advanced Increase Aboriginal traineeships and apprenticeships in the housing industry
STRATEGY
The National Partnership Agreement on Remote Indigenous Housing (NPARIH) has been replaced by the National Partnership on Remote Housing (NPRH). The ‘Building Futures Program’ (BFP) is a HA Initiative to provide Certificate II and Certificate III training to Aboriginal apprentices with the assistance of local builders and Kimberley Group Training.
CURRENT SITUATION
Local Kununurra people offered onsite apprenticeships in carpentry over a three year period to graduate as qualified tradespersons on completion. BFP is addressing the NPRH and, as at December 2016, is exceeding targets. NPRH has milestones that includes five apprentices working on the 2016-2018 program. NPARIH capital works 2015-16: HA has achieved an Aboriginal employment outcome of 44 per cent of the total workforce on NPARIH capital works projects across WA. The Commonwealth is yet to approve the NPARIH capital works bid for 2016-18. The Kununurra based BFP achieved excellent results in 2016 with six locally based apprentices currently working on houses throughout the region, with two apprentices due to graduate early in 2017 as fully qualified carpenters.
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In 2016, the HA expanded the BFP into the West Kimberley with projects currently in progress in Broome and Derby. To date, 14 houses have been successfully constructed with another five still under construction in the Kununurra region. The BFP is now being expanded to the Geraldton area with the assistance of ATC Midwest (formerly Midwest Group Training) providing Certificate II and Certificate III training in the building and construction industry.
Courtesy Housing Authority
2.16 MAIN ROADS WESTERN AUSTRALIA (MRWA) Advanced Increase uptake, retention & completion of apprenticeships & traineeships with Main Roads WA projects
STRATEGY
Provide employment opportunities for four Aboriginal trainees by June 2015, including civil construction qualifications. Ensure contractors on major projects are supporting Aboriginal inclusion by employing at least 25 sub- contractors by June 2016. Implement an internal buddy/mentor program to support Aboriginal inclusion.
ACHIEVEMENTS
Wording has been added to federally funded contract documents, allowing MRWA to engage trainees on major projects. MRWA are now using incentives for the construction contracts using provisional quantities to achieve an increase in Aboriginal employment. Developing more efficient training and reporting on contractor and MRWA Aboriginal engagement activities. MRWA has mandated that the employment of two local trainees in Rural Network Contracts every two years. Presentations have been given to Regional Managers about the importance of increasing the number of Aboriginal trainees, and the target set in the CEO’s Performance Agreement has been communicated. Developed and built a closer relationship with the Nudge Foundation (a charity that focuses on training young people) to help increase the engagement of Aboriginal trainees, including a mentoring program. Through the Nudge Foundation and MRWA, contracting partners support 10 Aboriginal trainees. Four Aboriginal civil trainees were employed on the Gateway projects at Perth Airport. MRWA aims to increase direct local Aboriginal employment in the regions as well as on the metropolitan projects in line with the Aboriginal Employment Package for Regional Western Australia.
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2.17 DEPARTMENT OF PARKS AND WILDLIFE (DPaW) Completed Support and expand the Department of Parks and Wildlife ranger traineeships, in particular joint park management arrangements with Aboriginal communities
STRATEGY
Seven per cent Aboriginal employment as a proportion of DPaW’s FTEs within 10 years. Continue to roll out Mentored Aboriginal Training & Employment Scheme (MATES) to accredit Certificate I, II, III and IV in Conservation and Land Management.
ACHIEVEMENTS
Staffing and Training In 2016, the Ngarla and Nyangumarta MATES trainees and Karrajarri rangers continued to assist in the joint management of the Eighty Mile Beach Marine Park and Walyarta Conserva tion Park. Fee for service contracts will continue for the six casual Bunuba rangers on the conservation reserves in Bunuba country. The Wunggurr rangers undertook fee for service across the Kimberly region. As part of the Main Roads Bilby Offset, DPaW funds fee for service work throughout the Eighty Mile Beach Ngarla and Nyangumarta Rangers. Courtesy Miecha Dampier Peninsula in the West Bradshaw, Department of Parks and Wildlife Kimberly. Currently the rangers contracted are from four native title groups which include the Nyul Nyul, Bardi Jawi, Nyikina Mangala and Yawaru Indigenous Protected Area rangers. Once native title is determined for other areas on the Peninsula the number of groups under the fee for service will increase. In the 2017 tourist season, DPaW rangers will provide mentoring opportunities for rangers to learn the duties of a park ranger. The Bunuba rangers will do this at Windjana Gorge Conservation Park. Two Willinggin trainee rangers will undertake this at Silent Grove and Bell Gorge in the King Leopold Range Conservation Park. This is soon to be renamed Willinggin National Park. MATES program continues to be applied throughout the State. Two Ngarla and two Nyangumarta MATES trainees commenced work in the West Kimberly District in September and November 2015 respectively, to assist in the management of the Eighty Mile Beach Marine Park. As well as Karajarri rangers and Nyangumarta Warrarn rangers were engaged via fee for service to assist with the Flatback turtle monitoring program at Eighty Mile Beach. There are currently 11 trainees in the MATES studying Certificates II and III in Conservation and Land Management. Of the 14 Trainees in 2015, three have graduated from the program. In 2016 three trainees completed the Certificate IV in Conservation and Land Management. They are the first to achieve this and all have gained permanent ranger roles in the West Kimberly District. 62 Aboriginal staff members work in a range of occupations, levels and locations across the State. Over the past 13 years, 129 trainees have been involved with MATES, 65 per cent have graduated with one, two or three qualifications. In 2016 Yawuru rangers, Ngarla and Nyangumarta MATES trainee rangers worked alongside an internationally renowned benthic scientist. Together they have been monitoring the mudflats of Eighty Mile Beach at Anna Plains and Yawuru Nagulagun Roebuck Bay at several locations including Crab Creek and Broome Town Beach. This extensive project involved taking hundreds of mud samples from specific sections of the mudflats to analyse the benthic infauna.
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A MATES trainee and Malgana traditional owner commenced in the Shark Bay District, who assists the operations officer on DPaW’s barge Wirruwana, providing supplies and transport to and from Dirk Hartog Island for the project team on the Return to 1616 project on the Island. This project aims to restore the island’s habitat and native animal population to what the 17th Century Dutch explorer, Dirk Hartog would have seen when he landed there in 1616. A new cultural exchange program has seen the Shark Bay based MATES trainee travel to the Kimberley to work alongside the Yawuru, Nyangumarta and Ngarla rangers for a week. The exchange is a new initiative of the MATES program. With the increase in joint management arrangements between DPaW and traditional owners, MATES has seen a growing number of Aboriginal trainees across the State. The initiative allows trainees of different language groups to share skills, knowledge and experience by spending time working together on country. Approximately 271 Aboriginal people across the State are employed by DPaW through fee for service arrangements and other contracts, principally in the Kimberley region through the Kimberley Science and Conservation Strategy (KSCS). In 2014, six new measures for Aboriginal engagement and employment were adopted by DPaW to report on through direct and indirect employment outcomes associated with the agency’s business. These measures are monitored and are reported on in DPaW’s Annual Reports. The current Aboriginal employment strategy is under review. At DPaW’s 2015 biennial Aboriginal staff conference, staff were given the opportunity to provide input to this review. The 2017-2019 Aboriginal Employment Strategy was developed in 2016. Rangers and Projects DPaW operates, funds and works in partnership with ranger programs through: o Miriuwung Gajerrong Corporation in Kununurra; o Yawuru in Broome; o Murujuga Aboriginal Corporation at the Murujuga National Park; o Bunuba in Fitzroy Crossing; o Uunguu Monitoring and Evaluation Committee of the Wunambal Gaambera Aboriginal Corporation; o Martu in the Pilbara; o Yindjibarndi Aboriginal Corporation’s Ngurrawanna Rangers in Millstream Chichester National Park in the Pilbara; Ngarrawaana ranger Jessica Allen and DPaW ranger wedding at o Martu through Kanyirninpa Jukurrpa Millstream Chichester National Park courtesy Peter Nicholas, (KJ) in the Western Desert, especially in Department of Parks and Wildlife Karlamilyi National Park; o Wiluna Martu in the Matuwa (ex-Lorna Glen) and Kurrara Kurrara (ex Earaheedy) Indigenous Protected Area; o Goldfields Land and Sea Council at Credo north of Coolgardie; o The Spinifex people at Tjuntjuntjara in the Great Victoria Desert Nature Reserve; and o Dambimangari rangers at the Lalang-garram – Camden Sound Marine Park. Kimberley Landscape Conservation Initiative (KLCI) is a biodiversity and land monitoring project being implemented as part of the KSCS. On-ground delivery of the KLCI is a partnership with Kimberley Land Council, several Corporations (e.g. Balanggarra) and their ranger teams, Bush Heritage and Australian Wildlife Conservancy. Operation Rangeland Restoration where DPaW, with support from Chevron Australia/Gorgon, is working with the Tarlka Matuwa Piarku Aboriginal Corporation, Birriliburu rangers and Central Desert Native Title Services (CDNTS) to restore natural ecosystem function and biodiversity to the Matuwa Kurrara Indigenous Protected Area (IPA). This project includes the reintroduction of 11 species of mammal which were extinct from the IPA, control of introduced predators and herbivores and implementation of ecologically appropriate fire regimes. These outcomes will be achieved through close engagement, sharing of knowledge and the employment of Birriliburu rangers. Chevron Australia/Gorgon funded the North West Shelf Flatback Turtle project, which engages with several Aboriginal corporations and their ranger teams (e.g. Ngarla, Dambimangari) to monitor turtle populations from the Dampier Archipelago through to Cambridge Gulf in the Kimberley.
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2.17 CONT…. Marine monitoring projects funded by Chevron Australia’s Wheatstone and Woodside’s Pluto operations, in which DPaW engages with several Aboriginal corporations and their ranger teams (e.g. Yawuru, Thalanyji) to monitor dugong populations in the Pilbara, and coastal dolphin populations in Roebuck Bay and along Eighty Mile Beach. Ecology and Management of Northern Quoll project, which involves engagement with the Murujuga (Burrup Peninsula) rangers when working on Dolphin Island in the Dampier Archipelago, and with Martu rangers and KJ when working at Desert Queen Baths in Karlamiyili National Park. A project to investigate impacts of the cane toad on northern quoll populations on the Crocodile survey – Bununba Rangers and Department of Parks and Mitchell Plateau has also engaged the Wildlife Staff Courtesy Department of Parks and Wildlife services of Wunambal Gaambera Aboriginal Corporation’s Uunguu rangers on a fee for service basis. Joint Management Aboriginal people are increasingly involved in joint management of the State’s world-class marine and national parks and other activities including training such as: o Negotiations are continuing with traditional owners in the Kimberley to facilitate the creation of jointly- managed marine and terrestrial reserves under the $103 million KSCS. o The Operational Rangelands Restoration project in the Matuwa (ex Lorna Glen) and Kurrara Kurrara (ex Earaheedy) IPA will continue through Wiluna Martu traditional owners and DPaW which is a collaboration in joint management of a rangeland ex pastoral property for conservation and cultural purposes. o Biological survey and monitoring programs conducted under the auspices of the KLCI for the KSCS, including with Aboriginal ranger groups implementing the Cane Toad Strategy for Western Australia 2014-19. o DPaW researchers and regional staff conducted biodiversity surveys across the State in partnership with Aboriginal ranger and community groups. o A rock art conservation course was run by DPaW with five traditional owner groups in the Kimberley. The group was shown conservation techniques and supplied with conservation tool kits. Yawuru Rangers collect Benthic samples at o A joint management training program was held for Mangalagun – Crab Creek Courtesy Jennifer Eliot, Wiluna Martu, Goldfields Land and Sea Council and Department of Parks and Wildlife Spinifex Rangers. o Burning, Bushfoods and Biodiversity in the Western Desert project, which aims to reinstate traditional burning patterns through the use of Martu knowledge, combined with contemporary science and practices. Specifically, the project aims to reintroduce ecologically appropriate fire regimes to improve threatened species habitats, protect cultural sites and communities, reduce the spread of summer fires and allow for continued traditional hunting and gathering. This project is a collaboration between Martu, Birriliburu, KJ, CDNTS, the Nature Conservancy, Rangelands Natural Resource Management (Rangelands NRM) in the Pilbara and Goldfields regions. o Kimberley Islands Biological Survey where the Kimberley Land Council was the principal partner facilitating access to islands through engaging with the people authorised to speak for country and ensuring that survey work and reporting of island values was undertaken in a culturally appropriate manner. With support from the KSCS, Aboriginal people participated in the survey by visiting islands with the survey team.
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o Biological Survey of Katjarra (Birriliburu IPA) and Kurrara Kurrara (Matuwa Kurrara Kurrara IPA) projects, which are a partnership involving CDNTS and Bush Heritage. This partnership is enabling Aboriginal people to return to country. Prescribed burns at Millstream Chichester National Park in the Pilbara are strengthening relationships between DPaW and the local Ngurrawaana rangers.
2.18 DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT (DTWD) Completed Establish in partnership with industry and the Commonwealth Government a trade training centre to support the construction, civil, oil and gas industries in the West Kimberley
STRATEGY
Construction projects to upgrade and expand trade training facilities at the Broome and Derby Campuses. The expanded campus in Broome will enable the Institute to deliver an additional 40 per cent of trade training in the areas of: o Carpentry and joinery; o Construction; o Automotive; o Metal fabrication; and o Industrial engineering. The Derby extension and workshop facilities will enable the campus to increase training capacity for a further 120 students to undertake trades-based training in the areas of: o Construction; o Industrial skills/engineering; and o Automotive.
CURRENT SITUATION
Projects were funded through Commonwealth and State (Royalties for Regions) Government funds: o Broome - $15.135 million; and o Derby - $6.9 million. The projects were completed in 2014-15, including trade training facilities in Halls Creek as well as those in Derby and Broome. The new trade training facilities have enabled the West Kimberley campuses to provide trade training courses in contemporary industry standard training facilities to benefit the local communities. In 2016, Broome and Derby campuses delivered trade training to 361 students and 142 students respectively in construction, automotive, industrial skills and engineering courses. Aboriginal students account for approximately 40 per cent of student enrolments at Broome campus and 55 per cent of student enrolments at Derby campus.
2.19 HOUSING AUTHORITY (HA) Completed Investigate establishing accommodation facilities with wrap-around support services in key regional locations to accommodate Aboriginal people transitioning from remote communities into training and employment
STRATEGY
HA established accommodation facilities in five locations across the Kimberley and Pilbara to provide wrap- around services for young Aboriginal people transitioning from remote communities into training and employment. The Employment Related Accommodation (ERA) program has been renamed Employment Education Housing (EEH).
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ACHIEVEMENTS HA recognised a change in the economic conditions and has broadened the scope of the centres in Broome and Halls Creek to include the provision of wrap-around services for young people in an apprenticeship, traineeship, employment or training; temporarily repurposing the Fitzroy Crossing facility as worker accommodation for an Aboriginal corporation; and consulted with stakeholders in the Derby facility as to its future use. The South Hedland facility remains unchanged and continues to provide wrap around services for young Aboriginal people primarily between the ages of 16-25. 54 Bed EEH Facility in Crawley – The facility will be delivered in partnership with St Catherine’s College, to support Aboriginal students predominantly from remote communities to access tertiary education. The Dandjoo Darbalung support and education model offered by St Catherine’s currently supports around 60 Aboriginal students and achieved a retention rate of 94 per cent in 2015 for Aboriginal tertiary programs. The Commonwealth have approved the project. HA has executed a Grant Agreement with St Catherine’s College for the release of $480,000 for the planning, design and development approval of the project, which is underway. A second grant agreement for the construction phase of the project is currently finalised by the two parties and is anticipated to be executed by 30 June 2017, with construction to be completed by 30 April 2018. THEME 3: Grow Economic Participation
Expanding the employment opportunities for Aboriginal people is a priority for the State Government. More effort is being directed towards improving the capacity of Aboriginal people to enter and actively participate in the workforce. Equally important is encouraging and assisting the establishment and growth of Aboriginal business enterprises. This will be achieved by brokering the establishment of Aboriginal businesses, facilitating business networking and identifying opportunities for Aboriginal enterprise development.
3.1 PUBLIC SECTOR COMMISSION (PSC) Completed Implement the Western Australian Public Sector Aboriginal Employment Strategy with an Aboriginal employment target of 3.2 per cent
STRATEGY
In line with the COAG objective, the PSC has committed to 3.2 per cent Aboriginal employment by 2015.
ACHIEVEMENTS
The Western Australian Public Sector Aboriginal Employment Strategy was launched by the Minister for Aboriginal Affairs on 5 October 2011. The Strategy was developed in conjunction with public sector agencies and Aboriginal employees, focusing on long term, sustainable employment opportunities and career pathways for Aboriginal people in the public sector. The Strategy contributes to the COAG agenda to reduce the gap between employment outcomes for Aboriginal and non-Aboriginal people and to increase Aboriginal public sector employment to better reflect the working age population by 2015. The Strategy set a 3.2 per cent target for public sector Aboriginal employment. During 2014-15, new initiatives were introduced by the PSC to support the attraction, development, progression and retention of Aboriginal employees within the public sector. Key initiatives included an Aboriginal Mentoring Working Group, Good Practice in Aboriginal Employment Working Group, Regional Aboriginal Employment Project, Aboriginal Leadership Reference Group and the Aboriginal Cadetships Project. As at March 2016, the representation of Aboriginal people employed in public sector agencies was 2.7 per cent. While WA surpassed the COAG target of 2.6 per cent, it did not reach its own target of 3.2 per cent. WA’s achievement of 2.7 per cent is the third highest Aboriginal employment rate after the Northern Territory and New South Wales.
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The PSC launched Attract, appoint, advance: An employment strategy for Aboriginal people in October 2016. The strategy’s primary goal is to achieve greater retention and sustainable improvement in the representation of Aboriginal employees at all levels. The strategy will continue focusing its efforts on improving employment outcomes for Aboriginal people.
Launch of Attract, appoint, advance: An employment strategy for Aboriginal people Courtesy Public Sector Commission
3.2 DEPARTMENT OF FINANCE (DoF) Completed Strengthen Aboriginal employment outcomes achieved through Government procurement processes
STRATEGY
Review the State Supply Commission’s Open and Effective Competition Policy (OECP) and amend.
ACHIEVEMENTS
Review undertaken of the OECP. This has been amended to include exemption for public authorities to procure directly with registered Aboriginal businesses for procurements valued at less than $150,000 as long as they represent value for money. This was effective from November 2012. The OECP was reviewed again in 2014 and amended to increase procurement value up to $250,000 for direct purchases from registered Aboriginal businesses and to allow an Accountable Authority to approve purchases over $250,000 if circumstances exist to support this. This was effective from July 2014. The OECP was further streamlined in May 2016 and now allows agencies to directly engage Aboriginal businesses even where a Common Use Arrangement exists. In addition, the exemption request from the policy can be completed and recorded internally by agencies and DoF review is no longer required. Communication strategy undertaken. The DRD has awarded, in consultation with DoF, SBDC and DAA, a regional ‘Procurement Adviser’ service for a period of up to two years that supports the Procurement Reform element of the Aboriginal Governance Leadership Development Program (see 1.1). The Procurement Adviser service will support Aboriginal businesses to increase capacity to secure goods, services and works (infrastructure) contracts, particularly Government procurement opportunities across regional WA, which in turn will increase the ability to stimulate jobs and business opportunities for Aboriginal people in regional areas. The Procurement Adviser service will work with and build the capacity of Aboriginal businesses, strengthen their networks and develop linkages. The Procurement Adviser service will work closely and report to a small agency group called the Aboriginal Procurement Working Group.
3.3 WA HEALTH Completed Increase the participation of Aboriginal people in all sections of the Health Sector
STRATEGY
Review the WA Health Aboriginal Employment Framework which expired August 2013. Develop and implement an Aboriginal Workforce Strategy 2014 - 2024 from August 2013. Develop and implement the WA Health Aboriginal Workforce Policy (New Initiative 2015). Develop and implement an Aboriginal Cadetship Program within WA Health to develop highly skilled, tertiary qualified Aboriginal employees.
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Increase the capacity of Aboriginal Heath Workers (AHWs) to meet the minimum requirements for National Registration through the AHW Up-Skilling Project. Develop and implement an Aboriginal Leadership Strategy within WA Health, including the development of an Aboriginal Leadership Network. Scope, implement and pilot an Aboriginal School Based Traineeship program, including the development of a WA Health contextualised pre-employment program. Implement Scholarship Partnerships with key tertiary institutions.
ACHIEVEMENTS
The review of the Aboriginal Employment Framework was completed and informed the development and implementation of the WA Health Aboriginal Workforce Strategy 2014 - 2024. In support of the key objectives outlined in the Strategy, the Aboriginal Workforce Policy was developed and mandates six initiatives to increase the Aboriginal workforce in WA Health to PSC’s target of 3.2 per cent.
Health provides funding for up to 10 tertiary students to participate in an Aboriginal Cadetship Program. There are currently eight cadets in the program with six scheduled to graduate in December 2016. In line with the WA Health Aboriginal Leadership Strategy 2013-2016, a talent and succession management program was established to fast track high potential Aboriginal employees to senior management positions. The WA Health Aboriginal Leadership Excellence and Development Program commenced in March 2016 with seven Aboriginal employees selected for the inaugural intake. An Aboriginal Health Directors’ Group has been established to reflect new governance and reporting arrangements brought about by the enactment of the Health Services Act 2016. This is the principal Aboriginal leadership network for Health. The Aboriginal Health Worker Upskilling Project was completed and the outcomes will be used to inform future workforce modelling and planning. An Aboriginal School Based Traineeship program was piloted, inclusive of a ‘Welcome to Work’ program delivered by South Metropolitan TAFE. An Aboriginal School Based Traineeship program was piloted, inclusive of a ‘Welcome to Work’ program delivered by South Metropolitan TAFE.
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Health funds five universities and two community controlled health registered training organisations to deliver an Access and Support program. The program provides assistance to Aboriginal students who are completing university or vocational training courses in a health related field. The long-term community outcomes of this program include: o Aboriginal people successfully attain qualifications in a health-related course at a WA institution; and o Aboriginal people employed in a health position or working in a health organisation in WA. A strong, skilled and growing Aboriginal workforce is a key strategic direction within the WA Aboriginal Health and Wellbeing Framework 2015-2030 (launched 2015). The Framework will guide WA Health’s priorities to improve Aboriginal outcomes over the next 15 years. The number of Aboriginal employees has been set as a key performance indicator for WA Health. An annual target of 100 additional Aboriginal employees has been apportioned across all Health Service Providers and is reported quarterly through the Health Services Performance Report. Aboriginal Cultural Learning Package: which incorporates an online cultural learning tool to build a culturally respectful and non-discriminatory health system.
The Senior Aboriginal Leadership Group Courtesy WA Health
3.4 HOUSING AUTHORITY (HA) Advanced Investigate establishing affordable worker accommodation facilities for Aboriginal people taking up sustainable employment in regions that have a limited or high cost private rental market
STRATEGY / MILESTONES
HA has made a commitment to facilitate the availability of affordable accommodation to service workers working in "key" industry areas such as hairdressers, mechanics, food outlet workers; and provide incentives to enable them to work and remain within the region and not be forced to compete for rental accommodation. The Transitional Housing Program (THP) is part of the East Kimberley Development Package (EKDP). The THP was developed to create a framework that supported the EKDP commitment to enhance opportunities for Aboriginal people. It aims to provide stable, affordable housing to Aboriginal people in employment or training in Kununurra. The THP has been extended to the West Kimberley region. THPs link stable and affordable housing to employment and education. The aim is to provide opportunities to assist participants and their families to gain meaningful employment, training and education to provide choice, and to assist individuals to build resilience, break away from welfare dependency and contribute to inter-generational change. Aboriginal people are targeted to fill this accommodation and are eligible to apply for affordable service worker “key” rental accommodation.
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In the Kimberley, Aboriginal people at least 18 years of age accessing training can be accommodated at an employment related accommodation (ERA) facility and could transition into key worker accommodation. The original 40 dwellings under the THP are in full operation, with residents achieving excellent outcomes in training and employment, money management, school attendance, and progression to home ownerships.
Transitional Housing Program Courtesy Housing Authority
ACHIEVEMENTS
Three THP participants have purchased their own homes, with four existing participants seeking home ownership approval. The school attendance rate for children in the program as at 30 November 2016 was 92 per cent attendance. The THP was extended to Halls Creek with the construction of 15 dwellings being completed in September 2015. All properties were allocated prior to completion and people remain on a waiting list. The THP has now been extended to the West Kimberley with 60 dwellings to be constructed, 40 in Broome and 20 in Derby. 28 dwellings have now been delivered in Broome and 18 in Derby, the remaining dwellings 12 in Broome and two in Derby will be delivered by 30 June 2017.
3.5 DEPARTMENT OF CORRECTIVE SERVICES (DCS) Completed Maintain existing and examine the possibility of establishing new work camps for Aboriginal prisoners that provide a pathway into employment and facilitates their re-entry into the community
STRATEGY
Encourage Aboriginal prisoners to access existing work camps. Open the West Kimberley Regional Prison. Open the Eastern Goldfields Regional Prison. Establish a new Roebourne Work Camp – which will be a purpose build facility that will be able to better meet the needs of Aboriginal prisoners.
ACHIEVEMENTS The work camps are purpose built facilities providing a range of correctional services to assist prisoners. In addition to the traditional work camp model of prisoners repaying their debt to society, the work camps focus on providing employment and vocational skills and programs targeted at reducing re-offending rates among Aboriginal prisoners. The West Kimberley Regional Prison, designed primarily for Kimberley Aboriginal offenders, was officially opened on 1 November 2012. Its philosophy includes recognition and acceptance of cultural, kinship, family and community responsibilities as well as spiritual connection to land. The redeveloped Eastern Goldfields Regional Prison in Kalgoorlie is West Kimberley Regional Prison completed. The new prison increases capacity in the region from just over Courtesy Department of Corrective 100 to 350 minimum, medium and maximum security prisoners. Services o Local Aboriginal leaders were consulted on the design and operating philosophy.
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o Vocational training is aimed at preparing prisoners for vocations that are in demand in remote Aboriginal communities. Educational courses specific to Aboriginal people are also provided to prisoners, including traditional arts. The Roebourne Work Camp opened in June 2014 providing an additional 30 minimum security beds.
3.6 DEPARTMENT OF ABORIGINAL AFFAIRS (DAA) Completed Support the Memorandum of Understanding (MoU) between the Minerals Council of Australia and the Commonwealth Government, with the aim of contributing to developing self-sustaining and prosperous Aboriginal communities in mining regions, in which individuals can create and take-up employment and business opportunities
STRATEGY DAA and DTWD MoU between the Minerals Council of Australia and the Commonwealth Government.
ACHIEVEMENTS DAA and DTWD DAA and DTWD were members of the WA Reference Group (WARG) for the MoU between the Australian Government and the Minerals Council of Australia on Indigenous Employment and Enterprise Development. The MoU and the WARG no longer operate. DAA contributed to initiatives to address barriers to gaining and retaining employment, e.g. attainment and retention of driver’s licences for Aboriginal people. DAA was also on the Steering Committee to oversee the work program for the Pilbara Coordinator. DTWD contributed to initiatives concerning language, literacy and numeracy and addressing barriers to attainment and retention of driver’s licences.
3.7 DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT (DTWD) Completed Promote the benefits of employment to Aboriginal people living in remote communities, design economic models to support local employment and investigate establishing fly-in fly-out arrangements with industry partners in other labour markets
STRATEGY Training Together - Working Together, Aboriginal Workforce Development Strategy.
ACHIEVEMENTS 2012-2013 DTWD ran a state-wide marketing campaign with specific regional strategies targeting job seekers and employers from November 2011 - January 2012. This involved an integrated series of TV, radio and bus advertisements at both metropolitan and regional levels and included Aboriginal media outlets. The call to action was the AWDC website and telephone number. 2014-2015 In 2014, the Perth AWDC undertook consultation to draft a resource to assist Aboriginal people interested in undertaking Fly-in Fly-out (FIFO) work entitled ‘Working FIFO – is it for Courtesy me?’, a guide for Aboriginal people who want to work in the FIFO industry, which was Department completed in 2015 and made available on the AWDC website at: of Training and http://www.dtwd.wa.gov.au/AWDC/Documents/awdc_fifo_guide_nov2015.pdf#search=fifo. Workforce FIFO Feasibility Study – East Kimberley: Funding was provided to the Wunan Foundation to Development undertake consultations across various industry sectors in the Pilbara and Darwin, to ascertain the possibility of arranging FIFO opportunities for people living in the East Kimberley. Fourteen companies were consulted. Unfortunately, the results were not positive owing to the drop in iron ore prices, the short term nature of current projects, and the competing interests of communities nearest to the work sites.
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3.8 DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT (DTWD) Advanced Promote the engagement of Aboriginal students in the after-school / weekend casual labour market
STRATEGY / MILESTONES Aboriginal Youth Transition Program.
CURRENT SITUATION Since July 2015, all five AWDCs have prioritised successful post-school transitions in their day to day operations. AWDC officers visit Aboriginal students in Years 10-12 at school to raise career aspirations and facilitate transitions from school to work or further study/training. The value of after-school / weekend work is promoted as part of this effort. Plans were developed to pilot the Aboriginal Youth Transition Program (AYTP) in the Goldfields and South West AWDCs from mid-2016, with Royalties for Regions funding. The AYTP activities include engaging with employers to source jobs suitable for after-school / weekend work for students. Jobs are made available on the AWDC website’s Jobs Board and promoted to students in the program. 2016: Additional officers have been employed in Kalgoorlie and Bunbury to pilot the AYTP. In addition, the Regional Chambers of Commerce and Industry WA have been funded to encourage local businesses in Albany, Broome, Bunbury, Geraldton and Kalgoorlie to offer work experience and jobs to young Aboriginal people using a variety of mechanisms including the Jobs Board which ‘went live’ in December 2015.
Courtesy Department of Training and Workforce Development
DEPARTMENT OF THE ATTORNEY GENERAL (DotAG) Completed 3.9 DEPARTMENT OF TRANSPORT (DoT)
Address home-to-work transport issues, including drivers licensing, safe vehicle access and public transport options in regional and remote areas
STRATEGY DotAG DotAG Aboriginal Justice Program “Open Days”: combined agency approach to fine suspension, proof of identity and driver licensing issues. Activities include assisting people to gain a birth certificate, arranging time to pay to allow fine suspensions to be lifted and delivering driver’s licence theory testing. DotAG Royalties for Regions Graduated Driver Education and Training Program.
ACHIEVEMENTS DotAG 2013 “Open Days” were held in a number of towns and communities including Laverton, Looma, Mullewa and Halls Creek, with considerable success. Close interagency collaboration is the key to the success of the Open Day format. DotAG and DoT worked together to plan the Open Day 2013 Calendar - 42 “Open Days” held, resulting in: o $545,062 of outstanding fines addressed;
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o 536 birth certificate applications lodged and 274 Confirmation of Birth letters issued (can be used as a form of primary proof of identity for driver’s licence application until birth certificate is received); o 96 driver theory tests conducted; o 67 practical driving assessments undertaken; o 19 provisional driver’s licences issued; and o 27 driver’s licences re-issued. DotAG 2014 “Open Days” held included Laverton, Balgo, Warmun, Leonora, Derby and Mowanjum. DotAG and DoT worked together to plan Open Day 2014 Calendar - 36 “Open Days” held resulting in: o $406,931 of outstanding fines addressed; o 480 birth certificate applications lodged, 193 Confirmation of Birth letters issued and 222 birth registrations; o 87 driver theory tests conducted; o 60 practical driving assessments undertaken; o 19 provisional driver’s licences issued; and Courtesy Department of Attorney General o 27 driver’s licences re-issued. DotAG 2015 “Open Days” were conducted in Ardyaloon (One Arm Point), Djarindjin, Beagle Bay, Broome, Bidyadanga, Mowanjum, Looma, Derby, Marble Bar, Nullagine, Jigalong, Newman, Mullewa, Warmun, Laverton, Leonora, Mount Magnet, Port Hedland, Karratha, Roebourne, Wiluna, Kalumburu, Kununurra and Yalgoo. Major outcomes achieved included: o Over $700,000 of outstanding fines addressed; o 283 births registered; o 710 applications for birth certificates lodged; o 57 fines related to driver’s license suspensions lifted; o 127 driver’s license theory tests conducted; o 138 practical driving assessments conducted; o 52 driver’s licenses renewed; and o 47 driver’s licenses re-issued. $5.5 million of Royalties for Regions funding was provided for allocation to not-for-profit organisations to provide driver education and training for people in contact with the justice system. Services are operating in Broome, Lombadina, Derby, Fitzroy Crossing, Halls Creek, Kununurra, Roebourne, South Hedland and Kalgoorlie. As at 30 June 2015 (24 months after commencement of service delivery in 2013), there were a total of 1,105 participants (647 total in 2013-14) who had accessed the services at various stages of the Graduated Driver Education and Training Program: o 413 learner’s permits issued; o 73 provisional driver’s licences granted; o 118 driver’s licences regained; and o Five persons in target communities were trained to become qualified driving instructors.
STRATEGY DoT Driver training and licensing grants scheme (pilot) to provide funding to three remote Aboriginal communities to assist a minimum of 35 people per community gain a provisional licence. Funding includes training for a driving instructor (provides employment opportunity to a community member), a vehicle and associated costs (including registration and a monthly fuel allowance) and administration expenses.
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3.9 CONT… Engage private sector, Aboriginal Corporations and not-for-profit organisations to deliver theory testing on behalf of DoT as part of a driver training program. Organisations are also able to assist their clients in completing paperwork for learner’s permit application and deliver eyesight testing. Additionally, the driver training program is often a component of literacy and numeracy programs assisting participants in improving their education levels, and therefore their employment prospects. The Remote Licensing Service delivers driver and vehicle licensing services in remote Aboriginal communities where there is no access to mainstream services. Four teams of two people service the West Kimberley, East Kimberley, Pilbara and Goldfields regions.
ACHIEVEMENTS
DoT – 2013-2014 Driver training and licensing grants scheme (pilot) was undertaken in two communities and one town. Driving instructors successfully completed training and issued driving instructor’s licence. In total, 68 provisional driver’s licences were issued. o Yungngora Association/Noonkanbah community (West Kimberley) appointed March 2013 and concluded March 2014. 33 provisional driver’s licences issued. o Jigalong community (Pilbara) appointed April 2013 and concluded January 2014. Six provisional driver’s licences issued. o Wunan Foundation (Halls Creek) appointed in August 2013 and concluded August 2014. 29 Remote Licensing Service Vehicle Courtesy Department provisional driver’s licences issued. of Transport Funding to continue program was not able to be secured and the program wound up in 2014. One vehicle was donated to Wunan Foundation to continue driver training and remaining vehicles were auctioned off, in line with directive received from Department of the Prime Minister and Cabinet (PMC). DoT – 2015 Currently six organisations delivering theory testing services: Goomburrup Aboriginal Corporation (Bunbury), Mowanjum Aboriginal Corporation (Derby), Fortescue Metals Group (South Hedland and Roebourne), Ngarliyarndu Bindirri Aboriginal Corporation (Roebourne), Wunan Foundation (Kununurra and Halls Creek), Karrayili Adult Education Centre (Fitzroy Crossing). Many of these organisations also provide practical driving instruction and assist clients with fulfilling the supervised driving hours requirement. Since 2008, more than 2,270 clients have been issued Certificates of Achievement (for successful completion of learner’s permit theory test) by these organisations. DoT – 2016 The Remote Licensing Service commenced in September 2012 and is an ongoing operational activity. Teams undertake regular visits to the Kimberley, Pilbara, Midwest and Goldfields regions. Most driver licensing services and limited vehicle licensing services are available. Teams have the technology to process directly into DoT’s licensing database so information can be updated immediately. Since 2012, officers have undertaken 800 site visits across 130 locations, resulting in: o 1,809 driver theory tests and 1,850 practical driving assessments undertaken; o 1,380 learner’s permits issued; o 485 provisional driver’s licences issued and 485 driver’s licences reissued; o 765 driver logbooks issued; and o 1,257 changes of address processed. Officers also raise awareness of driver and vehicle licensing requirements in the community and promote road safety messages, such as use of seatbelts.
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3.10 HOUSING AUTHORITY (HA) Completed Improve Aboriginal engagement in the delivery of social housing in remote Aboriginal communities through housing management agreements between the housing authority and communities
STRATEGY
To develop a legal agreement between the HA and Western Australian Aboriginal communities to allow the HA to invest in ongoing community housing engagement and community development.
ACHIEVEMENTS
HA has established 68 Housing Management Agreements (HMAs) in 114 remote communities that HA provides Property and Tenancy Management services. The remaining 46 communities are managed under other arrangements. Under the NPRH 2016-18 program, HA plans to negotiate HMA’s with 29 of the larger, sustainable communities of those Courtesy Housing Authority 46. Currently, six new HMA’s have been negotiated and signed off at community level and are awaiting execution once the NPARIH 2016-18 bid is approved. HMA negotiations are currently ongoing in a further eight communities.
3.11 DEPARTMENT OF FINANCE (DoF) Completed Review the State’s procurement policies so that the requirements for Aboriginal economic participation are designed to support the expansion of Aboriginal business opportunities and an Aboriginal supplier network
STRATEGY
Review to be undertaken.
ACHIEVEMENTS
Review undertaken of Open and Effective Competition Policy (OECP). Amended to include exemption for public authority/Accountable Authorities to procure directly with registered Aboriginal businesses for procurements valued at less than $150,000, effective from November 2012. OECP reviewed again in 2014. Amended to increase procurement value up to $250,000 for direct purchases from registered Aboriginal businesses, and to allow an Accountable Authority to approve purchases over $250,000 if circumstances exist to support this. Effective from July 2014. The OECP was further streamlined in May 2016 and now allows public authorities to directly engage Aboriginal businesses even where a Common Use Arrangement exists. In addition, the exemption request from the policy can be completed and recorded internally by public authorities and DoF review is no longer required. The Minister for Regional Development recently announced that mandatory targets will be introduced in the 2017/2018 financial year, starting in the Pilbara and Kimberley region, which is part of the Aboriginal Regional Employment Package (AREP) led by the Regional Services Reform Unit (RSRU). DoF is working closely with the RSRU to research, communicate and implement regional Aboriginal employment and business targets (AREP Strategy 2 and 3). o Strategy 2 – Increase employment of local Aboriginal people by providers who contract with State Government. (Targets in line with the region’s Aboriginal working age population). o Strategy 3 – Increase State Government buying from local Aboriginal businesses. (Targets to be set). (Strategy 2 and 3 cover works, goods, services and community service procurements).
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Aboriginal economic participation via State Government contracting totals in excess of $160 million for the 2012 - 2016 financial years according to TendersWA data. Aboriginal Business Initiative Activities (2015-16) o Education: . Accessing Government contracts and Tender Tips sessions held for the Aboriginal Business Sector Forum for Directors of Indigenous Organisations (FDIO) and Indigenous Business Australia (IBA); . Finance web page updated to support the process of contracting with an Aboriginal business; . Existing training and mini procurement guide updates; and . Face to face meetings with Aboriginal businesses on accessing Government contracts. o Education/Promotion: . Agency and Chief Procurement Officer Forums to State Government Agencies on the Aboriginal Business Initiative and the AREP; and . Finance procurement employees attended workshops to increase uptake of the Aboriginal Business Initiative. o Monitoring - Reporting field added to TendersWA to capture contracting with Aboriginal businesses and cross checking TendersWA and Aboriginal Business Directory WA (ABDWA) data. o Participation: . Ongoing member of the Aboriginal Procurement Working Group; . Streamlining the current OECP to allow agencies to undertake the exemption process internally and also allow for direct engagement of Aboriginal businesses even where a Common Use Arrangement is in place; . Australasian Procurement Construction Council topics on social procurement; . Ongoing members of the ABDWA working group; and . Collaborating with the RSRU on the implementation of the Aboriginal Regional Employment Package. o Promotion: . Developed and issued survey on the functionality and awareness of the ABDWA website; . Intranet articles, awareness sessions held with internal DoF staff to promote the initiative; . Presented overview of the Aboriginal Business Initiative at the Government Social Procurement Leaders Council; . Intersector article published on the Aboriginal Business Initiative on the Public Sector Commission website; and . Aboriginal Business Initiative – article published in the Funding and Contracting Services Bulletin. o Building relationships – Meetings held with State Government agencies, IBA, FDIO, ABDWA, Reconciliation WA, Local Contracting Alliance, Aboriginal businesses and industry representatives.
3.12 SMALL BUSINESS DEVELOPMENT CORPORATION (SBDC) Completed Provide training, advice and business support services to Aboriginal small businesses
STRATEGY
Model contemporary service delivery.
ACHIEVEMENTS
Within current service delivery of SBDC mandate to assist small businesses across WA. 2012-2013 135 new business client sessions across metropolitan and regional WA. 272 existing client sessions across metropolitan and regional WA. Indigenous Tourism Champions Program, a national initiative which provides access to business development specialists, targeted funding and international and trade marketing for selected Aboriginal cultural tourism businesses. The program is funded by Tourism Australia and IBA. SBDC facilitates the engagement and manages the program in WA. There were 13 Aboriginal tourism businesses in the program in WA.
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2013-2014 149 new business client sessions across metropolitan and regional WA. 541 existing client sessions across metropolitan and regional WA. 2014-2015 213 client sessions across metropolitan and regional WA facilitated by SBDC and SBCs. 46 Aboriginal businesses were referred by the SBCs to other service providers. 2015-2016 The SBDC integrated Aboriginal business support in the new Business Local (BL) service by requiring Aboriginal Engagement Strategies from service providers. 170 unique Aboriginal businesses were seen by BL service providers across metropolitan and regional WA. 463 hours of business advisory services were provided by BL service providers to Aboriginal businesses. 90 Aboriginal businesses were referred by BL service providers to other service providers. SBDC developed a workshop through the Regional Buy Local Initiative Stage 2 (RBLI2). The workshop, called Talking Business – Corporate Communication was developed by an Aboriginal business, for Aboriginal businesses. The workshop was held five times, attracting 25 Aboriginal businesses. Six Aboriginal businesses accessed the subsidised business assistance provided through the RBLI2 program.
3.13 TOURISM WESTERN AUSTRALIA (TWA) Completed Implement the Aboriginal Tourism Strategy for Western Australia (ATSWA) 2011 – 2015
STRATEGY 2014 TWA Between 2011 and 2015, the ATSWA Steering Committee (SC) produced a bi-annual progress report on the initiatives being taken by government and industry organisations to implement the ATSWA. The reports provide detailed information on the description, timeframe, completion and status of outputs and products/services in support of Aboriginal tourism development in WA. In January 2012, the SC commissioned a pilot project to be completed in the Gascoyne region which provided information and guidance to government and the tourism industry to support agencies that have an interest in the development of Aboriginal tourism enterprises in the Gascoyne region. A Federal Tourism Quality Grant Program has been secured to ensure a sustainable program of development for Aboriginal tourism products consistent with regional economic development strategies in Perth, the South West and the Golden Outback tourism regions of WA. 2015 TWA The $4.6 million Royalties for Regions funded Aboriginal Tourism Development Program 2015-19 (ATDP) commenced under TWA’s and Western Australian Aboriginal Tourism Operators Council’s (WAITOC) operational management. The ATDP is the most substantial Aboriginal tourism development initiative to be undertaken in Western Australia. In review, the following ATSWA 2011-15 strategic imperatives have been substantially addressed: o Showcase a compelling point of difference for Aboriginal tourism: TWA and Tourism Australia are committed to inclusion of Aboriginal tourism experiences in international and domestic marketing campaigns. TV campaigns in the Kimberley have showcased Aboriginal product; o Integrating mainstream Aboriginal tourism product into mainstream domestic tourism: TWA has represented Aboriginal tourism operator product at domestic and international trade shows 2011 and 2015 including Australian Tourism Exchange, Caravan and Camping Shows, International Tourism Bourse (Europe); o Facilitate and support opportunities for access to land and tenure for the development of tourism: In 2015, as part of the Camping with Custodians (Kimberley) Project, TWA was an enabling agent in the granting of permits to open the way for tourism camping ground developments on Aboriginal held Kimberley pastoral leases. This involved securing change of land use permissions (diversification permits) so that two Aboriginal tourism accommodation businesses (campgrounds) could be established in the region; o Support Industry in managing and interfacing with Government: TWA has committed to provide WAITOC with $300,000 in annual financial support of its administrative activities (in addition to the Royalties for Regions funded activities);
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o Ensure opportunities for involvement in Government tourism programs are maximised: In addition to the dedicated coaching to be provided by the ATDP, TWA has secured the inclusion of seven Aboriginal tourism businesses in Tourism Australia’s 2015-16 Indigenous Tourism Champions Program; o Supports the development of viable and sustainable Aboriginal tourism businesses: The ATDP will provide tailored business development assistance to 20 emerging and market ready Aboriginal tourism businesses selected from a pool of nominees on the basis of business development potential. The ATDP includes initiatives to increase the international consumer and trade marketing of Aboriginal tourism businesses whose product is of ‘export ready’ standard; o Supports accreditation of Aboriginal tourism businesses: Market ready businesses participating in the ATDP will be required to achieve accreditation in order to transition to export ready status; o Promotes Success Stories as best Practice examples: The development of the Imintji Community Campground as part of the Camping with Custodians (Kimberley) Project won the 2016 Planning Institute Australia (WA) President’s Award and the Public Engagement and Community Planning Award; o ATSWA 2011-15 outlined an initiative to increase collaboration between State and local government agents involved in Aboriginal tourism development and organisations that control access to loan capital. ATSWA did not have any dedicated funding to achieve this initiative and limited progress was made; and o Industry Capacity initiatives outlined in ATSWA 2015-19 have been achieved through the implementation of mentoring under the Kimberley Science and Conservation Strategy. The establishment of traineeships, cadetships and cross cultural training with the assistance of the DTWD has not been achieved. It is anticipated that an ATSWA 2017-21 will be developed.
Courtesy Western Australia Aboriginal Tourism Operators Council (WAITOC)
ACHIEVEMENTS 2016 TWA TWA has instigated a three year WA Aboriginal Export Ready Product Distribution Program. Up to $80,000 is available on a matched basis to assist export-ready operators with their trade marketing activities. This program was developed to address some of the gap left when the Commonwealth funded Indigenous Tourism Champions Program ceased on 30 June 2016. TWA will prepare the new Aboriginal Tourism Action Plan ATSWA for the period 2016-17 to 2020-21. The ATSWA SC was established in 2011 to encourage stakeholder participation in the Strategy and facilitate mutual benefits for those involved. The SC comprised members from WAITOC, SBDC, TWA, DAA and DPaW and had the responsibility to report back on implementation progress to the Executive Management of sponsor organisations. $4.6 million (over four years) of Royalties for Regions funding has been made available to implement the ATDP. The ATDP will improve the awareness/distribution of export ready Aboriginal tourism businesses; enhance the capacity of selected market ready businesses, and support a selection of new emerging businesses. As at November 2016, 20 businesses were participating in the program. TWA is delivering the Camping with Custodians project as part of the WA State Government Caravan and Camping Action Plan. The project aims to increase the number of strategically placed camping grounds on Kimberley Aboriginal lands. The Camping with Custodians Project commenced in 2014 with a focus on land assembly for the development of two new camping grounds. As at November 2016, the first of these – Imintji campground (Kimberley region), has been opened with a second campground – Mimbi (also Kimberley), under
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construction and expected to be open for the 2017 season. Preparations and land has been undertaken for two further campgrounds – Violet Valley (Kimberley) and Peedamulla (Pilbara). SBDC 2013 - Assisted two Aboriginal tourism businesses commence operations one in Bunbury and one in Karratha. 2014 - Assisted three Aboriginal tourism businesses commence operations two in the Perth metropolitan area and one in Merredin. 2015 - SBDC integrated business assistance for Aboriginal tourism businesses into its mainstream business assistance programs. SBDC will continue to participate on the Governance Committee of the ATDP. 2015 WAITOC Ensured opportunities for involvement in Government tourism programs were maximised: WAITOC has completed a TQUAL funded Program working with 20 individuals in Perth and the South West to develop Aboriginal tourism business concepts into marketable products. Five of these ‘aspirant’ businesses have now developed to a sufficient level to be considered for inclusion in the ATDP as Courtes: Western Australia Aboriginal Tourism Operators Council (WAITOC) ‘emerging’ businesses. 2015 DPaW Supports the development of viable and sustainable Aboriginal tourism businesses: Through the Bush BBQ program in National Parks, seeking Aboriginal operators to manage facilities (Contos Campground) or holding exclusive tour concession for a National Park (Belvidere), DPaW has reduced barriers to entry for Aboriginal tourism operators.
3.14 DEPARTMENT OF ABORIGINAL AFFAIRS (DAA) Completed In partnership with industry, support entities in each region that represent, support and advocate on behalf of Aboriginal businesses
STRATEGY Liaise with regional networks. Prepare a package on the Strategy, ABDWA and procurement initiatives.
ACHEIVEMENTS Aboriginal Economic Participation Opportunities Package prepared and distributed. DAA, in conjunction with State and Commonwealth partners, held a number of forums and workshops designed to raise awareness, inform and assist Aboriginal businesses to secure contracts. DAA provided support and brokered opportunities to Aboriginal businesses listed on the ABDWA. DAA continues to promote and support the Aboriginal business sector. DAA provided support and encouragement in the introduction of the Noongar Chamber of Commerce and Industry. DAA has had discussions with and offered assistance to establish a WA chapter of the First Australians Chamber of Commerce and Industry.
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3.15 DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT (DTWD) Completed Establish a public directory of Aboriginal businesses that details their capacity
STRATEGY Develop and launch the Aboriginal Business Directory WA (ABDWA). The ABDWA is a partnership project between the Chamber of Commerce and Industry Western Australia (CCIWA - ProjectConnect), SBDC, DAA and DTWD.
ACHIEVEMENTS Launched in October 2012, the ABDWA is an on-line service that is: State-wide; across all industries; free for businesses to register on; searchable and able to list the capabilities of businesses registered on it. Businesses or joint ventures registered on the ABDWA must meet 50 per cent Aboriginal ownership. Operational requirements amendments have been made to State Supply Commission guidelines and to the Local Government (Functions and General) Regulations to enable direct purchase of goods and services up to $250,000 from Aboriginal businesses registered on the ABDWA. Sponsorship has been obtained for ongoing Directory Facebook Page Courtesy Aboriginal Business promotion and maintenance of the site. Directory WA (ABDWA) SBDC provides support to Aboriginal business owners registering their business on the site and is responsible for the management of the database. In 2014, the ABDWA launched its own Facebook page. The ABDWA was nominated for an Institute of Public Administration Australia (IPPA) Awards and shortlisted for the Premier’s Awards in 2014 in the category of Improving Indigenous Outcomes. Dec 2016 Statistics on the users of the ABDWA website indicate that: o more than 450 businesses have registered on the website; o 49,374 business profiles have been viewed; o there have been over 59,803 unique visitors to the site; and o a total of 188,791 visits have been made to the ABDWA website.
3.16 DEPARTMENT OF AGRICULTURE AND FOOD WA (DAFWA) Completed Implement the Indigenous Landholder Services (ILS) program to improve the production and viability of Aboriginal pastoral and agricultural producers across the State
STRATEGY
ILS uses a strategic and participatory Economic Development Plan process with Aboriginal landholders.
ACHIEVEMENTS
ILS has been operating for over a decade and received the National Economic Development Australia Award in 2010. Twelve Aboriginal agricultural businesses are now considered viable by partners such as the Indigenous Land Corporation (ILC) because of improved business management capacity and knowledge of the production operating systems. This has led to an increase in food security, diversification, better land management, decrease in animal welfare issues and an increase in training and employment.
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This remains an ongoing core activity of ILS field staff. Corporations continue to develop their agricultural business by increasing their profits, knowledge, skills and management capability. The ILS was recognised as the appropriate service delivery agent and engaged by DRD, DoL, DAA and the ILC to assist 20 ‘at risk’ Aboriginal pastoral stations comply with the renewal of their pastoral lease by June 2015. All twenty identified ‘at risk’ Aboriginal held leases Kimberley ILS Meeting Courtesy Department of Agriculture and Food were successfully renewed. The ILS has been assigned a landholder capacity development role with the Noongar Native Title settlement package. The SWALSC and DPC have requested the ILS service to help build capacity of Noongar groups to manage a significantly large land estate which forms part of the settlement package. This project is yet to commence.
3.17 SMALL BUSINESS DEVELOPMENT CORPORATION (SBDC) Completed Facilitate more Aboriginal women into business and promote Aboriginal women’s businesses
STRATEGY
Within current service mandate.
ACHIEVEMENTS
Working with organisations such as Many Rivers Microfinance and the SBC Network to assist Aboriginal women into business and to promote their success. This was achieved through the 12 Inspiring Stories publication by the SBDC. In 2014, the SBDC actively worked with seven Aboriginal women to establish their business. In 2014-15, the SBBC exited the strategy when the funding for its Aboriginal Business Unit ended on 30 June 2015. Since 1 July 2015, ongoing advice and support has been provided to Aboriginal businesses by the SBDC’s general advisory team and the Business Local service.
3.18 DEPARTMENT OF PARKS AND WILDLIFE (DPaW) Completed Increase opportunities for Aboriginal businesses resulting from the joint management of national parks
STRATEGY
Contracts for services to be arranged with joint management partner organisations.
ACHIEVEMENTS Joint Management Arrangements Aboriginal people are increasingly involved in joint management of the State’s world-class marine and national parks. DPaW is working with around 32 traditional owner groups to promote employment and training opportunities, establish joint management arrangements and facilitate customary activities on country. This compares to 10 groups 10 years ago. Amendments to the Conservation and Land Management Act 1984 (CALM Act) recently passed by Parliament will further strengthen joint management arrangements by allowing joint vesting of national parks, conversation parks and nature reserves with native title parties. Examples of joint management include: o Murujuga National Park, Dampier is jointly managed as a national park under section 8A of the CALM Act by the Murujuga Aboriginal Corporation and DPaW. o A Working Group has been set up with assistance from the Goldfields Land and Sea Council to progress Aboriginal involvement and joint management of the proposed Credo Conservation Park.
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o Six Indigenous Land Use Agreements (ILUAs) covering 200,000 square kilometres of south-west lands were signed between Noongar people and the State government in June 2015. DPaW has committed to entering into a minimum of 12 joint management agreements for parks in the South West over the first 10 years of the South West Native Title Settlement Agreement. o ILUAs were signed with Ngarla people in the Pilbara in August 2014 which provide for the creation and management of the Ngarla parts of the Eighty Mile Beach Marine Park and proposed Jarrkurnpang Nature Reserve. o An ILUA was signed in June 2015 with Karajarri native title holders, enabling the creation and joint management of the Karajarri parts of the Eighty Mile Beach Marine Park and a number of proposed terrestrial reserves. o An ILUA and Joint Management Agreement (JMA) were signed with the Nyangumarta native title holders, enabling the creation and management of the Eighty Mile Beach Marine Park, Nyangumarta Park and terrestrial reserves. o In October 2016, the reserves that were the subject of the Ngarla, Karajarri and Nyangumarta ILUA’s were created and formally jointly vested. These were the first reserves jointly vested under the new CALM Act provisions. o Joint management arrangements with Dambimangari were expanded from the Lalang-Grram/Camden Sound Marine Park to include the North Lalang Garram/Camden Sound Marine Park and the Horizontal Falls Marine Park in November 2016. o An ILUA and JMA were signed in December 2016 with Balangarra native title holders over parts of the North Kimberley Marine Park. o Informal cooperative management has been implemented with the traditional owners over the Gibson Desert Nature Reserve and the Spinifex people in the Great Victorian Desert Nature Reserve under Memorandums of Understanding. o Progression to formal joint management is being actively progressed with the Wiluna Martu over the Martu Kurrara of the former Earaheedy (Kurrara Kurrara) and former Lorna Glen (Matuwa) pastoral stations that are now an Indigenous Protected Area. Management Plans The new CALM Act objective to protect and conserve the value of the land to the culture and heritage of Aboriginal persons is incorporated into management plans for DPaW’s parks and reserves. Management plans are the culmination of ongoing engagement with traditional owners to facilitate joint management and provide greater employment for Aboriginal people. Examples of these include: o a final management plan has been released for Eighty Mile Beach Marine Park; o a management plan for Lalang-garram/Camden Sound Marine Park has been completed in partnership with Dambingarri traditional owners; o the Yawuru Birragun Conservation Park draft management plan and the Yawuru Nagulagun/Roebuck Bay Marine Park indicative management plan were released in June 2015; o a draft management plan was released by DPaW and Dambingarri traditional owners, for the proposed Lalang-garram/Horizontal Falls and the North Lalang-garram Marine Park, and the proposed Oomeday National Park in the Kimberley region; o for the Yawuru in town and out of town parks in Broome significant site and recreation master planning and stakeholder consultation was undertaken; o similarly, this was the case for the Karara area former pastoral leases in the Midwest Region; o the William Bay National Park, Denmark Shire, Recreational Master Plan received cultural input from traditional custodians of the Pibelmen, Mineang and Kaneang groups; o extensive consultation was undertaken with Aboriginal groups for interpretive art work and translations for the signage at Millstream Chichester National Park, Pilbara; o the North Kimberley Marine Park Management plan is out for public comment; o a management plan was finalised with the Wiluna Martu for the Matuwa (ex Lorna Glen) and Kurrura Kurrura (ex Earaheedy) Indigenous Protected Area; and o a management plan for Lalang-garram/Camden Sound Marine Park has been completed in partnership with Dambingarri traditional owners. Contracting and Employment A joint management training program was undertaken for Wiluna Martu, Goldfields Land and Sea Council and Spinifex Rangers.
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3.18 CONT… DPaW worked with Martu Rangers in Karlamiyili National Park and adjacent Unallocated Crown Land in the Pilbara and the Western Desert and at Matuwa (ex- Lorna Glen) and Kurrara Kurrara (ex Earaheedy) Indigenous Protected Area to undertake fire planning, prescribed burning, land management, biological surveys, feral animal control and other conservation projects. Local Aboriginal people were employed in the Goldfields on a contract basis to develop the new campground and undertake land and cultural site management at the proposed Credo Conservation Park. The Esperance Noongar Aboriginal Corporation was contracted to assist DPaW with a range of land management activities such as path construction and maintenance and facilities Bunuba Rangers roadside burn on the Gibb River Road. maintenance. Courtesy Department of Parks and Wildlife The Kalbarri Royalties for Regions Road project was a $5 million road construction project in Kalbarri National Park. DPaW worked with the Yamatji Marlpa Aboriginal Corporation and the Nanda people to ensure the protection of the park’s heritage values as well as to provide meaningful training and employment for Nanda people. Five Aboriginal trainees were employed during the project, all obtaining a Certificate II in Resources and Infrastructure Work Preparation. One of the trainees is still employed in a permanent capacity with the road construction company. In addition, several Nanda subcontractors were employed through the project. Approximately $260,000 has been directly spent on employment of Nanda people. Employment, training and equity conditions have been attached to leases/licences. Currently there are 48 leases and licences that require Aboriginal employment, training or equity. In 2015, a Strategy was initiated to support operators to meet Aboriginal employment, training or equity in targets. Nine Aboriginal people were employed by Advanteering who were contracted by DPaW on the Lucky Bay Campground Contract in Esperance. Opportunities to Build Remote Community Resilience project, which involves Martu and Birriliburu rangers working with scientists, with support from the North Australian Indigenous Land and Sea Management Alliance and Rangelands NRM, to quantify the benefits of fire management for the carbon economy. This project will demonstrate that appropriate fire management can provide economic and employment foundations for remote communities. As part of the development of the Swan Canning Riverpark Trail Master plan and the Riverpark Interpretation Plan, a Noongar Advisory Panel was set up to provide heritage information and advice. Nine Whadjuk families were represented on the panel. Translocation of the endangered warru (black-flanked rock wallaby) in the Western Desert project, which aims to secure additional populations of the unique desert genetic stock of this species. This collaboration with Martu, KJ, The Nature Conservancy, BHP Billiton, and Rangelands NRM has also resulted in the discovery of previously unknown populations of this and other conservation significant fauna species. Through a collaborative agreement between DPaW and the City of Canning, an Aboriginal trainee position was created. The trainee is undertaking a Certificate III in Conservation Land Management course. DPaW offers work activities within the Swan Canning Riverpark, the trainee was also involved in a number of activities across many branches of the Rivers and Estuaries division. The traineeship was completed in 2016. The Wheatbelt region has entered a partnership with Gnaala Karla Boodja Land Enterprises and has provided access to a teaching facility and work experience for Noongar trainees undertaking the conservation and land management training. In the future once qualified there will be fee for service opportunities. The South West Region has developed an Aboriginal Engagement Strategy which includes providing fee for service and employment opportunities. Two Nanda rangers have been employed at the Kalbarri National Park – under the Kalbarri Skywalk and National Parks Infrastructure project. DPaW is supporting the PSC Aboriginal Traineeship Initiative by hosting six trainees.
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The Culture in the Parks initiative actively promotes Aboriginal people to be licensed for commercial opportunities to conduct Aboriginal cultural events and tourism businesses on land managed by the DPaW. Currently there are 14 operators in WA. Under the Culture in the Parks initiative, licence application fees are waived for the first year for start-up Aboriginal businesses. This waiver is valued at $515.00. DPaW is participating in and organising events in partnership with WAITOC to inform the community of the tourism opportunities available to Aboriginal people on the conservation estate. A workshop was held in Dryandra Woodland with the Noongar rangers associated with Wiilmen Pty Ltd to assist them in developing cultural tours in the area. Other Expanding the level of engagement and involvement through the use of customary practices is a high priority for DPaW. Information sessions were held in Collie, Bunbury, Busselton and Manjimup with the aim of building relationships and providing information to the Aboriginal community on changes to the CALM Act in relation to customary activities. DPaW developed local area access arrangements with traditional owners in Shark Bay, Fitzgerald River National Park, West Cape Howe National Park and Wedge Islands. DPaW is developing a strategy to actively identify opportunities for Aboriginal businesses. Bilby monitoring in the Pilbara, in particular the Nullagine population by students from the Remote Communities School with support from Millennium Minerals. Capturing Aboriginal names for Pilbara flora through collaboration with the Wangka Maya Pilbara Aboriginal Language Centre with support from BHP Billiton, which will see the names displayed in FloraBase. Recognition of Aboriginal custodianship of country through the use of Aboriginal meanings and place names, approved by Aboriginal people with the authority to speak for country, when describing new species. Examples include the herb Mitrasacme katjarranka (meaning ‘near Katjarra’) from the Birriliburu IPA and the freshwater clay pan crustacean Boeckella pilkililli (meaning ‘clay pan’) from the Matuwa Kurrara IPA. DPaW sponsored the Ninu Festival at Kiwirrkura which brought together scientist and ranger groups working together to conserve and manage bilbies in the wild.
THEME 4: Create Sustainable Wealth
2 There is significant potential to use Aboriginal-controlled resources to create economic opportunities and inter-generational wealth by building on the economic value of Aboriginal land, sea and culture. A much greater return on these assets should be secured for the community. Assistance and support is being provided in the critical planning, approvals and project development stages to support Aboriginal people to sustainably build and manage their own assets.
4.1 REGIONAL SERVICES REFORM UNIT (RSRU) (Led previously by DoL) In Progress Provide a framework for land tenure reform which allows the establishment of Aboriginal businesses and home ownership on Aboriginal controlled land
STRATEGY
Release of regional services reform papers in 2016 will include a focus on land tenure improvement on Aboriginal controlled land.
ACHIEVEMENTS
DoL 2013 DoL was ready to deliver advice and appropriate tenure for a prioritised and coordinated list of proposals on Aboriginal-controlled land. In the meantime, DoL continued to grant tenure in response to requests, e.g. land soon to be granted freehold at Noonkanbah to the Yungnora Aboriginal Association. Additionally, DoL was a member of the AACC’s Regional and Remote Aboriginal Communities Sub-Committee and granted tenure to town-based communities to support agreed changes. DoL 2014 This body of work is now led by the Department of Premier and Cabinet (DPC). DPC aligned activity to the proposed State Investment Strategy for Remote Aboriginal Communities in WA.
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DoL proposed tenure options aligned to the five categories under the Strategy. DoP, DAA and HA provided comment on those tenure options and DPC and DRD complied next steps via a discussion paper intended to be presented to the AACC in 2015. RSRU 2015 DPC led an interagency working group that developed a draft State discussion paper on land tenure improvement on Aboriginal controlled land. RSRU 2016 In 2016, the RSRU advanced the discussion paper in line with broader changes anticipated as part of regional services reform to infrastructure and service delivery in town-based reserves and remote Aboriginal communities. The RSRU commenced coordinating with key State and Commonwealth agencies about the progression of land tenure reform in Town Based Reserves and remote Aboriginal communities in accordance with the principles outlined in the Resilient Families, Strong Communities: a roadmap for regional and remote Aboriginal communities. RSRU have also commenced consultation with remote Aboriginal communities on land tenure as part of its consultation on essential and municipal services, and to ascertain how tenure change could facilitate further economic and social development.
4.2 HOUSING AUTHORITY (HA) Advanced Research and develop a range of Aboriginal home ownership products, including transitional housing in support of employment, shared equity purchase models, affordable housing in high cost resource industry towns e.g. Port Hedland and home ownership in Aboriginal communities
STRATEGY
HA offers a range of home ownership products through its lending provider, Keystart Home Loans under two schemes: Shared Ownership and Aboriginal Home Ownership Scheme (AHOS). Implement the Transitional Housing Program (THP). Keystart services are offered across the State. The customer service function is delivered by Aboriginal people in culturally appropriate ways.
Courtesy Housing Authority
ACHIEVEMENTS
2013 The East Kimberley Development Package Transitional Housing Program (THP) is a partnership with both Community Housing Limited (CHL) that manage the properties and the Wunan Foundation that provides the support services. The program, which was the recipient of the Premier’s Award in the Improving Aboriginal Outcomes category in 2013, provides stable, affordable housing to Aboriginal people to help them develop independence and take a significant step towards creating personal wealth and achieving home ownership. The program will be expanded to provide another 100 dwellings (60 in Broome and 40 in Derby) to facilitate the transition of eligible Aboriginal tenants from public housing and other housing, along the housing continuum towards home ownership. The benefits of the investment are significant, with anticipated regional impacts of the program including: o increased availability of public housing; o reduced waiting lists; o reduced levels of welfare dependency; o increased access to local employees for local businesses; o greater financial self-determination (especially for Aboriginal people who represent nearly 98 per cent of people on public housing wait lists); and Government of Western Australia Aboriginal Economic Participation Strategy 2012 – 2016 Final Report – December 2016 50 | P a g e
o a more sustainable private housing sector supported by a continuous, predictable and growing stream of customers. The HA’s Housing Pathways Unit provide a number of options to tenants who are no longer income-eligible for public housing, including community housing, bond assistance to rent privately, Keystart home loans and SharedStart home loans. This program provides targeted support and is assisting a number of long term Aboriginal tenants to buy their own home. 2014 – 15 The original 40 dwellings under the THP are in full operation, with residents achieving excellent outcomes in training and employment, money management, school attendance, and progression to home ownership. This program is managed by CHL and the Wunan Foundation is providing the program support services to tenants through an Aboriginal Money Mentor position. Two applicants purchased their own home with six other participants nearing home ownership approval. The school attendance rate for children in the program as at 30 September 2015 was 98 per cent attendance. The THP was extended to Halls Creek with the construction of 15 dwellings completed in September 2015. All properties were allocated prior to completion and people remained on a waiting list. 2015 – 16 Upon the expiration of the management contracts, a public open tender process was undertaken with contracts being awarded to CHL to deliver property and tenancy management and Nirrumbuk Environmental Health Services to provide the support services and money mentoring. Three more THP participants purchased their own homes, with four participants seeking home ownership approval. The school attendance rate for children in the program as at 30 November 2016 was 92 per cent attendance. The THP has been extended to the West Kimberley with 60 dwellings to be constructed, 40 in Broome and 20 in Derby. 28 dwellings have now been delivered in Broome and eighteen in Derby, the remaining dwellings, twelve in Broome and two in Derby will be delivered by 30 June 2017. Property and tenancy management in Broome is being delivered by CHL with tenancy management delivered by the HA in Derby. Centacare are delivering the tailored support services and money mentoring in Broome. Keystart - AHOS participated in a joint venture with the Yawuru, a first of its kind for Keystart, without obtaining funding from the HA. This unique product assisted eight Yawuru members that would not have been able to achieve home ownership. Through the AHOS, Yawuru and the Standard Loan product, Keystart approved greater than 1,650 Aboriginal loans in the last five financial years (2012, 2013, 2014, 2015 and 2016). Keystart expects the assistance to Aboriginal people to continue at these levels. Keystart continues to work with and educate Aboriginal people across the State to assist them in achieving their goals to enter into home ownership.
4.3 DEPARTMENT OF MINES AND PETROLEUM (DMP) In Progress Promote exploration on Aboriginal lands that maximises Aboriginal economic participation outcomes
STRATEGY
Mining leases on Aboriginal Lands Trust (ALT) land.
ACHIEVEMENTS
The ALT receives a percentage of mining rents and royalties (calculated on a sliding scale) on an annual basis from DMP. This is in return for consent to mine (explore) and Permits to Enter on Aboriginal reserve lands which promotes exploration and the possibility of large scale benefits to Aboriginal communities if an operational mine is developed. As a result of this policy: o there are currently 35 granted exploration licences, eight live prospecting licences and 21 granted mining leases in the Pilbara area; o there are 42 granted exploration licences, three granted prospecting licences and 22 granted mining leases in the Kimberley area; and o there are 105 granted exploration licences, six live prospecting licences and ten live mining leases in the Central Desert and Cosmo Newberry areas.
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On behalf of the Minister for Mines and Petroleum, DMP releases petroleum exploration acreage for competitive bid by the petroleum industry over Aboriginal Reserves vested under Part III, Reserved Lands of the Aboriginal Affairs Planning Authority Act 1972 (AAPA Act). The acreage release process creates genuine opportunities for the lessees of Aboriginal Reserves (from the ALT in accordance with the AAPA Act) to engage with petroleum explorers to discuss land access arrangements and economic participation opportunities associated with the exploration activities. DMP can also accept applications for Special Prospecting Authorities (SPA) with or without an acreage option, on AAPA Aboriginal Reserves in areas where there is no current or planned release of exploration acreage. On-ground operations associated with an SPA afford the same engagement and economic participation opportunities for lessees of Aboriginal Reserves. There are currently nine Active Petroleum Titles, 13 Petroleum Exploration Permit Applications (Application Areas) and seven discrete areas for which invitation for Exploration Permit Applications (Release Areas) encroaching Aboriginal Reserves under Part III of the AAPA Act in Western Australia. Three of the Application Areas and six of the Release Areas encroach on the Aboriginal Reserves within the Central Desert and Cosmo Newberry area.
4.4 DEPARTMENT OF CULTURE AND THE ARTS (DCA) Completed Promote and assist with the further development of Aboriginal remote and regional art centres and artists
STRATEGY
Support the development of the State’s network of regional and remote Aboriginal art centres and artists.
ACHEIVEMENTS
2013 Revealed was the product of a partnership with DAA, Central Institute for Technology, Commonwealth Office for the Arts, the Metropolitan Redevelopment Authority and all three State cultural institutions. The program included: o exhibition of 58 emerging Aboriginal artists from across the State; o public symposium with high profile Aboriginal cultural leaders; o market day in the Urban Orchard featuring 21 Aboriginal art centres and full cultural program extending through the cultural centre; and o professional development program Corben Williams from Martumili Artists at the Revealed Market in for art centre staff, boards and 2016 held at the Fremantle Arts Centre artists. Courtesy Jessica Wyld, Department of Culture and the Arts 2014 DCA delivered a professional development program tailored to meet the needs of all WA Aboriginal Art Centres. The program was delivered centrally in Perth, bringing the art centres together for two days of networking and professional development. This was followed up with onsite training to ensure maximum take up of best practice.
2015 Revealed: Emerging Aboriginal Artists from WA was again delivered in April 2015, directly engaging with 24 Aboriginal art centres and 65 Aboriginal artists from most regions of WA. The event attracted almost 7,000 visitors and generated more than $170,000 in artwork sales. From 2015 Revealed will be delivered annually, with the program continuing to include: o exhibition of emerging Aboriginal artists from across the State; o public symposium with high profile Aboriginal cultural leaders; o market day in the Urban Orchard featuring Aboriginal art centres and cultural program throughout the cultural centre; and
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o professional development program for art centre staff, boards and artists. Aboriginal Art Centre Hub of WA completed their incorporation process and have expanded the scope of their membership to all WA Aboriginal art centres. DCA is currently developing a package of support for the WA Aboriginal art centre sector with funds from the DRD, titled Future Focus for WA Aboriginal Art Centres. This has been approved by both the Ministers for Culture and the Arts and Regional Development and contains two strategies: o Funding targeted at increasing organisational viability; and o WA Aboriginal art market development. 2016 DCA partnered with the Fremantle Arts Centre to deliver Revealed: Emerging Aboriginal Artists from WA, the program included: o exhibition of 60 emerging Aboriginal artists from 23 art centres across the State; o total visitorship of almost 20,000 people (an increase of 13,000 from 2015); o market day in the Urban Orchard featuring 21 Aboriginal art centres, generating sales of $316,000 (an increase of $184,000 from 2015); and o professional development program for art centre staff, boards and artists, incorporating management and creative streams. With funds from the DRD Creative Regions package, DCA delivered a $1.2 million funding program to the Aboriginal art centre sector. Future Focus for WA Aboriginal Art Centres was designed to increase art centre viability by supporting organisation development and business planning, capital works projects and major art development initiatives. As at December 2016, this program is now closed.
Revealed Market in 2016 held at the Fremantle Arts Centre Courtesy Jessica Wyld, Department of Culture and the Arts
DCA partnered with the Commonwealth Department of Communications and the Arts to contract leading arts academic, Mr David Throsby to conduct a research project in the Kimberley region, as the first stage of a national research program, investigating how Aboriginal artists in remote Australia establish, maintain and develop their professional art practice. This research has yielded important data for DCA to draw on for future projects.
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4.5 DEPARTMENT OF LANDS (DoL) Completed Expedite land development and release in locations that provide an economic return to Aboriginal people
STRATEGY When assessing applications for Crown land to proponents, DoL will consider the social, cultural, environmental and economic opportunities that may exist at land parcel locations when advising the suite of land tenure options available.
ACHIEVEMENTS 2013 DoL is committed to expediting land tenure grants to support economic returns to Aboriginal communities. Where proposals are identified and prioritised through the auspices of the Aboriginal Economic Participation Strategy Working Group or the AACC and its subcommittees, DoL will meet its commitment. Until there is an agreed and coordinated priority list DoL will continue to meet requests by Aboriginal communities as well as implement Native Title agreements which frequently contain benefits in the form of land grants to underpin economic development opportunities, e.g. Kariyarra (Hedland); Nyiyaparli (Newman). 2014 This body of work is now led by DPC aligning activity to the proposed State Investment Strategy for Remote Aboriginal Communities in WA. Cabinet have recently endorsed the Strategy with further detail in how to progress its intent being developed and defined by DPC and DRD. DoL has provided proposed land tenure options aligned to the five categories within the Strategy and will continue to work with the whole-of-government approach. 2015 With the advent of the Regional Services Reform program, led by DRD, the State is working with Aboriginal communities through a dedicated program of activity across multiple portfolios. DoL will be guided by DRD on where and when land tenure change is sought and is on the interagency working group comprising DRD, DPC, DAA, HA, DoP, Department of Local Government and Communities and the Pilbara Development Commission. DoL continues to work with DAA and HA in particular to assist them in designing land divestment proposals that through consultation with Aboriginal people by these agencies, have highlighted a requirement for land tenure change. Activity will be expedited where there is an established government commitment and priority, with funding to support Aboriginal people and government agencies in progressing native title and land assembly processes. 2016 DoL in partnership with DAA, DPC, HA, DoP, DRD and RSRU, continued advocacy in regards to the application of the suite of land tenure options available under the Land Administration Act 1997 (WA) (LAA) when considering proposed land uses, rather than creating new tenures. The LAA is flexible enough to accommodate most land use proposals. LAA amendments have however been proposed to create a new form of non-exclusive tenure called a Rangelands Lease. Primarily focused on enabling broader diversified uses of the Rangelands, some 87 per cent of WA, this new lease tenure enables uses beyond what is possible under pastoral lease tenure. A Rangelands Lease would be ideal for application to non-community type land where there is opportunity for economic and environmental uses of the land such a tourism, intensive agriculture or carbon farming. These LAA amendments were not able to be achieved in 2016 and it is hoped that these can be progressed in 2017. Navigating tenure creation or tenure transfers (e.g. ALT divestment) through Native Title Act 1993 (Cth) (NTA) processes continues to be a challenge for proponents including Registered Native Title Body Corporates seeking to utilise land commercially. The DoL, together with various government and non-government parties, are seeking to identify pathways that incentivise greater land use by Aboriginal entities while accommodating native title rights and interests. Such activity described above is ongoing, constantly looking for new ways of creating expanded social, cultural, environmental and economic land uses for Aboriginal people, while balancing native title rights and interests.
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4.6 DEPARTMENT OF THE PREMIER AND CABINET (DPC) Completed Increase the economic outcomes associated with State government negotiated native title agreements
STRATEGY Develop Key systems and reforms introduced by the DPC aimed at supporting Aboriginal economic development and participation.
ACHIEVEMENTS The South Western Native Title Settlement ILUA contains the Noongar Economic Participation Framework which, once implemented, will facilitate self-identified objectives aimed at: o growing Noongar owned businesses and Noongar/non-Noongar joint ventures and increase Noongar employment in Noongar businesses; o increasing the knowledge and skills of the Noongar community in the areas of Government procurement, tendering and contracting; o increasing Noongar participation and representation in employment and the broader economy; and o building on the existing strengths of the Noongar community to foster Noongar entrepreneurial culture. The Framework also provides establishing a Noongar Economic Participation Steering Group. This Steering Group will consist of senior Government representatives from a number of agencies who will work to implement the Framework. The Government ILUA: by way of example, the Esperance Nyungar (EN) agreement contains the following opportunities: o an annual and ongoing income stream linked to the expedited grant of exploration tenure; o seed funding to assist the PBC to start up, administration and to develop with the highest standards of governance and accountability over a five year period; o project funding over three years to assist in the protection and preservation of Aboriginal heritage as well as site identification to benefit both the group and proponents intending to undertake activities on the determination area; o selected land transfers including agricultural, residential, conservation and reserves; o funding to support the development and management of the EN land portfolio; and o specific outcomes arising from the EN Government ILUA over the previous 12-18 month period are reported in strategies 1.9 (above) and 5.13 (below). The template Government ILUA is constantly reviewed to identify and incorporate terms which may support regional economic development and participation. Procurement arrangements facilitating native title holder participation in business or the workforce are a current focus. Government Standard Heritage Agreement (GSHA) o Provision of heritage services provides a key income stream for many Native Title Representative Bodies and PBCs. The GSHA is an initiative introduced by DPC that supports and enables economic participation opportunities for PBCs in that regard. o The GSHA provides agreed procedures and rates for when, how and at what cost surveys will be conducted by State Government agencies to identify, avoid and/or mitigate impacts to Aboriginal heritage. o As at December 2016, the GSHA (or its regional variant, such as the EN GSHA or Noongar SHA) is operational in 10 agreement areas throughout the State. Six additional proposed GSHA agreement areas are currently under active consideration by PBCs. o As a whole-of-Government standard, DPC encourages use of the GSHA by all agencies contemplating projects with potential heritage impacts. Kimberley Science and Conservation Strategy (KSCS) agreements, inter alia, support economic development and participation opportunities for native title holders through: o provision of operational funding for PBCs; o creation of new land tenure arrangements to underpin investment in infrastructure and/or commercial or enterprises and/or land management initiatives; and o joint management arrangements. Eight KSCS ILUAs have been authorised in total. Six of these were authorised in the past 12-18 month period. DPC has co-ordinated and led negotiation of KSCS ILUAs with respective native title groups. DPaW will be the agency responsible for implementing the agreements.
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4.7 DEPARTMENT OF AGRICULTURE AND FOOD WA (DAFWA) Completed Promote economic outcomes from Aboriginal and State lands through natural resource management projects and support of the pastoral and agricultural industries
STRATEGY DAFWA Indigenous Landholder Services (ILS) uses an Environmental Management Plan (EMP) process. State NRM Office Develop strategies to align the NRM opportunities with the SWALSC and the Yamatji Marlpa Land Council. Establish links to Native Title Working Groups such as SW Noongar NRM Group becoming part of the Gnaala Karla Boodja (GKB) group and the Noongar NRM Group to the Ballardong Working Group. Provide advice regarding Land Management to the Native Title Working Groups at regional level regarding: Joint Management of the DPaW estate and water reserves; ILC properties for inclusion in agriculture and pastoral opportunities in carbon farming and climate change; management of ALT properties; NRM and Caring for Country opportunities and commercial opportunities within their regions on bio-diversity. Identify and assist in the design of course curricula to ensure Aboriginal participation in land management to include traditional ecological knowledge. Continue to work with Muresk Working Group to ensure that the Noongar Knowledge Precinct is included in the re-development of the education facility.
ACHEIVEMENTS DAFWA Six EMP’s have been completed on Aboriginal landholdings, which have provided comprehensive assessments of resource condition and land capability. Integrated NRM projects that identify and address land degradation issues are developed in consultation with landholder groups using the EMP process. The EMP process helps identify diversification of new business opportunities for landholders based around bush products. The ILS project has Commonwealth funding approval through the ‘Innovations Grants’ process to develop ten additional EMPs with Aboriginal landholders in the Esperance and Northam region. This is a two year project from July 2014 to June 2016.
Courtesy Indigenous Landholder Service, Department of Agriculture and Food Western Australia
State NRM Office Project ceased on 31 March 2015. Opportunities are being canvassed to continue an expanded project under different auspices.
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2014-2015 There are six regional Aboriginal NRM groups that have been identified within the project but due to budget constraints and a request from DPC, the project is now focussed on the Southwest region. Within the Southwest region, the project has been aligned to the Single Noongar Claim and the regional groups will be accommodated within the six Prescribed Body Corporates after the ILUA is agreed and signed off by the SWALSC and the State Government. Other regions have also been identified for the development of the regional Aboriginal NRM group especially within the Midwest and Goldfields regions. The project has developed the Ancestral Land Management Plan (ALMP) to ensure that the native title requirements within the ILUA are being met by the Noongar community. It is also important that the community have the skills and capabilities to manage the 320,000 hectares to be transferred across within the agreement. In transferring the land across to the Noongar community the Government needs to mitigate the risk of this and other native title decisions to ensure the assets are maintained. Within the Wheatbelt region the Project has worked with the Noongar property landholders to commence a dialogue in regard to the development of a Noongar Farming Co-operative, which has now been introduced. The project is working closely with SWALSC to ensure that future training or education programs such as that included within the ALMP identify opportunities in the joint management process. The project is participating in an ongoing process with the newly formed Advisory group as a member. The Food, Fibre, Timber Training Council have invested $30,000 to investigate the ALMP being implemented within the Wheatbelt region, as a ‘demonstration project’. The Pathway has been developed with the support of the Quairading Shire, Quairading DHS, Muresk College, the Food, Fibre and Timber Training Council, Central Regional TAFE, SWALSC and the Education Training Council. The Minister for Education has committed to funding the Pathway within the Quairading DHS. The Minister will also investigate the need to establish the Quairading DHS as a ‘Specialist Program School for Land Management’.
Courtesy Indigenous Landholder Service, Department of Agriculture and Food Western Australia
The Pathway proposes to fast-track Noongar youth through to the Muresk College. The ALMP allows for the students at school to be educated in land management curriculum with courses developed by the Food, Fibre and Timber Training Council is supported by Central Regional TAFE and the Muresk College. Youth are also being offered courses that will provide skills for them to become engaged in land management. The Noongar farmers are also being informed of the need to develop the Noongar farming cooperative. The Noongar community have been advised of the community grants scheme.
THEME 5: Work In Partnership
Addressing poverty, achieving equality and closing the gap on Aboriginal disadvantage is a priority of the State Government. However, the State cannot implement the initiatives nor achieve the outcomes detailed in this strategy without working in collaboration and partnership with other stakeholders including the Commonwealth and local government, industry, businesses, non- government organisations and the Aboriginal community. For this strategy to deliver the anticipated outcomes it is critical that the Aboriginal community is fully engaged in all aspects of its design and implementation.
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5.1 DEPARTMENT OF ABORIGINAL AFFAIRS (DAA) Completed Implement the National Partnership Agreement on Indigenous Economic Participation (NPA IEP)
STRATEGY
Indigenous Economic Participation National Partnership Agreement Implementation Plan Monitor and analysis of agency implementation of Aboriginal economic participation strategies through CEO/DG Performance Agreements.
ACHIEVEMENTS
The National Partnership Agreement on Indigenous Economic Participation (NPA IEP) expired on 30 June 2013, with three of the four reforms, CDEP conversion, government procurement reforms, and Aboriginal workforce development strategies for new major COAG reforms successfully implemented. While the representation of Aboriginal people employed in Western Australian public sector agencies is currently 2.7 per cent, which exceeds the COAG national target of 2.6 per cent, to date the State has not met its target of Aboriginal representation of 3.2 per cent. The final report for the NPA IEP for the period 2011-13 was submitted to the Commonwealth Department of Employment for approval in January 2014. There is whole-of-government priority for CEOs to implement strategies that enhance economic participation outcomes within their CEO performance agreement.
5.2 DEPARTMENT OF ABORIGINAL AFFAIRS (DAA) Completed Implement the National Partnership Agreement on Remote Services Delivery (NPA RSD)
STRATEGY Commonwealth/State Bilateral Implementation Plan. Form a partnership between DAA and the Commonwealth Department of Families, Housing, Community Services and Indigenous Affairs. Establish Regional Operations Centre in the Kimberley and Operations Centres in four RSD locations. Through community engagement, collaboration and consultation develop Local Implementation Plans (LIPs). Link communities and service providers to deliver on the LIP priorities and actions. Implement LIP priorities and actions. The NPA RSD expired on 30 June 2014.
ACHIEVEMENTS As at February 2014, 849 (92 per cent) of the 922 LIP actions (totalled across the four RSD locations) had been completed and the remaining 73 actions were in progress. Under the new Indigenous Advancement Strategy within the Department of the Prime Minister and Cabinet (PMC), any remaining actions from the RSD program have been transitioned as they relate to Government and community priorities. Where outstanding actions in relation to Government priority areas of getting children to school, adults to work and making communities safer, PMC staff will continue to work with communities to transition and implement these priorities. The RSD Final Evaluation Report was conducted by PMC and was publically released in July 2014. The findings include:
RSD Sites Courtesy Coordinator General for Remote Indigenous Services
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o There is strong evidence the RSD led to an increase in service provision in RSD communities such as new houses, children and family centres, youth services and social services. o Community members recognised there are more services available and considered key services to be more helpful. o Half of all community members surveyed considered that their community and their own lives were improving. Housing, infrastructure, early childhood education and employment were often cited as reasons why things were improving. o Outcome data showed some improvements in RSD communities, though this was generally part of a more general trend, e.g. there were improvements in mainstream employment rates and Year 12 attainment levels from 2006 - 2011. Welfare dependency: Fitzroy Crossing and Halls Creek were two of ten RSD communities where the total number of people on welfare payments decreased, based on comparing the adjusted total counts of person on Community Development Employment Project wages and income support payments between June 2009 and June 2012. o The decline in Fitzroy Crossing was the most pronounced of all the communities.
5.3 HOUSING AUTHORITY (HA) Completed Implement the National Partnership Agreement on Remote Indigenous Housing (NPARIH)
STRATEGY Construction of new houses and refurbishment of existing houses in remote Aboriginal communities that are signatories to Housing Management Agreements. Engage a minimum 20 per cent of local Aboriginal people to be employed in the total workforce on NPARIH construction and refurbishment projects.
ACHIEVEMENTS 2012 – 13 HA intends increasing the number of Aboriginal owned/operated enterprises on future NPARIH projects. Joint Venture Agreement between Leighton Construction and Kullari Building established in the West Kimberley. Other Aboriginal owned head contractors engaged to deliver construction and refurbishments are Mowanjum Community and Muway (a joint venture between the Bunuba people and Eco Construction). Aboriginal employment outcomes over the 2011-2012 period averaged 35 per cent. Over the life of NPARIH a number of Aboriginal apprentices and trainees have been engaged. So far for 2012-2013, 11 Aboriginal apprentices and 10 Aboriginal trainees have been engaged on NPARIH projects. 2013 – 14 For the 2014-18 period of the NPARIH, a panel of seven builders has been appointed of which three are Aboriginal owned companies. The builders will be required to invite quotes from Aboriginal sub- contractors and suppliers in each individual contract. Aboriginal employment outcomes averaged 32 per cent for capital works projects. 2014 – 15 The HA appointed a panel of seven builders, three of which are Aboriginal owned companies. Aboriginal employment outcomes averaged 46 per cent for capital works Courtesy Housing Authority projects. Over the life of NPARIH Aboriginal apprentices and trainees have been engaged on NPARIH projects. In 2014 -15, nine Aboriginal apprentices were engaged on NPARIH projects. Under the NPARIH Panel Builder Agreement of that period, Panel Builders were required to secure quotes from Aboriginal owned businesses/sub-contractors. Twenty Aboriginal businesses/sub-contractors were engaged on NPARIH works over the 2014-16 period to 31 October 2015. 2015 – 16 The HA continued with the panel of seven builders, three of which are Aboriginal owned. Aboriginal employment outcomes averaged 44 per cent for capital works.
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HA’s mainstream capital works under the Kimberley Employment and Enterprise Program achieved a 37 per cent Aboriginal employment average. National Partnership Remote Housing (NPRH) 2016-2018 Aboriginal employment targets have been increased to 45 per cent and, Aboriginal business engagement is 30 per cent of NPRH contracts awarded. The HA Aboriginal Employment Targets (AET) across the state commenced on 1 September 2016, targets are set at 20 per cent for the Kimberley and Pilbara regions, 10 per cent in the Goldfields/Esperance region and towards 5 per cent in all other regions.
5.4 DEPARTMENTS OF COMMERCE (DoC) & REGIONAL DEVELOPMENT (DRD) Completed Implement the National Partnership Agreement on Remote Indigenous Public Internet Access (RIPIA)
STRATEGY DoC Commonwealth/State Bilateral Implementation Plan 2012-13. Expand or upgrade public internet access to 100 per cent of the of the remaining five Ngaanyatjarra Lands communities and provide maintenance facilities to the remaining seven Ngaanyatjarra Lands communities. DRD Responsibility of the RIPIA Project was transferred from the DoC to the DRD in May 2014. A new three year Intergovernmental Agreement was signed on 26 May 2014, which replaced the National Partnership Agreement on Remote Indigenous Public Internet Access, but continues the services originally provided under the National Partnership Agreement on Remote Indigenous Public Internet Access.
ACHIEVEMENTS DoC The aim of the Partnership Agreement was to seek: o Enhanced social inclusion and community well-being in remote Indigenous communities by improving links between people, information and technology; o Improved access for Indigenous Australians in remote Indigenous communities to basic information and communication services required for participation in contemporary Australia economic, political and social life; o Reduced barriers to the use of information and communication technology in remote Indigenous communities; and o Better understanding of the benefits of the effective use of the internet and associated hardware and software in remote Indigenous communities. All actions have been completed under the 2012-13 Implementation Plan. Upgraded public internet access facilities have been delivered to Blackstone, Cosmo Newberry, Tjirrkarli, Wanarn and Warburton. Maintenance services have been delivered to Blackstone, Cosmo Newberry, Jameson, Tjirrkarli, Wanarn, Warakuna and Warburton. Training services have been delivered to the seven Ngaanyatjarra Lands communities. The final report on the National Partnership Agreement on Remote Indigenous Public Internet Access has been accepted by the Commonwealth. Responsibility for the program was transferred to the DRD in May 2014. DRD took the lead role ensuring WA’s participation in the program for 2013-2019. DRD RIPIA has supported computer training programs, and the maintenance of existing public internet access equipment in specified remote Aboriginal communities throughout WA. All 2014-15 RIPIA funding has been allocated and is currently being managed through eight separate grant agreements, servicing 20 communities. The 2015-16 RIPIA funding was terminated by the Commonwealth in June 2016. The Commonwealth have advised they remain committed to the delivery of internet access and training in remote Aboriginal communities and has allocated $6.7 million over three years for a new activity to replace the project agreement.
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5.5 DEPARTMENT OF ABORIGINAL AFFAIRS (DAA) Completed Cooperate with Commonwealth Agencies in the implementation of the Commonwealth’s Indigenous Economic Development Strategy 2011-2018
STRATEGY Commonwealth Indigenous Economic Development Strategy.
CURRENT SITUATION Following the election in September 2013, the new Federal Government made a number of changes to the Machinery of Government. In July 2014, the Commonwealth introduced the Indigenous Advancement Strategy (IAS) which replaced more than 150 individual programmes and activities with five flexible, broad-based programs: 1. Jobs, Land and Economy; 2. Children and Schooling; 3. Safety and Wellbeing; 4. Culture and Capability; and 5. Remote Australia Strategies. State agencies continue to collaborate and cooperate with the Commonwealth in delivering economic programs and services.
5.6 DEPARTMENT OF ABORIGINAL AFFAIRS (DAA) In Progress Work in collaboration with Commonwealth agencies such as the Indigenous Land Corporation and Indigenous Business Australia, in particular in matters related to acquiring land and utilisation of assets and the establishment of Aboriginal businesses and investment
STRATEGY Provide advice and assistance to Aboriginal people and organisations who are seeking to acquire land. Participate on committees and working groups as required.
ACHIEVEMENTS DAA is working closely with a range of organisations to promote the transfer of Aboriginal Lands Trust (ALT) land, e.g. Indigenous Business Australia and Keystart (WA) to develop home ownership options on the ALT estate. DAA is collaborating with the RSRU on the development of tenure reforms and land transfers in the RSRU priority remote communities. DAA is supporting the Pilbara Development Commission’s Town Based Reserves reform pilot project in the Pilbara and the RSRU’s Town Based Reserves project in Derby. The ALT has initiated new pastoral operations in collaboration with the DAFWA, e.g. an interagency partnership has been established to assess expressions of interest on both Mogumber Farm and Lake Gregory Pastoral Station.
5.7 DEPARTMENT OF ABORIGINAL AFFAIRS (DAA) Completed Engage, consult, inform and gain the support of the Western Australian Aboriginal Advisory Council (WAAAC) for Aboriginal economic participation initiatives
STRATEGY Attend WAAAC meeting to present the initiatives to seek their comment/endorsement.
ACHIEVEMENTS Met with WAAAC in 2013 and Strategy endorsed.
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The Chair of WAAAC has attended a number of forums led by DAA on Aboriginal economic participation and procurement reform. DAA continues to provide updates and briefings to the WAAAC as required.
5.8 DEPARTMENT OF MINES AND PETROLEUM (DMP) In Progress Engage with key industry bodies to gain support for initiatives to maximise Aboriginal economic participation outcomes including the Chamber of Minerals and Energy of WA
STRATEGY Liaise with key industry bodies.
ACHIEVEMENTS
DMP has ongoing engagement with Peak Industry Groups including:
o Chamber of Minerals and Energy (CME); o Australian Petroleum Production and Exploration Association (APPEA); and o Association of Mining and Exploration Companies (AMEC) on a vast range of matters including Aboriginal employment in the resource sector and economic participation initiatives.
Courtesy Department of Mines and Petroleum
5.9 DEPARTMENT OF ABORIGINAL AFFAIRS (DAA) Advanced Engage with key industry bodies to gain support for initiatives to maximise Aboriginal economic participation outcomes including the Chamber of Commerce and Industry of Western Australia
STRATEGY Liaise with relevant stakeholders.
ACHIEVEMENTS DAA and the SBDC, in collaboration with other stakeholders and with support by the Chamber of Commerce and Industry WA investigated the feasibility of establishing a Western Australian Aboriginal Chamber of Commerce or an Aboriginal Business Network. In 2016, the Noongar Chamber of Commerce and Industry was introduced. DAA has had discussions with and offered assistant to establish a Western Australian chapter of the First Australians Chamber of Commerce and Industry.
5.10 DEPARTMENT OF MINES AND PETROLEUM (DMP) In Progress Engage with key industry bodies to gain support for initiatives to maximise Aboriginal economic participation outcomes including the Australian Petroleum Production and Exploration Association
STRATEGY Liaise with key industry bodies.
ACHIEVEMENTS
APPEA and its members continue to support the Council of Australian Governments’ Energy Council’s Multiple Land Use Framework as a key means of achieving mutual respect with communities, including Traditional Owners, affected by onshore activities.
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5.11 DEPARTMENT OF MINES AND PETROLEUM (DMP) In Progress Engage with key industry bodies to gain support for initiatives to maximise Aboriginal economic participation outcomes including the Association of Mining and Exploration Companies (AMEC)
STRATEGY Liaise with key industry bodies.
ACHIEVEMENTS
Ongoing engagement with AMEC to discuss various matters including Aboriginal participation in the resource sector. The resource sector is a major driver of employment and economic development in Aboriginal communities. The inaugural Community Partnership Awards for Excellence ceremony was held on 27 October 2016. This award recognised the many unique collaborations involving Aboriginal groups, educational institutions and conservation, restoration and cultural projects. Finalists who were recognised for work with an Aboriginal group included: o Newcrest Mining and Ngura Kujungka Incorporated: “A sustainable, “Community Driven, Capacity Building Success Story”; o Newmont Boddington Gold (NBG) and Gnaala Karla Booja native title claimants: “NBG Moorditj Booja Community Partnership”; and o Karara Mining Limited and Midwest Economic and Employment Development Aboriginal Corporation: “Innovation Park”. This project was selected as the award winner.
5.12 DEPARTMENT OF TRAINING AND WORKFORCE DEVELOPMENT (DTWD) Completed Engage with key industry bodies to gain support for initiatives to maximise Aboriginal economic participation outcomes including Industry Training Councils
STRATEGY Network of Industry Training Councils.
ACHIEVEMENTS
DTWD provides funding and has a service level agreement with a network of Industry Training Councils. Under the service agreement, the Training Councils provide DTWD and the State Training Board (Board) with high level strategic advice on the vocational education and training needs of industry in WA. This includes providing: o industry intelligence and data on workforce and occupational priorities; o industry advice to the Board and DTWD to inform the establishment and variation of apprenticeships and traineeships; o industry leadership and support to improve school and industry engagement; and o industry advice to DTWD regarding the development, review, endorsement Courtesy Department of Training & Workforce Development and implementation of Training Packages. In delivering these services, the Training Councils are required to ensure that they appropriately reflect the VET and workforce development needs of all Western Australians, including Aboriginal and Torres Strait Islander people. From 1 July 2016, the number of Training Councils reduced from ten to nine through amalgamation.
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5.13 DEPARTMENT OF THE PREMIER AND CABINET (DPC) Completed Engage and collaborate with Native Title Representative Bodies (NTRB) and Prescribed Body Corporate (PBC) to maximise Aboriginal economic participation outcomes under the terms and conditions of Indigenous land use agreements
STRATEGY Engage with native title holders early in negotiation processes to identify economic outcomes arising from agreements. Work with native title holders to develop economic development frameworks that deliver outcomes.
ACHIEVEMENTS South West Native Title Settlement (the Settlement) The Settlement was negotiated by SWALSC on behalf of the Noongar community with the WA Government over a period of five years. It includes the creation of a substantial economic base through the establishment of the Noongar Boodja Trust (NBT) which will manage a significant revenue stream. Instalments of $50 million yearly for 12 years will be made by the WA Government, and the NBT will also hold up to 320,000 hectares of land for Noongar social, cultural and economic benefit. The Settlement ILUAs are the framework for delivering a diverse range of benefits of which many will have economic development outcomes and future opportunities linked to them, for example: o establishment of seven Noongar Corporations to represent and directly assist the six Noongar Agreement National Native Title Tribunal (NNTT) Map of Entire SW Settlement – Courtesy NNTT Groups - WA Government funding support of $10 million yearly for 12 years; o Noongar Land Estate – land will be allocated as freehold title (up to 20,000 hectares) or leasehold or managed reserves (up to 300,000 hectares); o Capital Works Program – funds for office accommodation for the Noongar Corporations; o a new heritage management regime with a focus on the Noongar Corporations playing a crucial future role in managing their heritage; o cooperative and joint management arrangements for the South West Conservation Estate;
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o a Noongar Economic Participation Framework – to further Noongar business capacity and interests, towards generally improving Noongar participation in the economy; o Noongar Housing Program – refurbishment and transfer of 121 HA properties to the NBT; and o Land Fund to support land and heritage management partnership projects with the WA Government. Esperance Nyungar ILUA – in 2016, DPC facilitated talks between the EN PBC and DoL to maximise opportunities arising from land transfers authorised under the ILUA by staging transfers based on a land management plan developed with a property consultant engaged using funding provided by the State under the ILUA. Collaboration under other agreements The Burrup and Maitland Industrial Estates Agreement (BMIEA) was executed in 2003 and provides for industrial development across southern parts of the Burrup Peninsula and the development of a conservation estate and facilitates protection of Aboriginal heritage. In 2016, LANTU facilitated two meetings with the Murujuga Aboriginal Corporation (which represents native title holders and other Aboriginal people with interests in the region) to discuss opportunities and challenges associated with land transfers, payments from the sale of developed lots, and other financial opportunities as economic outcomes arising from the BMIEA. The Browse Agreement facilitates development of a Liquefied Natural Gas precinct north of Broome and provides for social and economic benefits for native title parties and the wider regional Aboriginal community, including a $10 million economic development fund and a $20 million fund for housing. This funding is held in trust by the State Government pending determination of native title. In the past 12 month period, an annual payment of $2 million has been made in accordance with the Browse Agreement to facilitate administrative functions of future native title parties. DPC has responsibility for administering the Yawuru Agreements, which were executed in 2010 and validate land tenure and facilitate development of the Broome town site and surrounds in collaboration with Yawuru native title holders. The Yawuru Agreements facilitate building capacity of Yawuru’s PBC, preservation of culture and heritage, economic development opportunities via land tenure transfers, social housing and joint management of a proposed conservation estate. The Yawuru Agreements position the native title holders as land managers and land developers with substantial land tenure holdings. In the past 12-18 month period DPC has facilitated several meetings with the Yawuru PBC and other stakeholders to discuss opportunities and challenges arising from implementation of the Yawuru Agreements. Opportunities for development of future economic frameworks have been identified and discussed at these meetings and discussions about a potential Government ILUA are underway. DPC has responsibility for administering the State’s obligations under the Ord Final Agreement (OFA). The OFA was finalised in 2005 to validate past and future tenure, address State compensation liabilities and mitigate social impacts associated with irrigated agriculture in the Ord Valley on the lands of the Miriuwung Gajerrong native title holders. The OFA covers 1450 square kilometres in the Kimberley region and provides for creation of six conservation estates, transfer of freehold tenures and financial payments of over $24 million to Miriuwung Gajarrong’s PBC (MG Corp). The last payment under the OFA was made to MG Corp in July 2015. In 2016 DPC assisted the DoL obtain funding to meet State obligations under the OFA in respect to tenure transfers and creation of conservation reserves. DPC engaged with MG Corp to identify and discuss developing future economic frameworks and opportunities under a proposed Government ILUA. During 2016, DPC met with Central Desert Native Title Services and presented to its PBC workshop on how the State can facilitate economic opportunities in the region.
5.14 DEPARTMENT FOR CHILD PROTECTION AND FAMILY SUPPORT (DCPFS) Advanced Consult and engage with Aboriginal organisations and corporations in the contracting of service providers to deliver programs and services, in particular for services and programs targeted to Aboriginal clients
STRATEGY
Re-Assigned from the DoF to DCPFS as lead agency.
ACHIEVEMENTS The former Department of Community Services (DCS) – 2014 DCS prepared a submission to support the development of a station placement model for young people who have been offending. A possible pilot site is Burks Park, outside Halls Creek in the East Kimberly. Station placements will enable young people to remain on country, stay connected to their family and community
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while accessing educational/vocational training and other programs to help divert them from high risk and offending behaviours in the community. The model was planned to enable young people and families at risk to access alternative local placement options and programs to meet their needs. This includes specialised needs of young people who require time out from their families/community, those experiencing learning and developmental problems including Foetal Alcohol Spectrum Disorders, and those who may be more responsive to intensive environmental, relational and practical supports. The model provides the Judiciary with local solutions and placement options for Aboriginal young people and to give them the opportunity to intervene and break the offending cycle via diversionary and preventative support. The model required a whole of Government approach, including support from key agencies such as the DRD, DCPFS, DAA and DoE and vocational training institutes. Other stakeholders include the Judiciary who may use the placements for diversion and in sentencing, service providers in the local Districts, non-government organisations and the local support of families and community. Produced a self-development tool for disability sector organisations to assist them to interpret the National Standards for Disability Services from an Aboriginal and Torres Strait Islander perspective to improve culturally appropriate service provision. The publication was guided by the State Government’s Policy Framework for Substantive Equality and developed in consultation with the Ethnic Disability Advocacy Centre, the Aboriginal Health Council of Western Australia, Marr Mooditj Foundation, the Aboriginal Disability Network, and the Disability Services Commission’s Reconciliation Action Plan working group. DCPFS - 2013 Developed a tender to contract Derby Aboriginal Short Stay Accommodation Service (consultation July 2013). DCPFS held discussions and corresponded with various organisations regarding the service requirements and took into account the information provided in preparing the tender request. The tender was awarded to Mercy Community Services Inc. who worked with Centacare Kimberley Association Inc to deliver the service which opened in September 2014.
DCPFS - 2014 Developed a tender to contract a Service for Young People at Risk – Fitzroy Valley (Consultation undertaken over two years, latest as of June 2014). The Fitzroy Futures Forum (FFF) attendees and user groups were consulted in June 2014 to assist in the development of the service model for the tender to ensure it meets the needs of Aboriginal clients. (Note: FFF is a community information and decision making forum for community services operating in the Fitzroy Valley. It is made up of Government, non-Government and Aboriginal organisations. It has a Youth Sub-Committee). Specific services consulted included: Kimberley Aboriginal Law and Culture Centre, Garnduwa Amboorny Wirnan Aboriginal Corporation, Ngurrara Rangers and Yirraman Project. Tender awarded in December 2014 to Garnduwa Amboorny Wirnan Aboriginal Corporation. DCPFS – 2014-15 DCPFS undertook extensive consultation with Government agencies, community sector services and Aboriginal community leaders to develop an across Government and community sector plan for responding to family violence in the Kimberley region. The plan, Safer Families, Safer Communities: Kimberley Family Violence Regional Plan 2015-2020 (Kimberley Plan) focuses on Aboriginal families and communities as a priority and outlines a framework for a whole of community response. Features of the Plan include improved access to and effectiveness of existing service responses, including civil and criminal justice processes, and working alongside Aboriginal people, families and communities to develop and/or strengthen local responses to family violence. The Kimberley Plan is informed by the report Family Violence in the Kimberley which documents the outcomes of data analysis, stakeholder consultation and case reviews. A list of the services consulted is outlined in the Kimberley Plan and the Kimberley Report, both of which are available on the DCPFS website www.childprotection.wa.gov.au. Implementation of the Kimberley Plan will be led by the Kimberley Child Safety Directors Group which includes representatives from government and the community sector. This group, along with key stakeholders from Aboriginal organisations and corporations, will be continuously consulted/engaged about service activities related to the Kimberley Plan.
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5.14 CONT… DCPFS – 2015 Three separate services for young people in Broome were combined to form the Broome Youth and Families Hub to ensure coordinated, relevant and effective youth services are provided for at risk young people in the region. The amalgamation followed consultation with local Aboriginal organisations; the Broome Youth Coordination Network which has strong Aboriginal membership, Aboriginal staff from the DCPFS, and clients of the youth services and their families, the majority of whom are Aboriginal. An evaluation of the Derby Aboriginal Short Stay Accommodation (DASSA) facility was undertaken. Aboriginal organisations, communities and residents of the facility were consulted in the evaluation. The response was overwhelmingly positive in acknowledging that DASSA is meeting the needs of Aboriginal people visiting Derby. Derby Short Stay Accommodation Family Support Networks (FSNs) are a partnership between Courtesy Housing Authority the DCPFS and the community services sector that provide a common entry point to deliver early, targeted support to vulnerable children and families. FSNs have been established in Armadale, the Midwest (Geraldton) and Mirrabooka, with a fourth service commencing in Fremantle in late 2015. In building local alliances, FSNs have engaged with local Aboriginal organisations and support services to provide culturally appropriate and secure services for Aboriginal children and their families. In 2015 the Mirrabooka FSN partnered with Derbarl Yerrigan Health Service, Centrecare - Djooraminda and Yorgum Aboriginal Corporation. The DCPFS has prepared the Discussion Paper: Building Capacity with Aboriginal Organisations and Businesses to deliver Child Protection and Family Support funded Services. DCPFS - 2015-2016 The implementation of the Kimberly Family Violence Regional Plan has included the establishment of Family Safety Teams (FST) in Broome and Kununurra with proactive outreach to Derby, Halls Creek and Fitzroy Crossing. The role of the FSTs is to improve the safety of child and adult victims of family and domestic violence through a collaborative approach that focuses on timely and early intervention following a WA Police call out to a family and domestic violence incident. As part of the implementation of the Kimberley Family Violence Regional Plan, Tjallara Consulting has been engaged to provide a focused response to the high incidence of Aboriginal family violence in the Kimberley. The work of Tjallara Consulting has included extensive consultation with key stakeholders, including Aboriginal leaders and community members, to inform the development of a strong Law and Culture Framework. DCPFS – 2016 The Fremantle Family Support Network opened in early 2016 and has partnered with the Yorgum Aboriginal Corporation. In October 2016, an Aboriginal Engagement Officer was contracted for three months to work with Aboriginal families, community members and local services, achieving an increase in Aboriginal client referrals to the service from 8 per cent to 30 per cent. DCPFS undertook extensive consultation with government agencies, community sector services and Aboriginal community organisations to identify priorities, provide information on local homelessness issues and inform future workshops for developing service models. This information will also inform the development of a state-wide Strategic Homelessness Plan. In order for Aboriginal women and children to stay safe at home, additional barriers and challenges need to be explored and service responses developed in partnership with key stakeholders. The Commonwealth Women’s Safety Package of measures to provide a safety net for women and children at high risk of experiencing violence, provided funding which the DCPFS has granted to Starick Services Inc. to partner with the Aboriginal Alcohol and Drug Service (AADS) Inc to develop a Safe at Home for Aboriginal Women and Children pilot response. The pilot Safe at Home response, funded through the State/Commonwealth National Partnership Agreement on Homelessness, will provide intensive outreach and wrap-around support to Aboriginal women and children to allow them to stabilise their housing needs, and to divert them from crisis accommodation.
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The establishment of the Broome Aboriginal Short Stay Accommodation (BASSA) service provides the opportunity for DCPFS to implement the principle of Aboriginal community control and engagement in the operation of this service. A procurement planning process has commenced with the aim of contracting a suitable registered Aboriginal business for the provision of the BASSA service. Through the recontracting of the Kalgoorlie Aboriginal Short Stay Accommodation (KASSA) service, the Australian Red Cross is undertaking a community engagement process to identify an appropriate Aboriginal Community Controlled Organisation (ACCO) to develop a formal partnership. Once established, the partnership will become the mechanism to enable the co-design of the KASSA service into the future, support the recruitment of Aboriginal staff as required, and build the capacity of the ACCO. The DCPFS leads a two year pilot called the Intensive Family Support Housing Program (IFSHP) where Government and community sector agencies work intensively with families who have children, and who have been evicted from a Housing Authority property, leaving them homeless. To date, five families have participated in the program over the 18 month pilot period within the Perth metropolitan area. DCPFS, along with partner agencies; HA, Noongar Mia Mia, DCS and WA Police, together with many local agencies, have provided intensive support to the families to keep them in a house provided by the program. The IFSHP was awarded Program of the Year in the 2016 NAIDOC awards. After preparing four Discussion Papers, including Building Capacity with Aboriginal Organisations and Businesses to deliver DCPFS funded services, DCPFS released the Aboriginal Services and Practice Framework 2016-2018. The Framework builds the DCPFS’s commitment to work together to improve outcomes by partnering with Aboriginal children, families and communities in ways that are informed by Aboriginal culture; that are supported and led by Aboriginal communities; that recognise the legacy of past policies and practices; and in ways that support aspirations and outcomes. A series of four Directions Papers that include the priority areas of capacity building, community engagement, practice development and people development provides the overarching strategic direction for the Framework. Aboriginal community consultations are currently underway that will finalise the Framework's implementation strategy including an ACCO Procurement Strategy. Consultations have occurred with 29 ACCOs across the Pilbara, Wheatbelt, Murchison, West Kimberley, Great Southern and Perth metropolitan area, further consultations are planned for the Goldfields, Peel and Perth metropolitan area.
5.15 DEPARTMENT OF AGRICULTURE AND FOOD WA (DAFWA) Completed Maintain the Aboriginal Natural Resource Management (NRM) Engagement Framework to ensure the NRM Program delivers employment and economic outcomes for Aboriginal people across the State
STRATEGY State NRM Office Establish six regional Aboriginal NRM Groups across the Southwest and the Midwest regions (three groups have been operating since 2010). The three groups established are the Yamatji NRM Group (Geraldton), Noongar NRM Group (Perth) and SW Noongar NRM Group (Bunbury). Establish partnership with DEEWR to assist with developing feasibility and business plan for regional Aboriginal NRM Groups in Geraldton, Bunbury and Wheatbelt regions. Provide advice regarding land management to the Native Title Working Groups at regional level including: Joint Management of DPaW estate and water reserves; ILC properties for inclusion in agriculture and pastoral opportunities in carbon farming and climate change; management of ALT properties; NRM and Caring for Country opportunities; and commercial opportunities within their regions on bio-security. Identify and assist to design course curriculum to ensure Aboriginal participation in land management that includes traditional ecological knowledge. Develop partnerships with local government authorities to support Aboriginal NRM engagement.
ACHIEVEMENTS State NRM Office Project ceased on 31 March 2015. Opportunities were canvassed to continue an expanded project under different auspices. 2013-2015 Refer to the Achievements contained in Item 4.7. A Professional Network was maintained with two meetings conducted in 2013-14. A Task Group was maintained with two meetings held in 2013-14. The State NRM Office developed an Aboriginal web-page in 2013-14. The State NRM Office’s Director attended all Regional Leaders Group meetings and advised on issues arising
from the Aboriginal NRM Engagement Project on a regular basis.
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5.16 DEPARTMENT OF ABORIGINAL AFFAIRS (DAA) Completed Build positive relationships between agencies and the Aboriginal community through the development of Reconciliation Action Plans (RAPs)
STRATEGY
Promote the development and implementation of RAPs.
ACHIEVEMENTS There is no longer a dedicated RAP position in DAA. Inquiries are referred to the Reconciliation Australia website. A partnership arrangement between DAA and Reconciliation Australia has been established, whereby DAA assists Reconciliation Australia to promote the value and benefits of RAPs to interested organisations.
Courtesy Department of Aboriginal Affairs
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Appendix 1: Glossary and Number of Agency Led & Partnered Initiatives
Number of Initiatives Name of Department / Agency Lead Partner Total
DTWD Department of Training and Workforce Development 12 6 18
DAA Department of Aboriginal Affairs 12 21 33
HA Housing Authority (Formerly Department of Housing - DoH) 6 4 10
DoE Department of Education 5 6 11
SBDC Small Business Development Corporation 4 6 10
DAFWA Department of Agriculture and Food Western Australia 4 - 4
DMP Department of Mines and Petroleum 4 - 4
DPC Department of the Premier and Cabinet 3 5 8
DRD Department of Regional Development 2 2 4
PSC Public Sector Commission 2 2 4
DoF Department of Finance 2 1 3
DPAW Department of Parks and Wildlife 2 - 2
DoL Department of Lands 1 4 5
DoC Department of Commerce 1 3 4
DoP Department of Planning 1 3 4
DCPFS Department for Child Protection and Family Support 1 2 3
DCS Department of Corrective Services 1 1 2
DCA Department of Culture and the Arts 1 - 1
TWA Tourism Western Australia 1 - 1
DotAG Department of the Attorney General 1 - 1
MRWA Main Roads Western Australia 1 - 1
WA Health Department of Health 1 - 1
RSRU Regional Services Reform Unit 1 - 1
Keystart Keystart Home Loans - 2 2
WAITOC Western Australian Indigenous Tourism Operators Council - 1 1
DoT Department of Transport - 1 1
TOTAL 69 70 139
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Appendix 2: List of Strategy Initiatives & Status by Lead Agency
No AGENCY STRATEGY INITIATIVE STATUS Page
6 DTWD 1.6 Market & promote the benefits of employment and business to Aboriginal people Completed 10
14 DTWD 2.5 Increase participation of Aboriginal School Based Apprenticeship/Traineeship Program Advanced 18
17 DTWD 2.8 Implement the TT-WT, AWDS including connecting employers & Aboriginal job seekers Completed 21
18 DTWD 2.9 Implement the TT-WT, AWDS including engaging local knowledge and capacity Completed 22
19 DTWD 2.10 Implement the TT-WT, AWDS including improving transitioning through mentoring Completed 22
20 DTWD 2.11 Implement the TT-WT, AWDS including developing a response to institutional barriers Completed 23
21 DTWD 2.12 Implement the TT-WT, AWDS including awareness of employment & role models Completed 23
27 DTWD 2.18 Establish with partners a trade training centre in the West Kimberley Completed 30
35 DTWD 3.7 Promote fly-in fly-out arrangements to assist Aboriginal participation in labour market Completed 36
36 DTWD 3.8 Promote engagement of Aboriginal students in after-school/casual labour market Advanced 37
43 DTWD 3.15 Establish a public directory of Aboriginal businesses that details their capacity Completed 45
65 DTWD 5.12 Engage with Industry Training Councils to gain support for Aboriginal initiatives Completed 63
7 DAA 1.7 Advocate Aboriginal economic development policy & welfare reform at national level Advanced 11
8 DAA 1.8 Facilitate economic opportunity from Aboriginal land & intellectual property In Progress 11
22 DAA 2.13 Investigate and develop new models of Aboriginal apprenticeship delivery Completed 24
34 DAA 3.6 Support MoU between MCA and Government with the aim of improving opportunities Completed 36
42 DAA 3.14 In partnership with industry, support & advocate on behalf of Aboriginal businesses Completed 44
54 DAA 5.1 Implement the National Partnership Agreement on Indigenous Economic Participation Completed 58
55 DAA 5.2 Implement the National Partnership Agreement on Remote Services Delivery Completed 58
58 DAA 5.5 Liaise with Commonwealth regarding the Indigenous Economic Development Strategy Completed 61
59 DAA 5.6 Partner to acquire land & use assets to establish Aboriginal businesses & investment In Progress 61
60 DAA 5.7 Engage and gain support of WAAAC for Aboriginal economic participation Completed 61
62 DAA 5.9 Engage with CCI to gain support for Aboriginal economic participation initiatives Advanced 62
69 DAA 5.16 Build positive relationships through the development of Reconciliation Action Plans Completed 69
24 HA 2.15 Increase Aboriginal traineeships and apprenticeships in the housing industry Advanced 25
28 HA 2.19 Investigate accommodation facilities with wrap-around support services in regions Completed 30
32 HA 3.4 Investigate affordable worker accommodation for Aboriginal people in regions Advanced 34
38 HA 3.10 Improve Aboriginal engagement in the delivery of social housing in remote areas Completed 40
48 HA 4.2 Research & develop a range of Aboriginal home ownership products Advanced 50
56 HA 5.3 Implement the National Partnership Agreement on Remote Indigenous Housing Completed 59
10 DoE 2.1 Seek support from Aboriginal parents, caregivers to improve school attendance Advanced 14
11 DoE 2.2 Encourage expansion of programs that contribute to retention of Aboriginal students Advanced 16
12 DoE 2.3 Continue to support the Follow the Dream Partnerships for Success Program Advanced 17
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No AGENCY STRATEGY INITIATIVE STATUS Page
13 DoE 2.4 Investigate additional residential hostels with wrap-around support services Completed 17
15 DoE 2.6 Increase participation in Aboriginal career development & mentoring within schools Advanced 19
4 SBDC 1.4 Partner with the private sector to sponsor Aboriginal entrepreneurship Completed 9
5 SBDC 1.5 Promote the participation of Aboriginal people in industry forums Completed 10
40 SBDC 3.12 Provide training, advice & business support services to Aboriginal small businesses Completed 41
45 SBDC 3.17 Facilitate Aboriginal women into business and promote Aboriginal women’s business Completed 46
16 DAFWA 2.7 Promote agriculture school programs and work experience Completed 20
44 DAFWA 3.16 Implement the Indigenous Landholder Services program Completed 45
53 DAFWA 4.7 Promote economic outcomes from Aboriginal and State lands through NRM projects Completed 56
68 DAFWA 5.15 Maintain Natural Resource Management Engagement Framework Completed 68
49 DMP 4.3 Promote exploration on Aboriginal lands that maximise economic participation In Progress 51
61 DMP 5.8 Engage with CME to gain support for Aboriginal economic participation initiatives In Progress 62
63 DMP 5.10 Engage with APPEA to gain support for Aboriginal economic participation initiatives In Progress 62
64 DMP 5.11 Engage with AMEC to gain support for Aboriginal economic participation initiatives In Progress 63
9 DPC 1.9 Implement native title agreements with a focus on building capacity Completed 12
52 DPC 4.6 Increase economic outcomes associated with negotiated native title agreements Completed 55
66 DPC 5.13 Collaborate with NTRB’s & PBC’s to maximise economic participation under ILUA’s Completed 64
1 DRD 1.1 Establish a governance and leadership development program Completed 7
2 DRD 1.2 Provide corporate and governance training to Aboriginal corporations/trusts In Progress 8
23 PSC 2.14 Implement the WA Public Sector Aboriginal Traineeship Program Completed 24
29 PSC 3.1 Implement the WA PSAES with an Aboriginal employment target of 3.2 per cent Completed 31
30 DoF 3.2 Strengthen Aboriginal employment through improved government procurement Completed 32
39 DoF 3.11 Review State’s procurement policies to support Aboriginal business opportunities Completed 40
26 DPaW 2.17 Support and expand DPaW’s ranger traineeships, in particular joint park management Completed 27
46 DPaW 3.18 Increase opportunities for businesses through joint management of National Parks Completed 46
47 RSRU 4.1 Examine land tenure reform to establish home ownership on Aboriginal-controlled land In Progress 49
57 DoC/DRD 5.4 Implement the NPA on Remote Indigenous Public Internet Access Completed 60
3 DoP 1.3 Improve Aboriginal engagement in planning at the local and regional level Advanced 8
67 DCPFS 5.14 Engage with Aboriginal NGO’s in contracting service providers Advanced 65
33 DCS 3.5 Maintain existing and investigate new work camps for Aboriginal prisoners Completed 35
50 DCA 4.4 Promote the further development of Aboriginal remote & regional art centres & artists Completed 52
41 TWA 3.13 Implement the Aboriginal Tourism Strategy for Western Australia 2011 – 2015 Completed 42
37 DotAG/DoT 3.9 Address home-to-work transport issues, including drivers licensing & public transport Completed 37
25 MRWA 2.16 Increase the uptake, retention and completions of traineeships in MRWA projects Advanced 26
31 Health 3.3 Increase the participation of Aboriginal people in all sections of the Health Sector Completed 32
51 DoL 4.5 Expedite land development and release in locations that provide an economic return Completed 54
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Completed 1 Advanced 2 In Progress 4 Developing 2 On Hold 0
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