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Jawun a unique inDiGenous Corporate partnership MoDeL LEARNINGS AND INSIGHTS FROM NEW PARTNERSHIPS. SEPTEMbER 2011 Jawun as I see It today Is what I orIgInally envIsaged so many years ago. a corporate-phIlanthropIc partnershIp enablIng and supportIng IndIgenous communItIes across australIa by provIdIng skIlled corporate secondees to assIst where help Is needed most. the replIcatIon of thIs model Is set to reap great benefIts as we can now look at sharIng learnIngs between communItIes developIng a new generatIon of strong and knowledgeable leaders expandIng our knowledge of socIal and economIc Issues and how best to tackle them and do all of thIs wIth the contInuIng support of corporate australIa. Noel Pearson Jawun Patron and Director of Cape York Institute for Policy and Leadership 02 03 26 Introduction Part 1 Extending the Jawun Model into other regions Part 2 Insights from Jawun s place-based approach to Indigenous employment 2 INTRODUCTION BaCkgROUND Established in 2001 Jawun is a small not-for-profit organisation that leverages the capabilities of corporate and philanthropic Australia to support innovative programs of change in Indigenous communities. Embracing the most challenging social issue in Australia our mission is to help Indigenous people build the capabilities ... to choose a life they have reason to value .1 Jawun commenced its operations in Cape York in 2001 and established a base in Goulburn Murray five years later. In 2010 Jawun extended its operations to the East Kimberley in Western Australia and to Redfern-Waterloo in New South Wales. In the 2010 11 financial year 167 high calibre corporate secondees were deployed to support over 30 Indigenous organisations across Australia which equated to an in-kind contribution of 6.3 million. In addition to its core function of facilitating corporate secondees to support Indigenous communities Jawun is also involved in Indigenous employment via its local place-based employment pilots. Furthermore Jawun has been working in partnership with the Business Council of Australia on the development of a national web-based information sharing tool on Indigenous employment. As Jawun continues to grow and learn more about engaging with Indigenous communities it has pledged to share its learnings and insights with its key government corporate and philanthropic stakeholders. PURPOsE aND aPPROaCh This report is the second such report produced by Jawun. The first entitled Learnings and Insights. 10 Years On. drew heavily on Jawun s decade of history working with its Indigenous partners in Cape York. The report was produced in 2010 and is available on Jawun s website at This 2011 report entitled Learnings and Insights looks forward and draws on Jawun s relatively new partnerships formed in Redfern East Kimberley and via the local employment pilots in Cairns and Shepparton. The report is divided into two parts Part 1 Explores the key elements of the Jawun Model the rationale for Jawun s expansion into new regions and the learnings that are emerging from those regions to date. Part 2 Documents the progress and latest developments from Jawun s Indigenous employment pilots and explores the insights emerging from the pilots on the factors which drive successful Indigenous employment outcomes. The insights presented in this report have been gathered by leveraging the practical learnings and experience from within our organisation and the collective insights of our corporate and Indigenous network. Direct quotations examples case studies and survey data are used throughout the report to appropriately reflect the knowledge and diverse perspectives of our stakeholders and to support the ideas presented in this report. aCkNOwLEDgEMENTs Jawun would like to thank our valued corporate Indigenous and community stakeholders for their input into this report. Jawun would also like to acknowledge in particular the assistance provided by KPMG and Philip Black in compiling this report Lavender Communication Group for designing and producing the report and Daniel Linnet for contributing to the photography. 1. Noel Pearson Director Cape York Institute and Jawun Patron. 3 PaRT 1 extending the Jawun model into other regions In 2010 Jawun expanded its support into the Indigenous communities of Redfern-Waterloo NSW and East Kimberley WA. While Jawun is still in the formative stages of these partnerships there are some useful insights already emerging from these regions. This section of the report dissects the key elements of the Jawun Model as well as what makes it successful. Within this context we explain the rationale underpinning Jawun s decision to expand its support to two additional regions and the process undertaken to select regions where Jawun could have the most impact. The report then goes on to discuss the insights emerging from Jawun s involvement with the unique urban Indigenous community of Redfern-Waterloo and the remote Indigenous communities of the East Kimberley. Finally we build on some of the broader drivers of successful corporate Indigenous partnerships as well as the exciting opportunities for cross-regional learning both of which have been directly informed by our recent experiences in the two new regions. Jawun interviewed 27 corporate and Indigenous stakeholders and these consultations were heavily drawn upon in forming the insights for this section of the report. as Jawun has expanded we ve focused on keeping that dynamic edge through innovation flexibility and adaption. from our experience tailoring our approach for each individual community has been essential to ensure the effectiveness and sustainability of the model. karyn Baylis ceo Jawun 4 ThE JawUN MODEL In order to adequately understand the power of the Jawun Model it is first necessary to understand the approach and methodology that underpin it. Jawun prides itself on providing a unique niche offering to Indigenous communities by engaging corporate Australia and leveraging its skills and resources for the benefit of these communities throughout Australia. The fundamental driver behind the business model is that of improving the lives of Indigenous people in Australia by helping Indigenous people build the capabilities to choose a life they have reason to value Noel Pearson. With a focus on enablement and driving selfdetermination Jawun engages corporate partners as a means of providing skills resources and expertise to Indigenous communities to enable programs that promote self-reliance entrepreneurial activity and business planning amongst Indigenous people. The provision of these skills expertise and resources manifests itself in the form of volunteers known as corporate secondees . These corporate secondees are seconded from Jawun s corporate partners and act as a boots-on-the-ground presence for Jawun. These individuals are engaged for varying periods of time to assist Indigenous communities in driving outcomes to advance the economic and social agendas of the various regions. Indigenous leaders and organisations teamed up with credible corporate players articulating a clear sensible strategic approach... it adds a fair bit of guts to it. Ralph Addis former Chief Executive Officer Wunan (commenting on the partnership with Jawun) To date Jawun has placed in excess of 800 corporate secondees throughout various participating Indigenous communities across Australia. Currently it is placing approximately 160 corporate secondees per annum with that number expected to grow as corporate and Indigenous partners continue to express interest in supporting Jawun to expand its impact. The Jawun Model relies heavily on four key parties to drive its business model and ensure the integrity of the outputs within Indigenous communities. Each party plays a specific role working together to ensure the success of Jawun in advancing social and economic outcomes in Indigenous communities. Exhibit 1 the Jawun model Jawun Jawun acts to facilitate engagement between Corporate australia and Indigenous communities Corporate partners Corporate partners are engaged to provide skills and expertise to drive outcomes in Indigenous communities Indigenous stakeholders Indigenous stakeholders assist Jawun in identifying social and economic development opportunities Corporate secondees Corporate secondees are provided to invest their skills and time to assist Indigenous stakeholders in driving their development goals 5 Jawun itself plays a key facilitation role to link Corporate Australia with Indigenous stakeholders and to manage the operational side of engagement across the participating regions of Cape York (QLD) RedfernWaterloo (NSW) East Kimberley (WA) and GoulburnMurray (VIC). As facilitator Jawun has developed and continues to develop strong and trusting relationships with key Indigenous stakeholders to ensure that a cohesive working relationship is established between the corporate secondees and Indigenous organisations. This role is coordinated by a central management team with Regional Directors located in each participating region who support the numerous rotations of corporate secondees. Jawun s corporate partners are the backbone of the organisation as they provide highly skilled secondees to partake in the program and give their time and corporate resources generously to ensure the success of the model. Currently Jawun s list of corporate partners include Westpac Boston Consulting Group KPMG Wesfarmers Freehills Leighton Holdings Cisco NAB John Holland Leighton Contractors Argyle Diamond Mine Gilbert and Tobin Allens Arthur Robinson and Tourism Australia. Corporate secondees are the lifeblood of the Jawun Model. These individuals volunteer their time and expertise and approach the challenges placed before them with passion and drive. Their dedication and commitment to assist Indigenous people in advancing their goals is impressive and genuine. Indigenous stakeholders will attest to the high calibre of these individuals and their willingness to provide the intellectual grunt to get things done . The Indigenous stakeholders that Jawun engages are highly respected Indigenous community members who act to provide Jawun with a point of contact for engagement and to highlight the requirements of the specific communities and organisations. The Indigenous stakeholders work collaboratively with Jawun and its corporate partners to further the aims of their individual communities in line with a reform philosophy based on moving away from a passive welfare economy and striving to achieve social and economic dependence through education employment and the establishment of robust social norms. In addition to these key attributes Jawun seeks to differentiate itself and its business through a series of enablers that serve to reinforce the sustainability and efficacy of the business and the outcomes it drives. Exhibit 2 key enablers to effectiveness and sustainability of the Jawun model Enablers to Effectiveness and sustainability Enabling Indigenous organisations and individuals supporting a reform agenda Comprehensive secondee support infrastructure Robust corporate engagement model secondee alumni network strategic Direction and Business Model Operational attributes secondment placements and briefs senior Executive Tours Regional Directors strong personal relationships apolitical structure Driving positive Indigenous outcomes Engaging Corporate australia Leveraging corporate skills and expertise 6 These enablers focus on creating a more robust sustainable and efficient business model by supporting the key operational activities that form part of the day-today running of Jawun. These enablers differentiate Jawun from its peers and they include Pursuing a robust corporate engagement model Jawun has developed a series of strong corporate relationships which it will continue to expand upon. Its model of engagement with Corporate Australia is based on the development of strong relationships across the corporate spectrum through speaking engagements Senior Executive visits and business networking. Acting as an enabler for Indigenous organisations and individuals The Jawun Model focuses on enabling and supporting Indigenous organisations rather than directing these entities. The focus is on working with Indigenous counterparts to deliver outcomes rather than managing these outcomes directly. This approach has served to build strong relationships based on trust and mutual respect. Supporting a reform agenda Jawun actively supports and seeks to reinforce a social and economic reform agenda within its operating regions. It seeks to align itself with reformist leaders and thereby indirectly assists with promoting and advancing social and economic reform outcomes. There s got to be a kind of quid-pro-quo between the community leadership and Jawun s reform goals. Noel Pearson Director Cape York Institute and Jawun Patron we provide our corporate partners and prospective corporate partners with an opportunity to experience first-hand the issues faced by Indigenous communities across australia through a series of speaking engagements educational offerings and executive tours which showcase Indigenous australia to our corporate partners and highlight the impact of Jawun s work. specifically a firsthand view of the reform agenda of our Indigenous partners and the role secondees play in community... karyn Baylis chief executive officer Jawun Maintaining a comprehensive secondee support infrastructure To ensure a fulfilling corporate secondee experience and as a risk management measure Jawun has created a comprehensive support structure for corporate secondees. This structure includes on-site inductions to familiarise secondees regional accommodation and continuous support and mentoring from Regional Directors. Nurturing a secondee alumni network When corporate secondees finish their engagement and return to the corporate world they are strongly encouraged to join a network of former secondees. This network forms the basis of the Jawun alumni network which acts to share knowledge further engage Corporate Australia and assist in a number of volunteering and mentoring initiatives in Indigenous communities. Jawun actively supports its corporate secondees in a range of ways. First and foremost our Regional Directors act as mentors and support any needs the secondees may have. In addition to this corporate secondees attend extensive induction and briefing sessions to ensure that they are comfortable and well-equipped to handle any challenges that may arise during the course of their secondment. Finally secondees will attend a debrief that allows Jawun to develop a clear picture of the operating environment as experienced by a secondee and adapt as necessary. Rose Manzini Jawun Regional Director Cape York The alumni network provides corporate secondees with an opportunity to continue to stay engaged with Jawun and Indigenous affairs through networking mentoring and broad business engagement. It satisfies the hunger that our secondees have to stay connected and continue to assist Indigenous australia. Magda Khalil Jawun Alumni Network Consultant geoff Dixon and Tim Mcgreen the Indigenous community has seen the benefit that Jawun can bring and the key to the model is that you are linking in to what is already happening in the community. Mandy Dahms ceo wunan 8 ExTENDINg ThE JawUN MODEL vision and rationale The vision and rationale of Jawun as an organisation are derived from a strong philosophical belief that the best way to assist Indigenous people is by promoting selfreliance entrepreneurial activity and business planning amongst Indigenous people. From the inception of Jawun the organisation focused on assisting Indigenous communities outside of the traditional funding and service delivery approach. It seized on an opportunity to provide skilled human resources to help drive social and economic outcomes through skills transfer and capability enhancement. The philosophy focuses on advancing social and economic change by bringing skills and expertise to bear where they are lacking and most needed in order to support the delivery of tangible outcomes for Indigenous people. A 2004 Boston Consulting Group review of Jawun identified that there was growing demand for Jawunstyle partnerships and that there was a desire among Indigenous leaders for philanthropic partnerships and expert non-government assistance . It was with this mindset that the Jawun Board motivated by the ongoing achievements where business can really help... of Jawun decided why the model is so powerful... to review the there is knowledge and expertise operational that can be brought to bear where knowledge and expertise capacity and are really lacking that s an structure of the ingredient that business can organisation. In early 2010 about it is vital. these discussions Tony Berg am director gresham began morphing partners and Jawun chairman into a more cohesive and structured argument for extending the Jawun engagement to new regions for the benefit of Indigenous Australians. The basis for these discussions centred on Jawun s operational maturity the organisation s experience in Cape York QLD and Goulburn-Murray VIC the increase in corporate commitment to such initiatives. To demonstrate that you could effect change by helping with skill as opposed to giving money the idea of seconding people was born out of the notion that you could support communities in many different ways and support them to be more self-reliant and bring skills to them that they could never perform themselves. Ann Sherry AO CEO Carnival Australia and Founding Board Member of Jawun bring which the more you think Jawun does not believe in passive welfare but rather promotes the creation of real economies through skills transfer business development and the empowerment of Indigenous people across Australia. This ideological platform draws heavily from its patron Indigenous leader and reformist Noel Pearson who advocates a move away from a passive welfare approach to promoting responsibility and self-determination amongst Indigenous people. In an effort to move away from a passive welfare economy and to effect real change in our communities we didn t want money... we wanted to take responsibility... we wanted skills and expertise and we wanted to have the opportunity to develop our skills and enhance our capabilities in order to take ownership of our future. we were in search of people with skills and expertise that could assist us in pursuing our reform agenda through skills transfer and capability enhancement. It is from this notion that Jawun was born... Noel Pearson Director Cape York Institute and Jawun Patron As a result of these discussions the Jawun Board and Management believed that the organisation was well positioned to expand its footprint beyond Cape York and Goulburn-Murray. The next step was to determine where the Jawun Model could expand to on the basis of the value it could add and the corporate support it could garner for the nominated regions. It is this philosophy that led to Jawun s inception and to its initial engagement in Cape York and it is this philosophy that underpins Jawun s engagement in Indigenous communities across Australia today. It s not hard dollars it s people power... we have a ready enabled workforce that we re putting into organisations that may not have the capability or the capacity if not both... that is one of the major benefits of this program. Ben Lawrence Chief Human Resources Officer Wesfarmers 9 sELECTION PROCEss Having established consensus that Jawun had the capability and experience to extend its impact into other regions the next step was to determine where the Jawun Model could add the most value. The key success criteria (outlined in detail below) take a holistic view of Indigenous engagement and were developed based on the learnings and insights gleaned from Jawun s engagement with Indigenous communities since its inception. The criteria focus broadly on the current social economic and political conditions of the target region the strength of Indigenous leadership and their willingness to engage and the receptiveness to reform and change within a target region. The initial areas considered for extending Jawun s Indigenous engagement were Redfern-Waterloo a small yet complex Indigenous community in the heart of Sydney New South Wales Yarrabah an Indigenous community south of Cairns with 2 297 Indigenous residents Northeast Arnhem land home of the Yolngu people located in the northeast Northern Territory the Kimberley approximately 15 000 Indigenous residents in more than 56 communities across Northeast Western Australia. First and foremost through Jawun s significant Indigenous engagement to date it has developed a series of Jawun Model success factors that it believes underpin successful engagement in Indigenous communities. These success factors are centred on the community s ability to pursue a social and economic reform agenda through strong functional leadership an openness to change and new ideas a willingness to be connected to other communities and corporate stakeholders and an interest in learning from other communities. Jawun believes that if these factors exist then they provide the basis for a strong alignment with Jawun s core principles and operating philosophy and as such the basis for a strong and sustainable partnership. Jawun then looks at the scope of the opportunity with respect to the demographics of the target region the potential for economic and social development and the scale of disadvantage witnessed in the region. These criteria dictate how much value Jawun can add within a defined region. Jawun also assesses the community to judge whether or not it has a conducive community structure that will allow Jawun and its corporate partners to build on existing organisational and community structures to deliver outcomes for the Indigenous people of the area. Finally Jawun looks at the value proposition from a corporate perspective. In acknowledging that such a partnership provides shared value Jawun looks at the operational attractiveness of the region in terms of its ability to provide a positive and engaging corporate secondee experience and whether there is adequate infrastructure and facilities to support a Regional Director and frequent secondee rotations. It is important to note that Jawun will perform an analysis of the nominated community and will then subsequently approach that community to outline the value proposition of the model. However it will only engage with the community if the organisation is welcomed to the community by a community leader or a body of community representatives. Before the decision is made to approach Indigenous stakeholders within a defined community Jawun undertakes a robust analysis of the proposed operating environment and the conditions and terms under which it would operate. The decision-making process hinges on four key categories Operational attractiveness Potential to provide engaging secondee experience Location and infrastructure Scope and access for Regional Director Transport Jawun Model success factors scope of Opportunity Indigenous population and associated demographics Potential for economic development Scale of disadvantage Community Characteristics Strong functional leadership Openness to change and new ideas Willingness to be connected Interest in learning from other communities Alignment with Jawun philosophy Conducive structures Funding potential government and philanthropic Ability to support a hub of organisations Number of existing Indigenous organisations Role reach and functionality of existing organisations Historical significance Existing reform or revitalisation movements 10 The criteria are fundamentally aligned with the Jawun philosophy that of promoting programs based on self-reliance entrepreneurial activity and business planning amongst Indigenous people. The fulfilment of the criteria outlined in these categories dictates whether Jawun will approach an Indigenous community. However the criteria must be assessed holistically. For example there may be a region where the scale of disadvantage is high and help is very much needed however unless there is functional Indigenous leadership and a vision for self-determination the Jawun Model is unlikely to add value. In approaching the community Jawun will outline the value proposition of the model and will seek to engage with senior leadership within that community. A decision is then made by community leaders as to whether they would like Jawun assistance and if that is the case Jawun will commence engaging with other stakeholders within that community once it is welcomed into it and has the blessing of key Indigenous representatives. It is these criteria that formed the foundation of the decisionmaking process as Jawun looked to expand its footprint in regions outside of Cape York (QLD) and GoulburnMurray (VIC). The final result of this decision-making process was the selection of the East Kimberley in Western Australia and Redfern-Waterloo in New South Wales. EasT kIMBERLEY sELECTION OvERvIEw The East Kimberley has provided Jawun with an opportunity to further test the efficacy of its operating model in another region with similar conditions to those of the Cape York Peninsula. The East Kimberley area covers the regional towns of Kununurra Halls Creek and Wyndham. It comprises 56 Indigenous communities with a population of 9 735 people 49% of whom are Indigenous. The main industries in the region are mining tourism and agriculture and there has been significant investment in the area under the COAG National Partnership Agreement and the presence of the Rio Tinto Argyle Diamond Mine. It is serviced by a range of government and non-government organisations with both State and Federal Governments being heavily represented and Indigenous organisations such as Wunan and MG Corporation acting as Indigenous development providers in the area. In such a fertile and promising environment Jawun was hopeful it could quickly establish a footprint and make an impact with the Indigenous organisations of the region. East Kimberley success criteria Jawun Model success Factors scope of Opportunity Conducive Community and Organisation structure Operational attractiveness The review and selection of the East Kimberley as a new region for engagement was a natural fit for Jawun. It comprehensively aligned with the key success criteria of the Jawun Model for success and it was clear that the community in the East Kimberley was ready and willing to have Jawun support it to drive social and economic outcomes in the region. From a Jawun engagement perspective the East Kimberley possessed the following desirable attributes strong functional leadership led by Ian Trust and his organisation Wunan the leadership here is driven by a desire to break the passive welfare dependency cycle through social and economic reform a willingness to drive change through a clearly articulated and demonstrable reform agenda focused on employment education and housing a desire to be connected to and learn from other communities a fundamental alignment with the Jawun philosophy that looks at moving away from a passive welfare economy through enablement and advancing the reform agenda scale of disadvantage the East Kimberley region contained a significant amount of disadvantage amongst the Indigenous population despite the presence of a booming regional economy a conducive community and organisation structure that had the strength and clarity of purpose to drive social and economic reform through organisations such as Wunan and MG Corporation an attractive operating environment that had the infrastructure and facilities to sustain the Jawun footprint and that of Jawun secondees. 11 REDFERN-waTERLOO sELECTION OvERvIEw As a region Redfern-Waterloo in the heart of Sydney is perhaps Australia s most iconic Indigenous community. It is home to an incredible mix of Indigenous people from all across Australia. It is also a place filled with symbolism. In many ways Redfern-Waterloo s history tells the story of Indigenous and non-Indigenous Australia s changing relationship. The Block has become representative of the struggle for survival of urban Indigenous communities and the ever-changing face of the Redfern-Waterloo community reflects the evolution of the relationship between Indigenous and non-Indigenous people throughout the area. Today Redfern-Waterloo is a place of enormous optimism. It is a hub for many successful Indigenous community organisations businesses and institutions all with a common goal to revitalise the area and the community. There are approximately 625 Indigenous people living in Redfern-Waterloo (275 in Redfern and 350 in Waterloo) with many other Indigenous people coming to the area for work study and social activities. In the area there are a large number of Indigenous organisations such as the Aboriginal Medical Service the Aboriginal Legal Service the Aboriginal Housing Company Wyanga Aged Care Gadigal Information Service Mudgin-Gal Women s Centre Babana Mens Group the National Centre for Indigenous Excellence Tranby College and the Tribal Warrior Association. Redfern-Waterloo success criteria Jawun Model success Factors scope of Opportunity Conducive Community and Organisation structure Operational attractiveness Mick Mundine CEO aboriginal housing Company Redfern These factors were the opportunity to test the adaptability and efficacy of the Jawun Model in an urban environment the iconic nature of Redfern-Waterloo the existence of a hub of well established community organisations led by strong individual leaders the proximity of the area and the ability to appeal to a broader audience of corporate partners and secondees the high level of corporate interest in the area and the supply-side benefits of such an engagement the opportunity to make a difference in a visible environment the willingness and engagement from key stakeholders in the Indigenous community. The Redfern-Waterloo selection process applied the traditional selection criteria but also focused on a number of key opportunities that fell outside of the traditional criteria. In assessing the Redfern-Waterloo region using the selection framework the Jawun Board and Management acknowledged that a number of the traditional Jawun success criteria did not exist in this particular region. First and foremost the Redfern-Waterloo region did not have a visible leadership structure nor did it pursue or openly advocate an overarching social or economic reform agenda. In addition to this the Management of Jawun noted a series of other factors seen as externalities enabled by the urban location that added to the complexity of the operating environment. These included the presence of and connection to mainstream Australia the minority status of urban Indigenous people and the general by-products of an urban environment such as housing shortages and access to alcohol and narcotics. However there were a series of other factors that led the Board to favour engagement in the region despite this deviation from the traditional model. With these factors in mind the Jawun Board and Management decided to approach community representatives in Redfern-Waterloo. After a series of workshops and discussions Jawun was invited into the community by a number of community leaders and representatives. This provided Jawun Management and its Board with the opportunity to add value through corporate secondee support and it also provided a means to test the model in an urban setting. Ross Love Managing Partner BCg australia and New Zealand (left) and Ian Trust Chairman and Executive Director wunan (right) 13 INsIghTs TO DaTE 1. EasT kIMBERLEY Jawun has been operating in the East Kimberley since January 2010 with over 67 corporate secondees supporting approximately 10 local Indigenous organisations. This has equated to 1.8 million of in-kind contribution from our committed corporate partners. There have also been some valuable insights which have emerged from Jawun s partnership in the East Kimberley to date. These insights have been highlighted below Through Ian s leadership and that of the organisation he chairs Wunan Jawun has been able to use corporate secondees to deliver maximum impact through strategic pieces of work. The drive and clarity of purpose exhibited by Ian Trust has reinforced the great benefit of strong leadership in driving strategic outcomes within a community. 1.1 Strong leaders owning and facilitating sustainable change The importance of Indigenous leadership cannot be underestimated and Jawun s engagement in the East Kimberley has reinforced the necessity of Indigenous leadership as a catalyst for change. In the East Kimberley Jawun has engaged with Ian Trust a highly respected community leader and reform advocate who has demonstrated his capacity to engage with and educate members of the community in pursuing a social and economic reform agenda. Ian Trust s vision is about seeing aboriginal people in this area having the capabilities to choose a life that they value and having education having a solid home having employment opportunities so you see more and more people owning their homes having good jobs and having successful families. Patricia Clancy BCG Secondee Ian Trust Chairman and Executive Director Wunan Exhibit 3 portrait of a leader Ian trust Ian Trust is a passionate and dedicated leader within the East Kimberley community. He has been described as having an attitude of dogged determination in pursuing his reform agenda throughout the region. Ian has a strong and coherent vision for a better future for Indigenous people in the East Kimberley -- a future beyond welfare and government dependency. Ian has worked tirelessly to progress this vision through such initiatives as the ATSIC Regional Council s future building strategy (1996) and reforms in the Aboriginal housing and infrastructure sector. Today Ian continues to pursue social and economic reform through Wunan which promotes education employment and housing opportunities to Indigenous community members throughout the East Kimberley. As Chairman and Executive Director of Wunan Ian has been instrumental in building bonds between Jawun its corporate partners and Indigenous stakeholders. He has also assisted in driving the direction of the Jawun engagement to ensure that corporate secondees are used in an effective and efficient manner. 14 1.2 Corporate secondees assist in enabling and accelerating real change within Indigenous communities The experience in the East Kimberley has further reinforced the fact that corporate secondees provide Indigenous communities and organisations with the means and expertise to accelerate their plans for change. Feedback from Indigenous leaders and other key stakeholders has highlighted that one of the main appeals of Jawun support is that it allows them to develop and accelerate their plans for change in whatever form that may take. The opportunity to test their ideas refine them and bring them into a more defined and cohesive structure is greatly appreciated. Quite often Indigenous leaders will acknowledge that they know what they want to do but have trouble articulating that action and putting a framework around it to ensure that it can be adequately implemented. In this scenario corporate secondees are able to step in to assist Indigenous organisations and leaders with defining and crystallising their ideas. The attractiveness of Jawun is about getting the skills that intellectual grunt to put the legs underneath what we knew we wanted to do but did not have the capacity to achieve. Murray Coates Jawun Regional Director East Kimberley Jawun s assistance to Wunan with the development of their Living Change framework highlights the impact that corporate secondees can make by enabling and assisting Indigenous leaders in defining developing and implementing strategy. Illustration by Brendan Trust Exhibit 4 the living change framework The next phase involved crystallising the vision and undertaking extensive community consultation and input. This phase was enabled and supported by a long-term secondee from Boston Consulting Group (BCG) and a number of other shorter-term corporate secondees from KPMG Freehills and NAB. The BCG secondee Patricia Clancy has used her knowledge of and experience in Indigenous affairs to assist with the development of the framework. More pertinently the secondee has assisted Wunan in leveraging the experience of Cape York partnerships who have developed a similar framework in the past. The Living Change framework is a community-led social and economic reform framework that aims to address the negative impact of passive welfare and the issues people and families struggle with every day that prevent them from taking up opportunities in education employment housing and leading a life they value. The framework increases individual and family responsibility and sets high expectations for people aiming to encourage people to be ambitious for their own personal benefit and that of their children. It does this by driving social reform to re-establish positive social norms and by providing aligned opportunities in the areas of education employment and housing. Wunan has been working on driving this type of social change in the local community since 2008. When Jawun started supporting the region at the beginning of 2010 NAB and Freehills secondees were instrumental in helping to move this thinking forward. Ian Trust founder and Chairman of Wunan outlines the effectiveness of the secondees in enabling and accelerating real change through the development of the Living Change framework In regard to the Living Change strategy in halls Creek she [the BCg secondee] has brought intricate knowledge of how it works and the necessary steps you have to do which we weren t aware of which has been great. By leveraging the corporate skills and expertise of the secondees Wunan has been able to move ahead with its reform agenda and as the Jawun Regional Director for the East Kimberley notes The BCg involvement has kick-started the action component of what s been talked about for quite a while. 15 1.3 There is great benefit to promoting cross-regional learning and development The opportunity for leaders emerging and existing to have access to and learn from lessons in other Indigenous communities has proved extremely powerful. As an organisation Jawun has facilitated this exchange of knowledge and experience by providing Indigenous leaders with the opportunity to travel to other regions and learn from the respective leaders in a particular region. This exchange has taken the form of Emerging Leader Tours wherein leaders nominated by their community are taken on a study tour to enhance their knowledge of social and economic reform and to share their personal learnings for the broader benefit of all participants. The leaders of the East Kimberley were the forerunners of such an experience with their recent visit to consult with and hear from leaders in Cape York. These tours have had a profound impact on their participants and many have returned to their communities reinvigorated and equipped with new tools and methodologies to enhance their communities. They have also allowed communities to benefit from the lessons learned in other communities and provide them with a perspective on how best to approach things. The power of this approach is that it is Indigenous leaders speaking with and learning from other Indigenous leaders. The power of the message and the transfer of knowledge are far greater in this setting because of a foundation of mutual experience respect and trust. Additionally these tours serve to create personal relationships between community leaders and act as a starting point to the development of self-sustaining cross-regional relationships. Exhibit 5 east kimberley emerging leadership tour to cape york A key strategic objective for Wunan and others in the East Kimberley is to empower local Aboriginal leaders to lead real change within the community and through government policy reform. In order to lead this real change it is necessary for these emerging leaders to witness how this change can be achieved and also to interact with other leaders to share learnings and gain insights. The Cape York study tour was conceived when several people began asking for more information about what was happening in Cape York in order to explore options that could be leveraged across the Kimberley for the benefit of the wider community. Jawun and Wunan were able to jointly coordinate a week-long visit showcasing the achievements challenges and lessons learnt by those in the Cape over the last decade. Through the Cape York Institute Noel Pearson invited Ian Trust and a group of emerging East Kimberley leaders to visit Cape York to learn more about the Welfare Reform program to share ideas and build relationships. This provided participants with an opportunity to study and learn from various leaders in Cape York. One participant noted that I really understand the welfare reform agenda and how seemingly unconnected projects all play a part in moving things forward . Jawun was also able to source a highly skilled secondee from NAB Nick Walker. Nick s role was to build relationships and facilitate discussions amongst the Aboriginal leaders participating in the Cape York tour as they determined whether and how they might apply new learnings and ideas back into their own community. On tour Nick held workshops with the group each night to discuss what they had learnt what challenges they saw if and how components could be transferred back to their community and what actions they wanted to carry out. The East Kimberley emerging leaders visit to Cape York was the first step in beginning a journey of shared learnings and insights between Indigenous communities. Such an approach will ultimately help emerging Indigenous leaders in dealing with the issues they face and seeking advice from leaders in other regions who are faced with similar issues. It provided the participants with a clear view of what Indigenous communities in Australia were up against but also what possible pathways existed to resolve these issues and advance Indigenous causes across the country. this trip was both depressing in some ways and very inspiring in other ways. I now see how far we have to go but I also know that it is possible. Jamie Elliot wunan board member 16 1.4 Increasing participation in employment by enabling local Indigenous service providers The East Kimberley provides significant economic and employment opportunities due to regional investment in mining tourism and agriculture. In the presence of such a developed and burgeoning economy Indigenous organisations are focusing on the power of employment and economic development as a means to advance social reform and drive a move away from a passive welfare economy. This approach is beneficial in many ways but most pertinently the focus of these organisations is one of promoting self-determination and self-reliance where an employment position is viewed as a path to financial independence and broader individual development. Jawun has acted to support these initiatives through the provision of secondees to a number of organisations that focus on vocational training and employment outside of Community Development Employment Projects (CDEPs). Bina-waji Nyurra-na Aboriginal Corporation provides a strong example of how Jawun corporate secondee support can have a direct impact on the development and sustainability of businesses in the East Kimberley that actively promote social and economic reform outcomes. Exhibit 6 bina-waji nyurra-na aboriginal corporation Roy Wilson Bina-waji Nyurra-na Aboriginal Corporation East Kimberley Bina-waji is a pre-vocational and vocational training organisation that focuses on providing training for young people who have been branded too difficult by the community and others. The name of the organisation Bina-waji Nyurra-na literally translates to teaching place for you mob and it has been designed as a residential training centre to up-skill and help find employment for displaced youth in the East Kimberley region. The trainees under the tutelage of Roy and Helen Wilson are taught vocational skills along with lessons in life skills that focus on hard work discipline structure and responsibility as hallmarks of personal development. Over the past 12 months Bina-waji has hosted four Jawun secondees who have assisted the business by helping to develop a more robust and sustainable operating model. In essence Bina-waji required assistance to develop a business model that was clearly understood by staff and that was premised on the idea of a robust and sustainable business. To facilitate this Jawun engaged corporate secondees to assist with implementing sustainable business practices educating and up-skilling staff and developing business cases with a view to gaining government funding. 17 2. REDFERN-waTERLOO Early on it was recognised that the framework for engagement in Redfern-Waterloo would need to be altered due to a series of unique political cultural and organisational factors. Redfern-Waterloo was viewed by Jawun as unique for two primary reasons. First and foremost the leadership dynamic in RedfernWaterloo consisted of a number of individuals running organisations with disparate desires and ambitions and as a result there was no definitive single leadership body with which Jawun could directly align or through which it could work. Secondly the urban operating environment provided an additional layer of complexity with respect to engagement. In such an urban environment there are a series of additional social economic and political factors that add to the complexity of engagement. In light of these factors Jawun decided to take a groundup or grassroots approach to Redfern-Waterloo with a view to working with existing organisations and building capability as a means to enabling broader social and economic outcomes. In the typical model Jawun would partner with a lead organisation or individual who is the key architect of a defined reform strategy. In Redfern-Waterloo where such an architect did not exist Jawun chose to pursue a bottom-up rather than top-down approach. This approach focuses on assisting organisations through skills transfer capability development and broader organisational mentoring. Although Redfern-Waterloo did not have a defined leadership structure the community did have a sense of common purpose which was highlighted by the creation of the Aboriginal Advisory Group which acts as an advisory body to ensure that Jawun s engagement in the area is in line with community expectation. It is hoped that through this approach Jawun can enable the development of robust and mature organisations capable of supporting and providing for the Redfern-Waterloo community. 2.1 Where a cohesive leadership structure is not present a mechanism for community consultation and engagement is required One of the initial concerns voiced by Jawun stakeholders with regard to Redfern-Waterloo was its lack of defined leadership as a community. Throughout Jawun s history of engagement with Indigenous communities it had become clear to the Jawun Board and its Management that leadership was one of the defining factors that drove success when engaging with Indigenous communities. One of the complexities of the urban environment is that the community is often an amalgam of different Indigenous people hailing from different clans from across Australia. As such it varies heavily from some of the remote communities which are more discrete communities with a defined clan and a strong traditional lineage and connection to the land. In such an environment the social dynamic is multifaceted and the potential for conflict is multiplied. As one member of the Jawun Board noted about the engagement in Redfern-Waterloo In an urban setting the lack of coherence in the community itself is a risk by definition urban Indigenous communities tend to be an amalgam of people . Recognising this key dynamic Jawun tailored its approach to account for the multifaceted nature of the Redfern-Waterloo community. This began with a two-day workshop known as the Gamarada Forum. This forum hosted Indigenous leaders and stakeholders from various organisations across Redfern-Waterloo and sought to define how Jawun and Corporate Australia could work with these individuals as a group to advance social and economic outcomes in Redfern-Waterloo. In doing this Jawun engaged with all the necessary stakeholders within the diverse community to ensure that there was consensus an extremely strong principle in Aboriginal culture. The key objective of the forum was to establish Jawun has been operating in Redfernthe foundations for a sustainable relationship Waterloo since January 2010 with in the future by exploring and challenging over 43 corporate secondees the myths about Corporate Australia supporting around 10 local people were refining ideas and the Indigenous community by Indigenous organisations. This they were picking targets demonstrating genuine desire and has equated to 1 million of and they had the soldiers ability to collaborate and by defining in-kind contribution from there people business and mutual benefits from working together our committed corporate organisations were there on key social and economic welfare partners. There have also ready to do it. issues within the community. been some valuable insights shane Phillips This would then lead into a broader which have emerged from ceo tribal warrior discussion on how skills resources Jawun s partnership in Redfernassociation on the and capabilities could be leveraged for Waterloo to date. These insights gamarada forum the benefit of the Indigenous community have been highlighted below in Redfern-Waterloo. The discussion in the workshop would also dictate how the Jawun Model could be adapted to be effective and relevant in an urban environment. Discussions at the forum identified challenges that need to be addressed as well as exciting opportunities. A top-level roadmap for engagement was developed which is exhibited over the page. 18 Exhibit 7 the gamarada forum The Gamarada (Friend) Design Forum was the starting point of Jawun s renewed engagement in the RedfernWaterloo community. The intent of this two-day forum was to identify opportunities for urban Aboriginal communities and Corporate Australia to connect and exchange ideas on a 10-year plan with the Redfern-Waterloo community. It was a great experience in that on the one hand the Indigenous people taking leadership is quite inspirational in itself... the other aspect of gamarada was that you had a bunch of corporate representatives really wanting to help ... In a sense for the first time there was real interest and support from the non-Indigenous community and there were ways that these corporate types could really support the Indigenous community and help them..... Tony Berg AM Director Chairman Gresham Partners and Jawun Chairman Following on from the Gamarada Forum Jawun facilitated the creation of an Aboriginal Advisory Group in Redfern-Waterloo a leadership body composed of Indigenous stakeholders from Redfern-Waterloo who would oversee Jawun s engagement in the area and act as a steering committee in deciding on resource allocation and community-based strategic initiatives. some of our biggest cynics are now our greatest advocates. Brad Cooke Jawun regional director redfern-waterloo 19 2.2 The importance and power of listening Redfern-Waterloo is a community with deep emotional scars and a deeply-held cynicism and wariness of government and more broadly of those claiming to want to help the community. This attitude was clear from the outset of Jawun s engagement in the community and it is still readily visible today. In discussions held with a number of Indigenous leaders in the area it is clear that this attitude is derived heavily from the idea that government and a number of volunteer organisations approach the Redfern-Waterloo community with an attitude of we know best this is how you should solve your problems . This approach is taken as deeply confrontational and offensive by the vast majority of the Indigenous stakeholders interviewed all of whom are community leaders. The Indigenous leaders highlight that they are acutely aware of their problems yet they need assistance with building capability and developing strategies to cope with and overcome these problems. This is where Jawun has made a concrete impact by listening and demonstrating a genuine willingness to support not drive or dictate efforts for social change. Exhibit 8 westpac diagnostic tool In Redfern-Waterloo Westpac has used a diagnostic tool to great effect as a means to get a clear understanding of an organisation and its aims. The tool focuses on a series of open-ended questions designed to elicit large amounts of information which can then assist in the development of a clear view of the current state of the organisation. With this information the Westpac team develops what is called a Listening Report . This report consists of the information gathered and is presented to key stakeholders within an Indigenous organisation. The outputs of the report are agreed by Westpac stakeholders and those of the Indigenous organisation. These outputs then form the basis of the recommended focus areas for Westpac secondees and mentors. In line with the listening report Westpac recruits mentors to lead particular focus areas and engage secondees to deliver discrete pieces of work that progress the focus areas. This willingness to listen and engage has helped to create profound relationships between the corporate partners and the various Indigenous organisations in Redfern-Waterloo. I think it s a mutual respect where I have respect for their skills and they have respect for the knowledge of the people working here and that mutual respect you can t replace that you can t engineer it you can t duplicate it it just has to be there. Millie Ingram CEO Wyanga Aged Care From the outset of its engagement in Redfern-Waterloo Jawun positioned itself as a non-partisan objective facilitator of corporate expertise. It was clear that it was not operating in Redfern-Waterloo to direct change or mandate the right way to do things it was there to assist and be of use where Indigenous organisations needed it. Jawun and its corporate secondees would sit down and listen to the problems of the Indigenous organisations and offer to assist in any way possible to overcome those problems. This approach has been further refined by Westpac which has adopted a diagnostic tool to better understand the problems faced by Indigenous organisations that it engages with. The output of this diagnostic tool known as a Listening Report outlines the needs and requirements of an Indigenous organisation as voiced by the organisation and its members. I think the most important thing that Jawun did with the people that they worked with is that they didn t come in with preconceived ideas and they didn t come in with their view of telling us how it should be done that was a big change from anyone I ve ever dealt with before. Millie Ingram ceo wyanga aged care 20 2.3 The power of enabling people and organisations The unique nature of the Jawun Model focuses on enablement and organisational mentoring rather than service delivery. Corporate secondees are positioned to assist Indigenous organisations and stakeholders with capability development skills transfer and general business skills development. In this way corporate secondees work beside their Indigenous counterparts to achieve outcomes and build capability rather than directing or managing which is often a source of great tension and conflict. Suffice to say that the business acumen of the corporate secondees is greatly appreciated and often influences the decisions made and outcomes delivered by the Indigenous organisations. This approach has been crucial to the success of the Redfern-Waterloo engagement and has been further tailored by one of Jawun s founding partners Westpac through the development of an Organisational Mentoring Program . This program embeds long-term corporate secondees with organisations to act as business mentors to assist nurture and develop the Indigenous organisation. According to Graham Paterson Westpac it is in essence an evolution of broad based volunteering moving more into skilled volunteering and mentoring being a natural extension of that . Such an approach is also enhanced by the close geographic proximity of Redfern-Waterloo to the central business district which allows corporate secondees to travel frequently to the area and stay in contact with their Indigenous counterparts long after the end of their secondments. Indigenous stakeholders have been quick to recognise the value of corporate secondees as mentors and as general business resources. a connection to Jawun with access to skilled people to act as mentors and pass those skills on to some of us has been invaluable they ve been able to help us understand better some of the principles of business. Shane Phillips CEO Tribal Warrior Association 2.4 The importance of being a true partner The experience to date in Redfern-Waterloo has served to further reinforce the necessity of building trust in Indigenous communities and continually working on and deepening that trust. It was noted by Jawun Management that Indigenous stakeholders were initially extremely sceptical of Jawun and its intentions and were quick to ask Jawun what its intentions were and how these intentions fit into the bigger picture of the Redfern-Waterloo community. Some members were so sceptical that they chose not to attend the Gamarada Forum based on previous negative experiences with volunteer organisations. For example the Chief Executive Officer of Wyanga Aged Care Millie Ingram who is now one of the most vocal proponents of Jawun refused to attend as she held strongly entrenched views of volunteer organisations working in the RedfernWaterloo community. She expressed the view that nobody is taking three days of my time to pick my brains . Shane Phillips Chief Executive Officer of the Tribal Warrior Association and another strong proponent of Jawun was also sceptical at first. He remarks that his initial views of what could be achieved at the Gamarada Forum were mixed and that he attended hoping for something but sceptical . As a result of this atmosphere in Redfern-Waterloo Jawun has made a determined effort to focus on relationship development rapport building and the human side of the engagement as well as business outcomes. One of the key mandates for the RedfernWaterloo Regional Director was to focus on relationship development to ensure that there was a commensurate level of trust within the community. The main mechanism for developing this trust outside of personal engagement by the Regional Director was to dedicate the inaugural batch of corporate secondees to projects that the Indigenous stakeholders viewed as important. This approach went hand in hand with a corporate secondee selection approach that focused on interpersonal skills and relationship development to ensure that the initial corporate secondee made a strong personal impact on top of a business impact. The initial project work in Redfern-Waterloo was in fact a confidence-building measure designed to demonstrate the value proposition of the Jawun Model and to instil a sense of trust and mutual respect within the Indigenous community. A prime example of this confidence-building approach was the work performed for Millie Ingram Chief Executive Officer of Wyanga Aged Care. Exhibit 9 organisational mentoring Westpac has tailored its approach in Redfern-Waterloo to suit the unique operating environment by engaging its staff as organisational mentors whilst being heavily supported by Jawun s core corporate secondee model. These mentors are engaged for a 12-month period working 1 day per month to assist an Indigenous organisation with business development. They act as business coaches to assist organisations by guiding them and instilling corporate rigour into decision-making and general business activities. This approach has been made even more effective by allocating corporate secondees alongside corporate mentors to deliver discrete pieces of work that advance the overall strategic direction of an organisation. This unique mentoring approach has capitalised on the geographic proximity and ease of access to RedfernWaterloo. Furthermore these longer-term commitments have been met with great appreciation from the Indigenous organisations which are not often in a position to receive on-going counselling and guidance in corporate matters. 21 Millie Ingram CEO Wyanga Aged Care and Gary McDonald St.George secondee Exhibit 10 building confidence and trust in redfern-waterloo Building confidence and trust in a community that is wary of outsiders and their promises of help is essential. Jawun s initial engagement in Redfern-Waterloo is testament to this. Jawun had noted that Millie Ingram Chief Executive Office of Wyanga Aged Care and a respected member of the community was sceptical of the Jawun program. In light of this Jawun offered to assist in any way possible as a means to build confidence and trust between the two parties. Initially this took the form of updating policy and procedure manuals for the aged care facility something which was designed to highlight the value of the relationship rather than deliver groundbreaking outcomes. The resultant work performed by the corporate secondee was of such a standard that Millie became a strong supporter of Jawun almost overnight. From that initial engagement Millie has become a strong advocate of Jawun and has been the beneficiary of numerous corporate secondees who have assisted her in advancing the aims of her organisation. In addition Millie now chairs the Aboriginal Advisory Group that advises Jawun on its engagement in Redfern-Waterloo. 22 Shane Phillips CEO Tribal Warrior Association with Vicki Reed KPMG secondee 2.5 Corporate know-how helps Indigenous organisations access support and opportunities One of the key pieces of feedback received by Jawun with respect to its engagement in Redfern-Waterloo has been that of the capability and understanding gaps experienced by Indigenous organisations especially with reference to engaging with government both State and Federal. Indigenous stakeholders have relied heavily upon the skills and expertise of corporate secondees as a bridging capability to better understand and deal with the requirements surrounding government funding and broader government engagement. Additionally corporate secondees have been engaged to assist Indigenous stakeholders to develop product offerings and services that are in line with corporate and governmental expectations. In essence corporate secondees assist Indigenous organisations by presenting the Indigenous knowledge and expertise in a format that is appealing to and easily understood by government and corporate stakeholders. Exhibit 11 supporting Indigenous organisations with corporate expertise The Tribal Warrior Association (Tribal Warrior) is an Indigenous tourism and maritime training organisation that seeks to provide opportunities by empowering disadvantaged Aboriginal and non-Indigenous people encouraging them to become self-sufficient by providing specialised training programs leading to employment opportunities in the maritime industries . As part of this vision Tribal Warrior with Chief Executive Officer Shane Phillips at the helm has branched out into tourism and cultural offerings as a means of generating revenue to train disadvantaged youth. This expansion focused on commercial engagement marketing and business development as a means to secure new business and commercial contracts. In order to achieve these outcomes Tribal Warrior had to ensure it had a robust and sustainable base from which it could grow. To assist Tribal Warrior with its business development Jawun facilitated the secondment of a number of corporate secondees from KPMG. A key example of such an approach assisting an These secondees were brought in to support Tribal Indigenous organisation is that of Warrior and to help its staff to better understand the corporate secondee assistance strengths and weaknesses of its current operations provided to the Tribal and put in place a short and long-term action plan to Warrior Association a ensure the future sustainability of its operations. all of the secondees sent maritime training and This started with a comprehensive operational to us from kpmg are now tourism company. review which identified a number of priorities for considered friends by the the organisation. In addition to this a thorough whole tribal team. they assessment of the organisation s finances and came in with open minds cash flow has been conducted and following and hearts and helped us in this review a funding strategy has been ways we could not imagine. developed. shane Phillips ceo tribal warrior association 23 3. BROaD INsIghTs aCROss BOTh REgIONs The recent engagement by Jawun in the East Kimberley and in Redfern-Waterloo has allowed it to expand its knowledge of Indigenous affairs and engagement within Indigenous communities. The experience of operating in the new regions has provided the organisation with a series of broad insights to assist others facing similar challenges in Indigenous affairs. The following section outlines these broad insights 3.2 The importance of Indigenous ownership One of the key differentiators of the Jawun Model is that it centres on the ability to enable Indigenous organisations and individuals rather than performing an activity or delivering a service. The model works with Indigenous people not for them. Whilst this has been a focus since the inception of Jawun as the organisation grows it is becoming clear that such an approach has a number of advantageous by-products. One of the main by-products of this approach is that Indigenous stakeholders take ownership of the work rather than developing an expectation that it will be performed for them. As a result Indigenous stakeholders gain a sense of empowerment and purpose in seeing themselves contributing to outcomes by working alongside corporate secondees. This perspective for many of Jawun s Indigenous counterparts is the first step down a road that will see them start to take responsibility in their professional and personal lives. Because Indigenous stakeholders are key participants there is no room for passivity and people are driven to take an active approach to getting things done. It has also been noted by a number of Indigenous leaders that the example set by corporate secondees is a call to action for their Indigenous counterparts who are inspired by an attitude that focuses on being proactive and delivering outcomes. 3.1 The need to be flexible and adaptable without compromising the fundamental enablers of the model Having recently expanded to two additional regions Jawun now finds itself operating four separate regions all of which are unique. With the addition of RedfernWaterloo and the East Kimberley to the portfolio of regions in 2010 Jawun has needed to remain flexible in order to adapt to the various operational complexities and idiosyncrasies of the regions. As a result the Jawun Board and Management have made a concerted effort to remain open to new ideas and to ensure that the model remains sustainable through evolution and adaptation. This approach comes with the absolute recognition that no two Indigenous communities are the same and even those that appear similar on the surface are in fact completely different. Using Redfern-Waterloo as an example Jawun s engagement in this particular region was an exercise in flexibility and adaptability. Whilst there were initial concerns over the lack of an articulated reform agenda and leadership structure Jawun understood that with the right mechanisms in place this represented an opportunity rather than a set-back. The organisation engaged through the Gamarada Forum which was a catalyst for the creation of an Aboriginal Advisory Group which now forms the backbone of a non-official leadership structure in the Redfern-Waterloo community. I have a great deal of respect for the professionalism of all stakeholders in ensuring that the works carried out and the commitment exhibited within our communities are done without a carnival-like atmosphere following. It just highlights that Jawun has indeed a true heart and vision for prosperity amongst our people. Jamie Elliot wunan board member and participant in Jawun s emerging leaders program 24 3.3 Remembering that mutual benefit and reciprocity are the lynchpins of effective self-sustaining partnerships As Jawun moves into new regions the organisation finds itself explaining the model to corporate and Indigenous stakeholders and outlining the value proposition for engagement on both the corporate side and the Indigenous side. One of the key focuses of that value proposition is that Jawun provides an opportunity to enter into a true partnership. The partnership between Corporate and Indigenous Australia provides both partners with mutual benefits. On the corporate side the opportunities for staff to engage with Indigenous Australia and to develop personally through experience are key selling points. On the Indigenous side Indigenous stakeholders can benefit from the corporate skills and expertise provided by their corporate partners. The focus on building partnerships differentiates Jawun from a volunteering organisation and implies a sense of mutual responsibility and awareness. On occasion this means that Jawun may need to have (and has had) some tough discussions with its Indigenous and corporate counterparts as a means to establish the ground rules for engagement. On the Indigenous side these discussions focus on the fact that Jawun does not seek to enable passivity by delivering outcomes and in a commercial sense it will not place corporate secondees in a situation that is not mutually beneficial to both partners. In some communities this discussion takes place in the context of governmental services delivering services to and sustaining the community without question over a long period of time. 3.4 The value of personal development to corporate secondees Whilst it is hard to quantify the value of a corporate secondment to the individual the testimony received from Jawun and its corporate partners indicates that this program is viewed as a life-changing experience for the vast majority of secondees. Jawun receives this feedback consistently across all the regions it supports. Secondees have indicated the significant value they receive from engaging in there s no doubt Indigenous communities and that it is a great the sense of worth they gain development from delivering skills and opportunity for expertise to an area that so the individual. desperately requires them. In addition to the altruistic Indigenous affairs sense of purpose gained manager nab corporate secondees have noted that it has greatly increased their relationship development and rapport-building skills stakeholder management abilities and more broadly their cultural and socio-economic awareness. These skills can then be put to great use by corporate secondees in any environment upon their return to the corporate world. From a management perspective corporate secondees return from their experience reinvigorated and inspired with enhanced skills that can be put to good use in the corporate environment. stephanie Rice I ve taken from this a whole lot of confidence I can look at complex problems on my own and help people come up with a great solution. Patricia Clancy bcg secondee On the corporate side these discussions focus on the necessity for a dedicated commitment to Jawun in terms of the quality and quantity of secondees provided and the length of the commitment from the corporate partner. Jawun is firm with this message and defines its value proposition for its partners on this basis. The organisation believes that establishing these ground rules and focusing on working with the community not for the community is a crucial part of the success of the model. It s a life-changing event for secondees and significantly enhances their professional capability. Ross Love senior partner and managing director bcg australia nZ and Jawun board member Jawun provides the transformative power of a touch and feel experience. Rosie southwood aboriginal affairs manager wesfarmers 25 3.5 There is great benefit to promoting cross-regional learning and development CLOsINg COMMENTs is twofold. Firstly it allows Indigenous stakeholders to witness what has worked in other areas and what has not for the benefit of their community. Secondly it provides Indigenous stakeholders with inspiration from others in similar situations. The message is made even more powerful by the fact that the dialogue is between Indigenous stakeholders. As Ann Sherry one of Jawun s founding members notes The opportunity to learn we can learn a lot from from each other is the other places and at very powerful . The insights from Jawun and its corporate and One of the key out-takes from Jawun s engagement Indigenous partners gained from their experiences in the East Kimberley has been the power of crossin building sustainable partnerships in Cape York regional learning and its ability to accelerate change in Goulburn-Murray Redfern-Waterloo and the East Indigenous communities. Whilst Jawun has Kimberley highlight the great complexity of engaging only recently been in a position to with Indigenous communities and interestingly the share learnings across regions great gains that can be realised through this type as it expands it will continue of engagement. to make this a key priority all the networking that Growing these partnerships in a sustainable area for knowledge and Jawun facilitates is really very fashion in an environment with elementary information sharing and powerful as you just get to social and economic infrastructure endemic Indigenous leadership the right answer faster as education and employment issues and large development. we know that from our own capability and skills deficits is extremely professional work. Having seen its impact challenging for Jawun and its corporate in the East Kimberley and Indigenous partners. However the Ross Love Jawun has commenced practical outcomes being achieved on the senior partner and managing replicating this strategy ground in the Indigenous regions that Jawun director bcg australia nZ to facilitate cross-regional and Jawun board member supports indicate that with the right facilitation learning across all of its model Corporate Australia has a powerful role operating environments. to play in empowering Indigenous communities to choose a life they have reason to value . The power of this approach Uncle Charles Chicka Madden a respected member of the Redfern-Waterloo community has noted that out of little things big things grow in reference to the assistance that Jawun provides. It is with this sentiment that Jawun will continue to engage with Indigenous communities using this innovative model as a means to support Indigenous reformists to address the complex and difficult issues that the Indigenous people of Australia face. As one of Jawun s corporate liaisons Kate Chaney from Wesfarmers notes Jawun is by far the best at speaking both languages and as such is placed in a strong position to continue to support and enable Indigenous communities. It is hoped that the learnings and insights outlined in this 2011 Learnings and Insights Report will serve to reinvigorate lateral thinking and drive others with an interest in Indigenous affairs to start to look at more dynamic innovative and adaptable approaches to dealing with the issues faced. the same time build a sense that there are a lot of people striving for the same goals that we have. Noel Pearson director cape york Institute and Jawun patron Jawun allows us to provide a richer and deeper experience to our staff with respect to Indigenous australia whilst driving social and economic development outcomes. Tim O Leary ex-general manager community and corporate responsibility nab 26 PaRT 2 Insights from Jawun s place-based approach to Indigenous employment OvERvIEw In June 2010 Jawun commenced two regional place-based Indigenous employment pilots designed to test the feasibility of mainstreaming Indigenous employment. Mainstreaming Indigenous employment refers to the ability of Indigenous applicants to gain employment through mainstream HR processes and training programs thus eliminating the need for Indigenousspecific recruitment and training programs. In Jawun s 2010 Learnings and Insights Report some initial learnings were documented via a case study which focused entirely on the initial stages of the Shepparton employment pilot. In this 2011 report Jawun draws on an additional 12 months of experience and learnings from the pilots in Shepparton as well as in Cairns. This part of the report starts with a brief update on the outcomes of the pilots to date. This is followed by an analysis of the factors which drive successful Indigenous employment outcomes. Jawun has undertaken comprehensive stakeholder research to support the perspectives presented in this report. 12 local employers and Indigenous community stakeholders were interviewed and 47 (35 corporate and 12 Indigenous community) stakeholders were surveyed. It s 2011 why don t we see more aboriginals working with the major employers shepparton is a major regional centre there are many government and private employers here agriculture hospitals schools retail and banking also we have one of the largest regional councils. Paul Briggs OaM president rumbalara football and netball club 27 Paul Briggs OAM President Rumbalara Football and Netball Club PLaCE-BasED EMPLOYMENT PILOTs In June 2010 Jawun utilised its existing corporate networks relationships and understanding to design employment pilots in Cairns and Shepparton. Since then these pilots have involved developing processes aligning efforts of employers with local Indigenous training and support organisations and implementing small local interventions. Furthermore Jawun appointed locally based employment brokers in each region to facilitate outcomes and implement strategies to improve Indigenous employment in the two pilot regions. These key steps had the overall objective of accelerating sustainable employment outcomes for local Indigenous participants. Jawun identified Shepparton and Cairns as suitable locations for these employment trials. Both regions offered attributes which were conducive to testing a new approach to Closing the Gap on Indigenous employment. These attributes included significant Aboriginal populations strong local leadership the existence of Indigenous employment and social inclusion agendas and importantly Jawun relationships in place to foster collaboration with key stakeholders including large local employers. It is worth noting that considerable effort has been put into Closing the Gap across both locations in recent years however progress has been slow. Each region offers more than 30 employment-related organisations with little collaboration between agencies and varying levels of long-term success. OUTCOMEs TO DaTE BY REgION Shepparton The Shepparton pilot has been up and running for over a year. Key outcomes for 2010 11 include 38 Indigenous applicants have been placed in entry-level employment across Coles Target Kmart Bunnings Officeworks and Woolworths. A retention rate of over 90% at 13 weeks was achieved over the period of the trial. Jawun s employment model was rated as invaluable by 90% of participants responding to an online survey. Indigenous youth are engaging in chat around employment on social networking sites. There is an increased presence of Indigenous youth in mainstream employment building pride and confidence in the local community. 28 CaIRNs The Cairns pilot commenced with Jawun placing a secondee from St. George Bank to facilitate the trial and build stakeholder relations. Progress in Cairns has been comparatively slower than in Shepparton despite strong local Indigenous organisations and a willingness by major employers to actively engage in creating new Indigenous job opportunities. The primary reasons for this initial difficulty were imbalances in supply and demand for Indigenous applicants as well as some reluctance from the local stakeholders to support a mainstream employment approach. Since January 2011 with a refocus on practical job assistance support and the recruitment of additional Indigenous organisations to join the support coalition the success rate of the Cairns pilot has begun to build. Key outcomes as at 30 June 2011 were 13 candidates were placed. The retention rate was 50% at 13 weeks which is above DEEWR reported national JSA levels (26% at 13 weeks). A key gap was identified in quality post-placement support and mentoring within the support coalition. 30 candidates have been nominated by Indigenous support organisations since January 2011 with 20 participants classified job ready . Concrete plans are in place for two of the participating support organisations to collaborate in providing targeted pre-employment training programs. INDIgENOUs EMPLOYMENT sURvEY Jawun has gathered many insights from its place-based approach to Indigenous employment in Cairns and Shepparton. In an effort to build on and validate some of this knowledge and in addition to the local stakeholder interviews conducted for this report Jawun designed two surveys to elicit further input from its stakeholders. An online survey was sent to corporate stakeholders and a hard copy survey was issued to local Indigenous community stakeholders. Both surveys were structured to test and validate the emerging insights from the pilots and to better understand the perspectives of both corporate and Indigenous stakeholders. Respondents were presented with a series of statements to which they were asked to register their level of agreement Strongly Agree Agree Neutral Disagree Strongly Disagree . The statements in each survey were tailored slightly to reflect the different audiences but were substantively the same for the purposes of comparison and analysis. The results were then ranked on the basis of overall agreement ( Agree plus Strongly Agree ) with the statement. The level of participation for each survey was as follows Survey to corporate stakeholders This was an online survey completed by 35 corporate stakeholders. 56 surveys were sent out with an overall response rate of 63%. Survey to community stakeholders This was a hard copy survey completed face to face with 12 local Indigenous community stakeholders in Cairns and Shepparton. The key insights from the surveys have been highlighted throughout the report. Many respondents to the surveys commented that it was difficult to adopt a one size fits all approach to Indigenous employment. Jawun supports this perspective and the survey data collected indicate the relative level of support from Jawun s stakeholder base with some of the ideas presented in this report to help validate and prioritise these perspectives. Many of these stakeholders who have been involved in Jawun s employment efforts will be drawing on this experience as well as their own experience in Indigenous employment initiatives. 29 FaCTORs FOR sUCCEssFUL INDIgENOUs EMPLOYMENT OUTCOMEs While the placed-based pilots have offered many insights into the challenges of Indigenous employment the clear message is that mainstreaming Indigenous employment with regard to low to medium support applicants is possible economical and sustainable. However it must be acknowledged that mainstream employment presents significant challenges and complexity for many Indigenous Australians unable to achieve minimum standards of job readiness due to fundamental psychological societal and structural barriers. A mainstream approach applied to high support applicants is futile without significant additional support. Hence it is important to stress that Jawun s support of a mainstream employment approach as articulated in this document is with reference to Indigenous job applicants requiring low to medium support. Regional employment approaches that tailor the standard recruitment pathway to mainstream Indigenous employment can achieve cost-effective and sustainable outcomes. Based on Jawun s experience with the Cairns and Shepparton employment pilots there are five key factors that drive successful employment outcomes in the longer term. These are illustrated in the exhibit below. Exhibit 12 factors for successful Indigenous employment outcomes 3. Effective support organisations working as a support coalition 4. Mainstream jobs and hR processes 1. Place-based focus and action 2. Coordination by an employment broker 5. appealing employer corporate culture 30 1. PLaCE-BasED FOCUs aND aCTION In Jawun s experience the barriers to greater Indigenous employment are not in the lack of training and support services or lack of general employment opportunities. However there is a very real need to identify existing job vacancies more effectively and to find a different approach to facilitating employment outcomes for local Indigenous people. Hence the Jawun pilots adopted a local or place-based approach and focused on linking applicants with current vacancies linking support organisations with employers and facilitating greater cooperation between local support organisations. As progress with the pilots to date has shown place-based focus and action enable the ability to uild local capability to link with local job opportunities b build personal understanding of key local managers earn the trust of the local community. Jawun survey whilst many corporate stakeholders agreed that building partnerships with support organisations was worthwhile fewer felt that the organisations they had dealt with in the past added value to their recruitment and retention efforts. 91% of corporate stakeholders agreed that building partnerships with local Indigenous support organisations was worthwhile and important while only 66% of corporate stakeholders agreed that the support organisations they have dealt with to date added value to their Indigenous recruitment efforts and 57% agreed that Indigenous support organisations added value to their efforts to retain and support Indigenous staff . Jawun via its locally-based employment brokers has been able to provide effective links between support organisations and employers. The broker works to identify the future and current employment requirements of local employers which allows support organisations to better prepare and match skill requirements of potential Indigenous candidates to real job opportunities. Thus increasing the motivation of the candidates reducing untargeted training and improving the prospect of a positive employment outcome. Whilst Jawun s broker model has been effective in providing this bridging capability between the support organisations and employers there are potentially other facilitation models that work just as well. The optimum scenario of course would be for the local support organisations to build their internal capabilities such that they can broker effective links with employers themselves and provide more targeted support to candidates. 1.1 Build local capability to link with local job opportunities The unique role that local support organisations can play in improving Indigenous employment outcomes is discussed in detail in Section 3 entitled Effective support organisations working as a support coalition . However in Jawun s experience there is a wide range of capability across local support organisations in the pilot areas of Cairns and Shepparton. Anecdotal evidence from the pilots suggested that a number of job applicants or trainees felt that they had been trapped in the training or certificate cycle . The perception was that some training organisations push participants through endless cycles of training or light-touch coaching programs that often do not lead to employment outcomes. Many Indigenous-candidates are left feeling disheartened and with a sense that they are only suitable for Indigenous specific roles or identified positions within the workforce. Recommendation Building on local capability to link to employer opportunities is essential in achieving effective and targeted support for Indigenous job applicants. Successful long-term outcomes in Indigenous employment can be achieved by connecting to real employment opportunities with local employers. It is essential for Indigenous support services to build capability to connect with these employers. For support organisations lacking that ability some support and facilitation will be required either from a broker type facilitation model or from the support organisation taking a collaborative approach and learning from other support organisations which have been effective in building these linkages. national or state-wide support and assistance service are good but they have had limited success in working with the local schools and (Indigenous) community. local support and focus is what s missing. I know the life story and stage (of work readiness) that my clients are at. I can contact local employers. I see them down the street and at football. It s a personal connection. Employment support Officer rumba ripples shepparton 31 Wesfarmers Executives visit Shepparton to look at the Indigenous employment opportunities If local managers don t have a commitment to engaging Indigenous employees a national or state directive is only goodwill and not acted upon. Chris giblin ganbina case manager shepparton 1.2 Build personal understanding of key local managers Jawun s employment pilots identified a clear correlation between an employer s personal interaction and engagement with Indigenous employees and the successful retention of Indigenous employees in their organisations. Improving the understanding of key local managers helps builds employee confidence loyalty and retention. Exhibit 13 personal interest is vital The manager of a large retailer in Shepparton developed a genuine personal interest in the Indigenous staff working within his business. This included meeting candidates families welcoming the extended family of Indigenous staff as valued customers understanding and demonstrating knowledge of local Indigenous history and culture as well as attending community and local sporting events. The community trust earned by this manager has meant that he was able to more effectively engage with future Indigenous applicants current Indigenous employees and the wider Indigenous community. Jawun survey a very high proportion of stakeholders agreed that the personal engagement of local managers in the community is vital. 97% of corporate stakeholders and 82% of Indigenous community stakeholders surveyed agreed that the personal engagement of local managers within the community is vital . Recommendation Business leaders should be visible in actively leading a personal engagement approach. Taking a place-based approach to Indigenous employment allows steps to be put in place to help build the understanding and engagement of employers. In Jawun s experience employer relations with Indigenous support organisations and their case managers also improve with employers demonstrating personal interest in candidates. Time taken to build personal engagements through interactions with Indigenous candidates need not be a drain on employer time or resources. Small visible efforts go a long way to building Indigenous employee confidence and trust in employment relationships leadership and the organisation. 32 1.3 Earn the trust of the local community During the course of the Jawun pilots those employers who had trusted relationships with the local Indigenous community were on the whole more effective at recruiting Indigenous applicants and generally achieved better retention rates. Taking a place-based approach to working with employers and support organisations allowed Jawun to develop small processes to allow employers to build and earn the trust of the local Indigenous community. While not overly demanding maintaining a trusted employer-community relationship requires continued work and effort. While it is important for employers to reach out to communities by attending key community events such as NAIDOC week celebrations they also need to demonstrate their daily good intent towards the community by ensuring equal access to their services and products for Indigenous customers actively addressing discrimination including Indigenous community and senior leaders Elders in key employer events such as new store openings or general businesssponsored community events. Cairns Community Sports Day Jawun survey Many Indigenous community stakeholders agreed that employers should support Indigenous community events. a higher proportion of these stakeholders also supported employer initiatives which really embedded cultural understanding in the workplace. 82% of Indigenous community stakeholders agreed that it was important for employers to support Indigenous community events such as NAIDOC week celebrations etc . However a higher proportion (90% ) of these stakeholders agreed that it was also very important to build cross-cultural understanding and respect for Indigenous culture in the workplace . Exhibit 14 cairns community sports day In November 2010 Jawun worked with community and employer partners to run a community sporting day with the aim of breaking down some of the negative perceptions between mainstream employers and the Indigenous community. The day attracted about 60 participants and was represented by five local employers. The Branch Manager who attended from Westpac was enthusiastic about the day. Meeting local families was a great way for us to build our local community connections. I hope that we get more (Indigenous) people interested in working at westpac. Local Branch Manager Westpac Recommendation It is important for employers to support local Indigenous community events and organisations. however even more impactful is real cultural change within organisations which is visible to Indigenous people in both their interactions with the company as consumers employees or potential employees. Recognising that organising stand-alone events is not always the best method to engage community members Jawun has also worked with other community groups to achieve these aims. In May 2011 Jawun assisted in attracting the attendance of a more diverse range of employers to a major regional under 16 boys sporting and employment event. 33 2. COORDINaTION BY aN EMPLOYMENT BROkER A key part of the Jawun place-based employment pilots has been the use of a local employment broker . The employment brokers in Cairns and Shepparton have strong relationships with local employers and local support organisations. Additionally a key function of the broker has been the local coordination of the support coalition and potential Indigenous job applicants to match the needs of Indigenous job seekers with the labour requirements of employers. Exhibit 15 place-based employment pilot and the role of the employment broker Regional broker is the key to facilitating local employers and support organisations Employer coalition Regional broker Support coalition Engage local managers interested in Indigenous employment Local employer champion Support group information sharing Single point of contact to facilitate employment Liaises with employers support orgs Coordinates and supports outcomes Engage local support organisations Local indigenous champion Cooperative case management Provide full range of support Whilst Jawun has opted for an employment broker approach there may indeed be other variants of this facilitation model that could be just as effective These variations might include 1. Single employers developing niche internal skills and capability applied nationally across organisational regions geographies and brands. This is the current approach of Rio Tinto and Australia Post additionally Wesfarmers has commenced a trial in Kalgoorlie coordinating Indigenous employment efforts across a number of brands locally. Acquiring skills and knowledge via this method however is costly to each individual employer and is likely to result in duplication of services across different employers applying similar approaches. 2. Local employers and or associations developing place-based solutions by tapping into local employment issues and focusing on a united approach. Australian Employment Service (AES) was founded by a local farmers association identifying a critical business need for skilled and non-skilled agricultural workers in the rural region of Bourke. 3. Scale up key Indigenous employment support organisations to create a national coalition approach focused on delivery of proven services. Under a national partnership approach the Support Coalition mechanism could be used to provide comprehensive support to Indigenous employment programs initiatives and strategies across multiple locations and regions of Australia. The insights discussed by Jawun however focus on our experience with the place-based employment broker approach. As progress with the pilots to date has shown coordination by an employment broker enables the ability to share best employment practices locally ssist with building trust between support a organisations and employers ensure clear understanding of employer expectations. 34 2.1 Share best employment practices Exhibit 16 goals of an employer coalition peer to peer sharing Local employer coalitions have been identified as a key mechanism to share best practice initiatives at a local level. Additionally coalitions build local employer momentum through group support to mainstreaming Indigenous employment efforts and outcomes. At present the Jawun employment broker is playing an important role in building and facilitating local employer alliances. However Jawun s ultimate objective is to create self-sustaining employer-to-employer peer relationships. hearing from a number of employers at once their local and organisational concerns certainly helps us support them better. Liana Sangster (KPMG) Jawun Employment Broker Jawun survey The majority of corporate stakeholders agreed that it is important to share best employment practices with each other and to measure the outcomes of Indigenous employment objectives within their organisation. 89% of corporate stakeholders agreed that it is important for companies to share the results and approach of their Indigenous employment initiatives with other companies . Furthermore 94% of corporate stakeholders agreed that it is important to measure the outcomes of their Indigenous employment objectives . Jawun s efforts to date in establishing and building support for local employer coalitions has highlighted the challenges that employers face in sharing and learning from each other in this manner. Some of these challenges include Time constraints willingness to share information conflict between competitive employers reluctance of employers to share failures as sign of mismanagement or inaction. However local employers realise that they have much to learn about engaging with local Indigenous communities and Indigenous applicants and the first series of Jawun facilitated employer coalition meetings have been well received. Meeting and hearing from community leaders was certainly useful hearing of their concerns and plans for the future... (and) hearing of the different approaches that other employers have taken locally in both working with Jawun s employment broker and support organisations and the applicants themselves highlighted what we could be doing differently and more importantly with no or little extra effort. Local Factory Manager Shepparton Jawun s employment broker has actively promoted the sharing of best practice initiatives through employer alliances networks or Indigenous-specific employer discussions which are proving to be useful mechanisms in building greater employer acceptance of Indigenous applicants and in addressing the uncertainty of what is required to recruit and retain Indigenous employees. Additionally local employer networks and discussions provide businesses with guidance and encouragement from their peers on working processes that support improving local Indigenous employment outcomes. Recommendation share and learn. success breeds success. Businesses at a local level can learn from each other with regard to what works and what does not. Businesses should use existing networks and alliances as a platform to share best practice outcomes which support Indigenous employment. Businesses should build shared learnings into their organisation and be prepared to revise programs to create the most successful outcomes possible for both the organisation and the Indigenous employees. 35 Nathan Turner Kmart employee Shepparton 2.2 Build trust between support organisations and employers A driving factor to having good post-employment support for Indigenous employees is that the case managers employed at Indigenous support organisations have positive relationships with employers. However most support organisations and their case managers indicated that this generally was not the case. One factor for this situation is that Indigenous case managers seldom had mainstream work experience and had limited understanding of the key concerns for an employer. In some cases there appears to be a lack of understanding and trust towards employers. Coordination by the Jawun employment broker has facilitated a greater understanding of private sector job options and job requirements as well as more open relationships between case managers and employers. Jawun has observed from its pilots that in situations where strong relationships have existed between employers and case managers this has had a positive influence on Indigenous employee retention outcomes. Recommendation It is worthwhile for employers and support organisations alike to build strong links and work together towards improving Indigenous employment outcomes. Employers need to provide opportunities for case managers to become more aware and understanding of employer needs and drivers. Equally case managers need to recognise that they have a role to play in building a trusted relationship that can lead to positive outcomes for candidates. Jawun survey views from employers and Indigenous support organisations differed on the commercial realities underpinning a company s Indigenous employment efforts. 97% of corporate stakeholders agreed that Indigenous employment efforts that are aligned with a company s core business needs and practicalities are essential for Indigenous employment agendas to gain traction in an organisation . However only 73% of Indigenous community stakeholders agreed with this. 36 2.3 Ensure clear understanding of employer expectations Indigenous support organisations identified that lack of clarity around employer expectations often leads to misunderstandings in the workplace. Jawun s employment brokers have been working to ensure employers proactively discuss workplace expectations during the application process and that support organisations are familiar with general workplace expectations and specific expectations of particular employers. By clearly setting and discussing standard workplace expectations employers can help Indigenous employees understand their responsibilities. In turn this helps alleviate issues of problem behaviour such as the commonly cited example of Indigenous employees failing to come to work without appropriate notification. While it is generally accepted that many Indigenous Australians shy away from traditional representations of non-Indigenous power including employers and are often not confident to ask questions many employers sometimes expect that all new employees should come with a good understanding of workplace expectations. Some employers may be overly sensitive in discussing workplace expectations with new Indigenous employers in case they may offend them. Like most employees Indigenous employees work better within a framework of clear understanding of expectations. Clearly communicating expectations and policies particularly towards unwanted behaviour can greatly reduce the number of misunderstandings. Exhibit 17 australia post leading the way Jawun has been working with Australia Post since the beginning of 2011. Job candidates participating in the Cairns-based pilot regard Australia Post as an employer of choice . As a part of a National Workforce Diversity and Indigenous Employment Program Australia Post has a cultural leave policy as part of its standard remuneration packages. Issues and misunderstanding started to arise when Indigenous employees took genuine cultural leave without appropriately notifying their managers. Australia Post identified that the notification requirement and policies were informal and undefined. It has now built well-understood processes for cultural leave protocols by having a clear policy that is communicated to all employees including Indigenous employees. The new policy requires employees to formally lodge an electronic cultural leave application in a similar manner for approval for sick or annual leave. With all employees now aware of the workplace expectation for cultural leave there has been a significant decline in unapproved cultural leave. Recommendation Employers should be upfront about their expectations and job requirements. It is better for retention to have all new employees understand workplace expectations prior to accepting a new job. 37 3. EFFECTIvE sUPPORT ORgaNIsaTIONs wORkINg as a sUPPORT COaLITION The unique skills and support provided by Jawun s local support organisations are second to none. Individually and collectively they provide peer-support mentoring training education support aspiration building leadership development and employment support to hundreds if not thousands of Indigenous clients every year. However these organisations working together as a local support coalition has a number of additional benefits which include increasing the number and type of applicants that are available to fill current vacancies and allowing more flexibility to deal with the considerable differences in support needs of individual applicants. As progress with the pilots to date has shown facilitating local support organisations to work as a support coalition enables these organisations to Collaborate working together builds success. ollaborate in building effective partnership C approaches with employers. rovide holistic pre-employment support P underpinned by long-term development. rovide reassurance to employers of the Indigenous P applicant s job readiness . lign definitions of job readiness across support A organisations. rovide on-going post placement support which P is critical to retention. Exhibit 18 collaborative efforts deliver successful outcomes for both organisations and their Indigenous candidates Nintiringanyi Office Cairns Nintiringanyi is a respected Cairns-based Indigenous support organisation assisting mostly medium to high support Indigenous candidates throughout Greater Cairns. Nintiringanyi identified gaps in literacy and communication competencies as inhibitors to their Indigenous clients gaining employment with local employers in the region. Nintiringanyi developed training programs aimed at specifically addressing these skill gaps. Jawun investigated the potential for Nintiringanyi to partner with the registered training organisation RediTeach to develop and provide this training. RediTeach is a leading private Cairns-based RTO which is focused on Certificate 2 and Certificate 3 coursework and practical programs designed to provide students with broad-based entry-level qualifications for mainstream employment positions. A partnership with RediTeach to assist with the program development and delivery made sense to both Jawun and Nintiringanyi. Now RediTeach develops the coursework and curriculum and provides qualified instructors. Nintiringanyi provides the facilities and the clientele. RediTeach has also identified many clients requiring similar training requirements and now directs students to Nintiringanyi s family and personal support program providing their programs with better scale and long-term viability. 3.1 Collaborate working together builds success Traditionally Indigenous and community support organisations are reluctant to work collaboratively even while appreciating the impossible challenge of achieving Indigenous employment outcomes alone. This appears to be the case even when funding and organisational resources are limited and when there are higher than ideal case manager workloads and clear evidence exists of considerable duplication of services. Jawun s employment pilots actively seek to foster understanding and collaboration between local support organisations that have proven success in achieving employment outcomes. A collaborative approach between Indigenous support organisations seeks to provide a holistic regionally focused shared services provisions to Indigenous candidates that deliver successful Indigenous employment outcomes as well as reducing duplication waste and organisational workloads. Recommendation keep the circle strong. Collaboration between support organisations can be challenging but is more likely to earn the trust and engagement of employers and provide better support to Indigenous job applicants. 38 3.2 Collaborate in building effective partnership approaches with employers Partnerships between employers and support organisations can at times be challenging often due to varying starting points between stakeholders and managing competing priorities of employment initiatives. Support organisations need to actively build and maintain a constructive and collaborative environment for their own benefit and the benefit of the other support coalition members. For a successful partnership to grow and develop all parties must commit to being supportive cooperative and respectful of one another s point of view and cultural differences. Topaz McAuliffe ex Jawun Employment Broker Cairns seconded from St.George Bank Exhibit 19 overstepping the mark A local retail operation in one of Jawun s pilot regions has been instrumental in driving Indigenous employment in their community. Within the partnership framework facilitated by Jawun an Indigenous support organisation used this relationship to approach the employer for additional financial and sponsorship contributions for the nonemployment-based community programs which it runs. This created friction in the relationship with the employer and with the members of the support coalition . The employer believed its contribution towards Indigenous employment had been generous and perceived these additional requests as being outside the scope of a fair partnership. It is important in partnerships to understand stakeholder perspectives share responsibility and ownership of objectives. Simply because an employer has a corporate Indigenous policy or demonstrates a willingness to employ Indigenous candidates does not pass the burden of responsibility wholly to that employer. In fact this actively discourages employers from a partnership approach. 3.3 Provide holistic pre-employment support underpinned by long-term development It is generally accepted that the vast majority of Indigenous candidates seeking employment today require pre-placement support. Pre-employment support services provided by Indigenous support organisations are critical to achieving successful employment outcomes. The most effective support organisations achieve successful Indigenous employment outcomes by coupling long-term social and personal development program support which builds crucial motivation and life skills for candidates future employment potential. Often programs do not translate into immediate employment outcomes over the short-term however it is a long-term approach that delivers ultimate success. Recommendation Employer and support organisation partnerships can be difficult. set expectations. Be willing to compromise understanding long-term benefits flow to all parties in the end. It takes time and effort to build successful partnerships and willingness among all involved to commit long-term. Mutual respect and understanding are key attributes required in a partnership s longevity. Businesses need to take the time to understand and genuinely respond to Indigenous community needs and aspirations. But they must also be prepared to be clear about their own expectations. While the aim of Indigenous employment partnerships is to fundamentally assist Indigenous workforce participation there are benefits to employers and communities alike. 39 Ganbina Office Shepparton Exhibit 20 building Indigenous work readiness success through a focused long-term approach Ganbina aims to build better pathways for Indigenous youth into employment and further education by taking actions to prevent youth seeing no future and no hope and disengaging from education at an early age. Junior school educational support is a key focus for Ganbina which aims to create generational change in Aboriginal education. Ganbina believes there is little point focusing on employment outcomes if Indigenous youth do not complete school or achieve minimum educational standards. In addition to a long-term focus on Indigenous youth education Ganbina works to build relationships with youth from a very early age and assists in the development of soft skills and motivation towards work readiness over many years. However government does not fund long-term approaches that do not relate to short-term measurable results or impact employment statistics. Successful Indigenous support organisations understand the value a long-term approach delivers towards improving Indigenous employment outcomes and often seek private funding to support their initiatives. Recommendation Long-term funding horizons are needed. It is a fundamental challenge for Indigenous support organisations to provide long-term support to Indigenous candidates when program funding is program-specific and short-term. Funding approaches need to be reviewed and need to support programs that drive generational change in Indigenous education training and ultimately employment outcomes. Leading Indigenous organisations consistently feature youth support in education as a key platform in delivering not only education outcomes but employment outcomes as well. 40 3.4 Provide reassurance to employers of the Indigenous applicant s job readiness Employers participating in Jawun s employment pilots note an appreciation and unexpected benefit flowing from utilising the services of Indigenous support organisations in assessing and vetting the job readiness of Indigenous candidates prior to employment. Employers can easily assess and match competency skills to roles but have limited understanding of other key factors that impact Indigenous retention and employment outcomes. Most if not all Indigenous support organisations offer deep understanding of a candidate s home life and their underlying capability to undertake employment successfully and their capacity to integrate into mainstream workplaces and the rigours of work life. Capable Indigenous support organisations can pre-qualify candidates and deliver job-ready applicants to employers. Mark Roberts Coles employee Shepparton Liana Sangster (KPMG) Jawun Employment Broker Shepparton (left) working with Teena Knight Case Officer Ganbina (right) and Susan Davis Case Officer Ganbina (middle) Exhibit 22 employers link to local support organisations The local Jawun employment broker has been working with Ganbina and has directly linked Ganbina with local retailers Woolworths and Kmart. Today Woolworths Regional HR Advisor in the Goulburn Valley region Narelle Claney and Kmart Store Manager Wayne Dagger each approach Ganbina directly as local employment opportunities become available. Ganbina staff are well connected with the local business community. They see the value in building partnerships with employers and know how to go about it. The staff also have a good understanding of employer expectations which enables them to more effectively match candidates to opportunities on the basis of skills as well as overall job readiness . Two thirds of employee placements via the Jawun employment pilot in Shepparton are sourced via Ganbina. Recommendation Exhibit 21 lack of reassurance leads to difficulty A major retailer received a number of Indigenous applications online through its standard employment pathway for mainstream employment positions. Testing candidates skill levels confirmed employment suitability. The testing however was unable to provide an understanding and perspective on the Indigenous candidates home and social life as key factors of work readiness. A number of candidates employed through this process were unable to successfully integrate into the working environment due to social dysfunction in their home life and were unable to maintain employment beyond a few weeks. Employers should build relationships with capable Indigenous support organisations that understand their business needs. Ultimately it makes the employer s job easier. Businesses have a range of different options and approaches to help increase Indigenous employment participation. There is real value in connecting and sourcing Indigenous candidates through effective Indigenous support organisations. 41 3.5 Align definitions of job readiness across support organisations Many employers indicate their biggest challenge in Indigenous employment is identifying job-ready candidates. Employers rely on Indigenous support organisations to ensure that Indigenous candidates are job ready at the interview stage. However many employers have reported that the level of support provided by these organisations prior to employment of Indigenous applicants was ineffective and inadequate. Jawun through their employment broker has worked with the local support organisations and the support coalition to determine an accepted standard for job readiness and to ensure all applicants are job ready before being interviewed by employers. Refer also to the discussion under point 1.1 Build local capability to link with local job opportunities . Jawun survey Indigenous community and corporate stakeholders differed in their perceptions of the challenges faced by Indigenous employees and on what is involved to retain them. 82% of Indigenous community stakeholders agreed that new Indigenous employees often find the work environment challenging and 91% agreed that it is important to develop dedicated programs to assist and support Indigenous employees in order to retain them . In contrast only 63% of corporate stakeholders agreed that new Indigenous employees often find the work environment challenging and only 62% agreed that it is important to develop dedicated programs to assist and support Indigenous employees in order to retain them . 3.6 Provide on-going post-placement support which is critical to retention Based on the experience from the employment pilots the majority of Indigenous support organisations believe post-employment support is essential for Indigenous employees to maintain long-term employment. From social inclusion issues in the workplace to ingrained social and family dysfunction quality case management support can tackle the key barriers to on-going employment outcomes. Having an effective support coalition helps increase the breadth of potential support options and programs available to an employee. However Indigenous support organisations and employers are not always aligned on the challenges faced by Indigenous employees in a new work environment or on the best approach in addressing these challenges. Exhibit 23 failed outcomes cairns-based employer Initial Indigenous employment trials of a Cairns-based employer focused largely on building a successful recruitment process. It experienced great success in attracting and recruiting over a dozen new Indigenous employees however due to lack of post-employment case management support only half of the candidates employed remained in employment over six weeks. The employer is now working closely with Jawun s Cairns-based employment broker to source appropriate post-placement support for its new Indigenous employees in an effort to improve retention. Recommendation On-going support improves retention of Indigenous employees. Employers need to recognise that on-going post placement support is essential to Indigenous retention. If employers do not have the capability to do this in-house they should align themselves with a local support organisation who can provide on-going support to new Indigenous employees. Or enquire into whether a new applicant is being supported by a local support organisation and take the time to connect with that support organisation. 42 4. MaINsTREaM JOBs aND MaINsTREaM hR PROCEssEs Two elements were instrumental in guiding Jawun s employment pilots to focus on mainstream jobs he private sector or the mainstream account for T the vast majority of employment opportunities both nationally and locally in Shepparton and Cairns. rivate sector employers are experienced in recruiting P training and retaining employees for mainstream jobs. In fact that is the norm for all of their recruitment. Local managers and even regional HR managers have limited experience with specifically targeted employment programs for minority groups such as the Indigenous community and would likely find such targeted programs costly and difficult. This extra difficulty and cost are seen as barriers to adopting locally run Indigenous only recruitment programs. Key learnings from the employment pilots to date support the following mainstream approaches ecruit the right person for the job. R lign perceptions of Indigenous job readiness A with mainstream expectations. inor adjustments to existing processes can have M a big impact. ersonalising the application of mainstream P HR processes can be beneficial. tilising standard HR processes is ultimately U more cost-effective and sustainable. 4.1 Recruit the right person for the job As is the case with most mainstream employment job opportunities and recruitment need to align with real business needs. Creating specialised roles to fit special capabilities is costly and unsustainable longer term. Jawun survey Creating Indigenous only roles as a means to recruit and retain more Indigenous employees had very little support from corporate and Indigenous community stakeholders alike. Only 9% of corporate stakeholders and 27% of Indigenous community stakeholders agreed that introducing Indigenous only roles or identified positions is the best method to recruit and retain more Indigenous employees. Furthermore retention of employees correlates directly with the correct initial placement of personnel into positions which enable them to grow and succeed. A common corporate term is right people right roles . Recruiting a candidate with the right skills to perform a real role within an organisation is critical. This applies equally or more so to Indigenous participants who already feel vulnerable in the workplace due to a number of reasons including but not limited to perceived or actual prejudice and general lack of cultural understanding from co-workers and management. Correctly matching employment to skill levels helps build Indigenous employee confidence while assisting employees overcome other disincentives evident in the workplace. Recommendation Recruit for real roles and appropriately match the skills of the candidate with the requirements for the job. Ultimately this makes good business sense for the employer and gives the Indigenous candidate a better chance of success in their new work environment and on their longer term employment pathway. 43 4.2 Align perceptions of Indigenous job readiness with mainstream expectations The definition of job readiness should be the same for Indigenous and non-Indigenous applicants and it should fundamentally align with mainstream employer expectations to result in sustainable Indigenous employment outcomes. Many Indigenous support organisations make job readiness overly complex with candidates deemed ready only when they have achieved a targeted level of education there s so much training demonstrate adequate soft that aboriginal kids skills and show personal leaving school and adults motivation. The reality of developing Indigenous candidates capable of achieving all these competencies Stuart Machin is challenging for many director store communities who may development and be experiencing interoperations coles generational disadvantage and dysfunction. This has resulted in a culture of endless training programs and skills development that often do not equate to employer requirements. Exhibit 24 coles cairns In Cairns Coles developed a local hands on approach to employing Indigenous staff. In 2010 Coles focused on attracting young Indigenous school leavers looking to transition into full or part-time work in the region. Coles developed a recruitment pilot to test a new approach to attracting and recruiting local Indigenous employees. Coles approached and loosely partnered with a local school for Indigenous students. As part of the recruitment program Coles held a Career Day where Indigenous students could walk through their local Coles store with friends and teachers. Participants observed various departments throughout the store with a particular focus on butchery and bakery trade options. Coles used this opportunity to showcase its Indigenous personnel at work in the Coles environment. Department managers discussed areas of responsibility and the benefits offered by Coles to potential employees. Students interested in pursuing opportunities were able to ask questions and speak to the local store manager and HR coordinator. Applicants were further assisted by Coles staff to complete paper-based applications and interviews were arranged shortly thereafter. Coles also offered students the option of work experience for six business days to trial the workplace. At the end of this work experience candidates demonstrating commitment and desirable work attitudes were offered positions. Over 20 Indigenous students attended the Coles Career Day and store tour of which 10 were successfully recruited for a range of part-time and casual positions. go through and a lot of people just want to work but they can t find the right opportunity. Recommendation support organisations need to adopt a clear definition of job readiness that aligns with mainstream employer expectations and real jobs. Stop training for training s sake . Be flexible in developing programs and encourage continuous improvement which is better aligned to employer and industry requirements. Understanding employers expectations of job readiness is critical and where there are identified gaps Indigenous support organisations must be willing to address shortfalls which includes adjusting current program services delivery to better align to employer needs. Recommendation small contributions go a long way to improving Indigenous employment outcomes. Programs developed within current organisational employment frameworks that add value and are consistent with core processes are invaluable tools for success in Indigenous recruitment and retention. 4.3 Minor adjustments to existing HR processes can have a big impact Of the local employers interviewed for this report around half of them slightly tailor or adjust their standard employment pathways as a mechanism to increase Indigenous participation levels. With limited direct guidance or additional resources from corporate office employers at the local level tended to vary standard employment processes rather than design specialised Indigenous-specific programs. There is tremendous diversity in these minor adjustments to the standard employment process across local employers but key variations consistently include attending Indigenous employment career days workplace familiarisations events promoting family values and Indigenous staff interactions mock interviews industry mentoring or one-on-one interviews as distinct from group interview approaches. use the tools we ve got tweak them a bit and we have a great model. success breeds success. I ll have the community beating down the door for a job in no time . Jason Millard coles store manager port douglas 44 Adrian Appo OAM CEO of Ganbina talking to Sara Hamilton from NCIE Redfern Emerging Leader Tour participant 4.4 Personalising the application of mainstream HR processes can be beneficial Of the businesses interviewed for this report around 20% implement additional Indigenous-specific programs to retain Indigenous employees. However the majority indicated that they have standard employment-based retention processes within their organisations which they utilise to assist with retention of Indigenous staff. In contrast to Indigenous recruitment there are more common initiatives operating across businesses to support Indigenous retention. Most consistently programs of Indigenous employee mentoring and business-wide cultural awareness training feature repeatedly. Cultural awareness programs are generally implemented top-down as part of a corporate policy agenda whereas local management have taken the lead in developing mentoring programs. Of employers implementing mentoring initiatives most indicate that new Indigenous employees find the social environment of employment challenging particularly young first-time employees. Mentors support Indigenous employees as they progress through their first days weeks and months of employment. However employers note difficulty in securing suitable mentors particularly mentors that are Indigenous as an on-going issue. Exhibit 25 personalised application of a new-starter workplace buddy program After experiencing difficulties in retaining Indigenous staff in the first months of commencement a regional employer extended its standard two day new starter buddy program to allow for up to two weeks of workplace buddying for new Indigenous employees. The employer identified that Indigenous candidates needed longer to settle into employment and in understanding job roles and expectations. Through the two week program the employer assigned a dedicated workplace buddy to all new Indigenous employees and incorporated daily five minute pre-shift chats with the manager. According to the employer this required minimal additional effort or cost as after a few days the buddy could basically resume full workplace duties and still provide informal advice and reassurance to new Indigenous employees. 45 4.5 Utilising standard HR processes is more cost-effective and sustainable Of the organisations interviewed for this report the majority of stakeholders confirmed that their organisation had an articulated corporate diversity policy. More specifically most stakeholders referred to an Indigenous employment policy in place within their organisations. A smaller proportion of stakeholders however were able to identify formal business processes supporting the implementation of these Indigenous employment practices. The commitment to Indigenous-specific employment programs requires focused effort and substantial investment in organisational time and resources. Many organisations are working hard to deliver these programs and this report acknowledges and supports the hard work of those businesses that are making significant contributions in the area of specialised Indigenous employment programs. For many other businesses however altering the standard pathway to support Indigenous employment is costly and impractical. For these businesses a mainstream approach is more sustainable longer term. Exhibit 26 significant program investment by business in Indigenous employment efforts. Is it sustainable One of the organisations Jawun works with in Cairns confirmed its commitment and support to Closing the Gap through development and execution of a national Reconciliation Action Plan (RAP). This commitment was supported by significant investment in strategy implementation and appointment of key personnel to Indigenous Regional HR Coordinator positions. These roles were nationally responsible for designing Indigenous-specific recruitment and retention programs to assist local operations implement and roll out the company s affirmative Indigenous policies. An Indigenous Regional Support Coordinator was appointed to oversee Indigenous employment efforts and commitment in the Cairns region. However following that employee taking maternity leave the organisation found it very difficult to sustain the programs developed as they were not embedded in their mainstream recruitment and retention processes. Local management discussed feeling a lack of connection to the program and cited little motivation for pursuing the program that was mostly driven from a corporate level. Local operators reported other more important business drivers that should be focused on. Without the Indigenous-specific HR Coordinator to drive the program at a local level managers found it difficult to continue to implement the Indigenous employment approach that had been put in place. Jawun survey a high proportion of Indigenous community stakeholders agreed with employers using mainstream employment pathways for Indigenous applicants however corporate stakeholders still required some convincing. 91% of Indigenous community stakeholders agreed that utilising the same standard HR processes (as used for non-Indigenous employees) with small adjustments or additional steps is a better approach than adopting Indigenous-specific HR standards and procedures . In contrast 66% of corporate stakeholders agreed with this idea. Recommendation Commitment to an Indigenous agenda should be made within the framework of standard employment pathways. Some organisations have the capacity to invest and develop significant Indigenous employment strategies that are delivering real benefits to Indigenous individuals and communities alike. For other businesses willing to contribute to improving Indigenous employment small adjustments along the standard employment pathway can greatly assist successful Indigenous employment outcomes and mainstream Indigenous employment efforts. Tailoring the standard employment pathway is infinitely more sustainable when developed within the framework of an organisation s current norms and practices. Significant alteration creates unnecessary complexity around Indigenous employment processes for most businesses often discouraging local business participation. 46 Rose Johnson Officeworks employee Shepparton Exhibit 27 westpac Jawun mature age recruitment pilot cairns In 2010 Westpac engaged Jawun to assist in developing an innovative Indigenous recruitment program to attract and retain suitable applicants for an Indigenous Mature Age Traineeship pilot. Introducing the somewhat unconventional step of hosting a BBQ for Indigenous applicants and their families proved an invaluable learning for Westpac. The BBQ brought together five mature age applicants and 28 of their family members to share an informal meal with Westpac managers and branch staff. This gave the Indigenous applicants a chance to ask questions and begin to understand the corporate culture of Westpac one that recognises their employees as their most valuable asset supports all of their employees and recognises family obligations and commitments. Furthermore the relaxed atmosphere of the BBQ allowed applicants to ask informal questions and become more familiar with their potential future co-workers. It also gave Westpac management an opportunity to build relationships trust and informally assess candidates commitment and potential customer service skills in a non-threatening environment. 5. aN aTTRaCTIvE CORPORaTE CULTURE Organisational culture and values are important to attracting and recruiting talent irrespective of an Indigenous employment agenda. Like all potential employees Indigenous applicants will look for an employer with a corporate culture that they can identify with one that aligns with their personal values. having the bank welcome my family to the pre-interview BBQ showed me that they respect family and family commitment. also I was proud to show my kids what type of job I could possibly be doing. La Donna Hegerty Cairns Mature Age Trainee Westpac 5.1 A corporate culture that is attractive and visible to Indigenous candidates Specific values are more relevant to Indigenous applicants particularly with regard to respect for workplace diversity family values and Indigenous cultural practices. Employers that demonstrate a commitment to key Indigenous values generally have more influence and success with regard to recruiting Indigenous applicants. Westpac cited this as a great process supplementary to more traditional employment processes that assisted greatly in determining the best candidates for its Indigenous Mature Age Traineeship Program. Recommendation showcase your corporate culture. An employer s corporate culture is an important driver of successful recruitment efforts for both Indigenous applicants and non-Indigenous applicants. Many Indigenous applicants may not be familiar with an employer s corporate culture or lack some of the tools to assess their personal fit with an employer such as peer network discussions previous work experience with the same or similar managers etc... For these candidates it is helpful for employers to provide additional ways to showcase their internal culture. Jawun survey a high proportion of corporate and Indigenous community stakeholders agreed that it is important to build real cultural understanding and respect in the workplace. 90% of corporate and Indigenous community stakeholders agreed that it is important to build cross-cultural understanding in the workplace to build an understanding and respect for Indigenous culture in the workplace and for staff to learn about and respect local Indigenous customs . 47 Stuart Machin Director Store Development and Operations Coles I realised in my week with Jawun that the approach to recruiting employing and retaining aboriginal and torres strait Islander peoples had to be different to our normal everyday recruitment and employment programs. why because we needed an organisational culture that enabled the combining of two cultures. I wasn t sure if we had that or not. Stuart Machin director store development and operations coles 5.2 Strong leadership and personal commitment from senior executives Many employers may come to the conclusion that cultural change is necessary within their organisations to engage more effectively and be more welcoming to Indigenous people. Achieving this type of positive cultural shift can be very powerful. However as with any type of organisational change this requires a significant commitment and it does not happen overnight . Personal commitment and understanding from the senior leadership combined with the know-how to make it happen at all levels of the organisation are the key hallmarks of success for this type of organisational change. Jawun survey a high proportion of corporate and Indigenous community stakeholders agreed that it is important for the leadership within an employer organisation to demonstrate their personal commitment to Indigenous values. 91% of Indigenous community stakeholders and 86% of corporate stakeholders agreed that it is important for key managers within an organisation to demonstrate their personal commitment to Indigenous values . an equally high proportion of these stakeholders also agreed that it was important to build and communicate support for Indigenous employment at all levels of an organisation. 90% of corporate and Indigenous community stakeholders agreed that it is crucial to build support for Indigenous employment at all levels of an organisation and it is important to communicate organisation-wide the objectives of your Indigenous employment agenda . Organisational leadership and local champions are the combined way to success. It cannot be a top down approach it must include grassroots knowhow and so together the programs have more chance of success. Kate Blizard Diversity and Flexibility Group HR Westpac 48 Exhibit 28 a personal journey shapes retail giant s Indigenous employment direction Today Coles employs over 500 Indigenous employees nationally with a goal to increase Indigenous workforce participation levels to over 2 000. In order to achieve this Coles has in place an Aboriginal and Torres Strait Islander Plan which aligns with Wesfarmers RAP and is being embedded across the 2 200 Coles sites across Australia. In 2010 Stuart Machin Director Store Development and Operations Coles participated in one of Jawun s senior executive visits to the East Kimberley. Stuart has himself said that prior to this visit like many people he had a limited understanding of Aboriginal culture and the entrenched challenges faced by Aboriginal people. Over the course of about a week Stuart had the chance to meet with Ian Trust Chairman of Wunan and other local Indigenous leaders. He was immersed in the local culture and had the chance to interact with the local community. Stuart says he came away with a deeper appreciation for not only the challenges but a strong sense of the hope and opportunity to improve the lives of Indigenous people. In line with a broad push by parent company Wesfarmers to improve its engagement with Indigenous communities Stuart set about shaping the future direction of the Indigenous employment approach at Coles. areer days held at local Coles stores to showcase C an inclusive work culture that Indigenous employees feel welcome to join. ll Indigenous recruits participate in a three week A job-ready program prior to the commencement of employment. ross-cultural awareness training takes place with C existing staff prior to the Indigenous employees commencing work. oles has created a program called First step and C this program gives potential candidates the chance to have a go apply for a job and then receive support and mentoring whilst at work. trong relationships with DEEWR the AFL AES S and Jawun. n Indigenous steering group within Coles which A Stuart Machin chairs represented by 12 leaders from across the business who have clear ownership over the Coles Aboriginal and Torres Strait Islander plan. In Coles it has taken us 18 months to really get our program off the ground. It hasn t just happened Firstly I needed to test the culture... after a few Stuart Machin Director Store Development and Operations Coles months of talking about my week with Jawun (to anyone and everyone who would listen) I then Coles efforts are already starting to pay off... started to engage some key people who would C role model our approach and start the ball rolling. oles has put over 50 leaders and 200 team members Stuart Machin Director Store Development and Operations Coles I think the uniqueness in our program is the fact we have taken time to really try to understand that this does require a different type of approach. aboriginal people tend to need more support and encouragement and they need to understand that as a business we have a culture of embracing aboriginal and Torres strait Islander culture and when they realise that when they realise they will get respect and understanding then aboriginal people put their hand up also. through cultural awareness training with 100 Coles stores taking part in the program. The essential elements of Coles unique approach are as follows ersonal commitment and vision of senior P management. oles has Indigenous coordinators in each state C to ensure that the drive to improve Indigenous employment outcomes is embedded in Coles stores across Australia. ver 450 Aboriginal and Torres Strait Islanders have O been recruited over the past 12 to 16 months with an 85% retention rate. oday Coles has just over 520 Aboriginal and Torres T Strait Islander employees with plans to increase that number even more. Recommendation Personal vision and commitment at the senior executive level can if acted upon in the right way have a powerful impact in shaping a more appealing culture for Indigenous job applicants. 49 CLOsINg COMMENTs The insights to date from Jawun s employment pilots indicate that Indigenous applicants requiring low to medium support can be recruited and retained within the mainstream employment framework. However as we have highlighted there are some key enablers that underpin this mainstream approach such as lace-based focus and attention. P oordination by an employment broker C (or similar facilitation mechanism). mployers partnering with effective support E organisations who work together as a support coalition . n appealing employer culture. A In summary the approach advocated in this report and underpinned by learnings from Jawun s employment pilots involves working within mainstream processes that make practical business sense to employers. Operating within this framework while at the same time adopting a partnership approach and focusing on a few critical enablers will collectively deliver the best chance of success in driving sustainable Indigenous employment outcomes. 50 JawUN PaRTNERs Indigenous Jawun supports over 30 Indigenous organisations across Australia some of which are presented below 51 Corporate Philanthropic supporters We are proud to acknowledge the traditional owners of the land and communities Jawun supports. Without their welcome and trust our partnerships would not be possible. Campfire East Kimberley PO Box A199 Sydney South NSW 1235 einfo p02 8253 3619 Booklet designed by Lavender Communication Group Chief photographic contributer Daniel Linnet