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JAWUN A UNIQUE INDIGENOUS PARTNERSHIP MODEL LEARNINGS AND INSIGHTS. CATALYST FOR CHANGE. SEPTEMBER 2012 CONTENTS 01 02 03 14 32 46 Introduction Overview Part 1 Significance of the Australian Government joining Jawun Part 2 Jawun s impact on Indigenous reform Part 3 National Navigator An innovative approach to advancing Indigenous employment outcomes Appendices 1 INTRODUCTION BACKGROUND Established in 2001 Jawun (formerly known as IEP) is a small not-for-profit organisation that supports innovative programs of change in Indigenous communities. It does this by drawing on the capabilities of corporate and philanthropic Australia and more recently the Australian Government. Jawun s mission is to help Indigenous people build their own capabilities so they are able ... to choose a life they have reason to value .1 From its beginnings in Cape York Jawun has grown into a catalyst for economic and social development across five other regions Goulburn-Murray Inner Sydney The Kimberley and since 2012 the Central Coast and North East Arnhem Land. Each year Jawun corporate and government partners sponsor the deployment of highly skilled resources into these regions equating to millions of dollars in contribution annually. In the 2011 12 financial year Jawun deployed 198 high-calibre corporate and government secondees to support over 40 Indigenous organisations which equated to an in-kind contribution of 6.9 million. In addition to its core function of facilitating skilled resources into Indigenous communities Jawun leverages its unique position to seek out new approaches to improving employment outcomes for Indigenous people. Jawun s 2010 and 2011 Learning and Insights reports explored Jawun s local place-based employment pilots. This year s report discusses the development of a national web-based information-sharing tool designed to improve Indigenous employment outcomes by enhancing the collective know-how of employers. PURPOSE AND APPROACH As Jawun continues to grow and learn more about engaging with Indigenous communities it has pledged to share what it learns with stakeholders through forums such as this report. This report catalogues practical lessons and experience from within Jawun as well as the collective insight of our corporate government and Indigenous network gathered via 40-plus in-depth interviews. It includes direct quotations examples and case studies to bring the insights to life. ACKNOWLEDGEMENTS Jawun would like to thank our valued corporate government philanthropic and Indigenous stakeholders for their input into this report. Jawun would also like to acknowledge in particular Katherine Wilson from the Boston Consulting Group for her assistance in researching and compiling the report Monica Lewis for supporting the research and Daniel Linnet and Mark Jay for contributing to the photography. 1. Noel Pearson Jawun Patron and Director of Cape York Institute for Policy and Leadership Cape York. Cover Shane Phillips (CEO Tribal Warrior) Kimberly Gordon (Tribal Warrior) and Vicki Reed (KPMG secondee) at Tribal Warrior Redfern Photo Daniel Linnet Inside Cover Noel Pearson Jawun Patron and Director of Cape York Institute for Policy and Leadership Cape York Photo Daniel Linnet 2 OVERVIEW This is Jawun s third Learnings and Insights report. The first report Learnings and Insights. 10 Years On reflected on Jawun s decade of working with Indigenous partners in Cape York to identify the key factors behind its success. The second report Learnings and Insights from New Partnerships described the rationale for Jawun s expansion and presented emerging insights from new regions. Both reports can be accessed on Jawun s website at This 2012 report Learnings and Insights. Catalyst for Change focuses on the ways in which the Jawun model seeks to facilitate and accelerate positive change for Indigenous people communities and organisations. The report is divided into three parts Part 1 Significance of the Australian Government joining Jawun Reflects on Jawun s distinctive partnership model which enables it to support innovative change in Indigenous communities and examines how the model has been strengthened by the recent entry of the Australian Government. Part 2 Jawun s impact on Indigenous reform Explores three key ways in which Jawun helps to facilitate and accelerate Indigenous reform efforts Firstly by injecting capacity and capability to support Indigenous communities secondly by fostering connections to facilitate dialogue and opportunity and thirdly by contributing to a form of practical reconciliation via its ever-expanding alumni network. Part 3 National Navigator an innovative approach to advancing Indigenous employment outcomes Presents Jawun s unique employer-led approach to developing the National Navigator a web-based information-sharing tool designed to improve Indigenous employment outcomes. 3 PART 1 BACKGROUND Significance of the Australian Government joining Jawun For the past 12 years Jawun has supported Indigenousdriven reform through a unique partnership model. Based on a philosophy of enablement and self-determination Jawun acts as a catalyst for reform by drawing in via secondments expertise from outside Indigenous communities and facilitating relationships between those communities and corporate philanthropic and government partners. According to Jawun Patron Noel Pearson The most important contribution ... is people. The expertise deficit is our problem. That is the nature of our development challenge. If our development problem were just a money challenge then government alone would be able to help us with our problems. This is an expertise challenge a people challenge . Jawun s partners are critical to success in achieving positive outcomes for Indigenous communities. The Jawun model has grown progressively over time to include more Indigenous and corporate partners. To date Jawun has 21 corporate partners and four philanthropic partners supporting over 40 Indigenous partners. Since last year s report the Australian Government has joined adding a further collaborative dimension to the partnership. I think this is the magical part. If you combine philanthropic corporate and government partners with Indigenous organisations the single model formed is how effectiveness happens. Everyone is seeking and achieves leverage. Rupert Myer AM Chairman of The Australia Council and Jawun Board Member 4 Exhibit 1 The Jawun Operating Model Indigenous partners Determine development priorities and work with Jawun to identify areas for secondee support Corporate partners Corporate secondees Apply skills to assist Indigenous partners achieve their development goals Jawun Facilitates engagement of corporate and government resources to build the capacity and capabilities of Indigenous partners Government partners Government secondees Apply skills to assist Indigenous partners achieve their development goals From the very beginning Jawun s partnership model has recognised the value of bringing high-calibre secondees into Indigenous communities. The model creates a mutually beneficial relationship for all parties. Both Indigenous and corporate partners gain enormous value from the relationship. The benefits for participating corporate organisations are many and range from enhancing corporate social responsibility efforts to building a more engaged and culturally competent workforce. For Indigenous stakeholders the highly skilled resources and access to influential corporate networks provide a welcome catalyst for locally driven reform efforts. Secondees themselves provide an injection and transfer of capability to create tangible improvements in the lives of Indigenous people while gaining an opportunity for personal and professional growth. ORIGINS OF GOVERNMENT PARTNERSHIP WITH JAWUN Jawun has had a long-standing interest in including government in their innovative partnership model. When Jawun first began it needed to build trust with communities and demonstrate that its new style of partnership with corporate Australia could deliver tangible results. A decade on having proved that a sustainable mutually beneficial relationship is possible between Indigenous and corporate partners Jawun believed the time was right to formally engage government. The Australian Government first became involved with Jawun when senior government officials took part in Executive Visits to Cape York and the East Kimberley in 2011. These visits provided government representatives with an opportunity to see the Jawun model in action and to hear the perspective of corporate partners involved with the program both of which resulted in a positive impression. 5 Exhibit 2 Government s first steps in the Jawun partnership In 2011 Jawun invited Finn Pratt Secretary Department of Family Housing Community Services and Indigenous Affairs (FaHCSIA) on executive visits to both the East Kimberley and Cape York. On returning from these visits Mr Pratt observed I saw a program improving Indigenous people s lives. The secondments were transferring skills effort and resources to Indigenous communities. One thing that most impressed me was the quality of the private sector employees. Virtually all the people I ve seen have competed to get the position and companies have taken the best and brightest and loaned them to communities for a period of time. In the same year Terry Moran former Head of the Department of Prime Minister and Cabinet (DPMC) participated in a Jawun Executive Visit to Cape York. It had been 12 years since Terry had visited Cape York and he said he was surprised and impressed by what he witnessed. I went for a long walk with Noel [Pearson] and we discussed the positive impact of the Direct Instruction model in Cape York and all the good work being done by the likes of Westpac and BCG. I felt at that point the public service could also make a valuable hands-on contribution which would be an excellent development opportunity for our people as well he said. Following these visits a group of Australian Government secretaries got together and agreed to a pilot involving 11 high-performing relatively senior Australian Public Servants (APS) seconded from across six departments. The pilot was designed around the following objectives positive outcomes for the communities increased cultural awareness and personal development for APS secondees increased cultural awareness and broader awareness of Indigenous matters for APS agencies. Terry Moran (former Head DPMC) and Noel Pearson (Jawun Patron) in Cape York Photo Jawun staff An evaluation of the pilot highlighted positive outcomes for communities and personal and professional growth for government secondees. The Australian Government has since committed to a five-year program of secondments and by the end of the 2011 12 financial year 21 government secondees had undertaken secondments. 6 GOVERNMENT ADDS A NEW DIMENSION Government s involvement with Jawun brings unique benefits to Indigenous partners with the benefits flowing back to government itself. There are four critical ways in which government adds to the unique self-sustaining nature of the Jawun model It shows government is willing to think outside the program or service delivery paradigm about what s needed. It s important that they get key staff out on the ground. Ralph Addis CEO Warmun Council East Kimberley 1. A different working relationship between government and Indigenous communities The Australian Government is a new kind of partner for Jawun. Unlike corporate partners it has constitutional responsibility for Indigenous affairs across Australia in terms of policy making service delivery regulation legislation and governance. Government stakeholders like Kathryn Campbell Secretary Department of Human Services (DHS) recognised that our [government s] ability to work constructively with Indigenous organisations is critical . Jawun saw value in supporting a different working relationship between government and Indigenous communities as an alternative to the dominant service delivery paradigm of government workers providing services or advice on government-led programs. Through Jawun government secondees work on projects designed and driven by the community demonstrating government s willingness to engage with Indigenous communities in a new way. This style of working together is possible because of the trust Jawun developed incrementally over a decade of working with Indigenous communities. By entering Indigenous organisations as skilled individuals under the Jawun umbrella rather than as government staff public sector employees can step outside the framework of government to support community-driven initiatives. According to Sean Gordon CEO Darkinjung Land Council Central Coast If it was the Department of Finance seconding someone directly to a community the community would probably see it as an investigation-type approach but by coming in through the Jawun model they view it more as a community-partnership approach . 7 They are not there as government they are there as individuals with expertise trying to help an Indigenous organisation to solve problems they have defined ... it s not an interaction in which one side or another has a past policy position to prove. It s not consultation about policy change it s not lobbying. It s about people coming together to combine their skill set to help a third party work through their issues. Peter Nash (Chairman KPMG Australia) Ian Trust (Chairman Wunan) and Steve Sedgwick (Australian Public Service Commissioner) in front of Halls Creek Workers Hostel East Kimberley Photo Mark Jay Steve Sedgwick Australian Public Service Commissioner The experience to date also points to the potential for resetting the relationship between government and Indigenous stakeholders through a better understanding of government s aims. Close interaction with government secondees has helped some Indigenous partners realise that the intent of many government policies is to facilitate better lives for the community which aligns with the community s own goals. Talking to Dinesh [Dinesh Kumar DEEWR Secondee] helped me realise that both us and the government want the same thing we both want the same outcomes. Tui Crumpen Academy of Sport Health and Education Shepparton It is hoped that the Australian Government s involvement in Jawun can lay the foundations for a more constructive relationship between Indigenous communities and different levels of government. It may also encourage a greater acceptance of community-driven solutions and alliances in future. By joining Jawun and committing some of its most skilled people to work in Indigenous communities the Australian Government can now share in the mutual benefits arising from this unique relationship. Early insights into those benefits are explored in Part 2 of this report. According to Danielle Donegan who was seconded from FaHCSIA to Wunan in the East Kimberley People really liked the fact that government were in town ... I thought this would be really challenging but in the end actually being able to help people understand what government does and the purpose of the government s policies was really good . The engagement with Jawun supported the APS goal of greater engagement with Indigenous Australians and our desire to work in communities to build capacity. On the flip side it s a great opportunity for our future leaders to be put out of their comfort zone work in different areas and learn. Katherine Gifford Australian Public Service Commission 8 2. Government brings new skills and connections to Indigenous reform efforts Like their corporate counterparts government secondees help to accelerate reform by injecting capacity into and building capability within Indigenous communities. The government s partnership with Jawun has expanded the pool of skills and knowledge on which Indigenous organisations can draw. Moreover some government secondees will be in a position to influence Australia s future Indigenous social policy. On a day-to-day basis Indigenous stakeholders have far more contact with government departments than they do with most corporations so gaining an insider s perspective on engaging with bureaucracy is very useful. In particular government secondees have helped Indigenous stakeholders to navigate government processes such as submitting applications for funding and to navigate government structures such as facilitating connections to appropriate contact points. In some cases government secondees have had direct experience with a particular piece of policy that is relevant to an Indigenous organisation. A clearer understanding of the policy intent helps an Indigenous organisation to work with government to achieve common goals. 3. Personal and professional growth for future public sector leaders The practical place-based learning environment of a Jawun secondment represents a unique leadership and professional development experience for highperforming government staff. Being immersed in a community provides secondees with an opportunity to develop a better understanding of the barriers faced by these communities. Secondees also gain insight into how government policy looks from a customer s perspective and how it translates to services in a local context. In the course of their placement secondees often have to grapple with grass-roots community-driven change rather than big government policy. Senior government stakeholders recognise the importance of developing staff who have a good grasp of the issues faced by Indigenous communities and who can analyse the potential local implications of overarching policy frameworks. Government secondees contribute to a project in a short timeframe and in a new and culturally different environment. This can be challenging but also rewarding. Secondees are expected to shape their output in partnership with Indigenous stakeholders a marked departure from the more hierarchical and structured approach of the public sector. As a result secondees become more able to adapt to new circumstances and exercise their problem-solving and leadership skills. Katherine Gifford evaluator of the government pilot program comments that we found people had to tap into their resilience learn how to be flexible adaptable and resourceful . Secondees also hone their cross-cultural communication skills in particular many comment on becoming more effective listeners. A key motivation for government joining the Jawun partnership was to offer this personal and professional development experience to the next generation of public sector leaders. Its value is already being recognised by the government staff who have participated in the program to date. There is a certain jargon and lingo that happens in government and knowing how government works I was able to explore issues in a different way and a little bit deeper than Djarragun [Enterprises Cape York] was previously able to do. I think that having the experience and the skill set that I had meant that I was able to ask the right questions. Laura Gooey seconded from Department of Defence to Cape York Enterprises Two case studies in Part 2 explore the contributions of various government secondments in more detail (Exhibit 5 Wunan s Living Change reform program catalysed by a channel of highly skilled secondees Exhibit 9 Indigenous leadership of the Central Coast driving more coordinated services for the community). 9 Catherine Binnington (Lawyer ASIC) and Kathryn Campbell (Secretary Department of Human Services) in the East Kimberley Photo Jawun staff I don t think you can do your job in Canberra making policy or developing programs or even implementing programs without understanding what something looks like on the ground. Kathryn Campbell Secretary Department of Human Services 10 According to Ann Sherry AO Chief Executive Officer of Carnival Australia and Jawun Board Member ... the same leadership principles apply in government as they do in any company. The opportunity to do something completely out of your comfort zone to work on projects that you can t run end to end which may not be the sort of thing you do in your day job (and ideally aren t) has the same leadership development qualities as it does for anyone else. Furthermore the opportunity for emerging government leaders to work alongside the best and brightest from Corporate Australia has proved to be both energising and inspiring. Finally the experience for secondees is often very compelling at a personal level as well. Alastair Higham seconded from the Department of Finance and Deregulation to Aurukun says I think a lot of what people come away with is intensely personal ... it is always going to reflect in your work how you treat other people how you talk to other people . Having that direct liaison with people on the ground and working with secondees from such a diverse range of organisations who were all really passionate amazing driven people ... just really phenomenal inspiring people a diverse skill set but amazingly good at what they do and it was really energising and uplifting and just a really fantastic experience. Laura Gooey seconded from Department of Defence to Cape York Enterprises In joining the Jawun partnership we were keen to focus on developing a strong understanding of the realities affecting Indigenous communities and possible solutions in our future public sector leaders. Finn Pratt Secretary Department of Family Housing Community Services and Indigenous Affairs Finn Pratt (Secretary FaHCSIA) with Desree Simon at the Werlemen Girls Program East Kimberley Photo Daniel Linnet 11 4. A new appreciation of different approaches The Australian Government s entry into the Jawun partnership also introduces a new dynamic between corporate and government partners. Secondees and executives from the public and private sectors are able to share and learn from each other as well as from people within Indigenous communities. For some projects corporate and government secondees are paired up to create a practical solution with an Indigenous partner. Exhibit 3 illustrates a dynamic three-way partnership between a government and corporate secondee who were working towards a common goal for the Indigenous organisation Wunan. Exhibit 3 Advancing Living Change legislative reform The Living Change welfare reform model in the East Kimberley has benefited from a series of secondments. One project evaluated legislative options for the model and two secondees with quite different backgrounds were assigned to work on this brief together in conjunction with Living Change Project Manager Paul Isaachsen. Danielle Donegan had a policy background from FaHCSIA and Michael Hershan was a lawyer from Freehills. While their approaches differed their interaction resulted in a set of robust and well-tested recommendations. Indigenous Organisation Stakeholder We had no idea how they d go working together she d never worked outside government he d never worked outside Freehills. They didn t know anything about each other s world but formed a great team ... Their paper jointly written was terrific. Paul Isaachsen Manager of Living Change Wunan Corporate Secondee The argument we tended to have was about the way forward. As a lawyer I often took a more conservative approach saying the law will only permit this and then you had Danielle saying yes but in practice you can probably do that . Bringing those two perspectives together made for a much better output. Michael Hershan Freehills Jawun Government Secondee We did have some really good stand-up arguments but they were with respect and we knew what we were talking about. We came from different angles but we both knew where we wanted to go. All of our conversations took us to a better place. Danielle Donegan FaHCSIA 12 Sean Gordon (CEO Darkinjung Land Council) Richard Aspinall (State Manager WA FaHCSIA) Mick Gooda (Social Justice Commissioner) Peter Nash (Chairman KPMG Australia) and Ian Trust (Chairman Wunan) Photo Mark Jay Even when corporate and government secondees do not focus on the same project they still often live and work in close proximity over a sustained period of time. This fosters an open atmosphere for the debate and sharing of diverse opinions. According to Michael Hershan One thing that s great about Jawun is it fosters very open communication between people and a very open exchange of ideas. It encourages you to engage with the issues and to reflect on what you re seeing and then to discuss it very openly. No views are too controversial and no opinion is too harsh for people to express . At the same time government secondees are exposed to private sector approaches to value which according to Ross Love Senior Partner and Managing Director BCG Australia NZ and Jawun Board Member may help government become less risk averse and more outcomes focused rather than inputs focused . Similar exchanges of ideas and approaches occur between government corporate and Indigenous leaders on Executive Visits. This is a rare opportunity for some of the most powerful and influential leaders in Australia to come together on local soil to learn and share perspectives on the challenges faced by Indigenous communities and the support that can be offered. Kathryn Campbell Secretary Department of Human Services who recently travelled to the East Kimberley on an Executive Visit commented that ... the benefit was seeing the different approaches that come from the community working the government views the non-government organisations and the private sector the different approaches and the different ways people thought about things ... As a cohort we were all learning about the context up in the Cape what was going on what the challenges and issues were. We were all on that learning curve together. Going through that experience with other people was a really positive thing. Peter Anderson Australian Public Service Commission Regional Director Queensland seconded to Cape York Land Council Corporate secondees have gained insight into how government interacts with Indigenous communities including the bureaucratic challenges and barriers facing Indigenous communities such as the speed at which decisions are made and implemented. Long term it may guide how corporate partners work with communities in step with government processes for example in infrastructure provision. 13 CONCLUDING REMARKS Government s involvement in Jawun has so far resulted in positive reactions from Indigenous and corporate partners. Partners recognise the value of government engaging in a different way with communities and the mutual benefits this will bring. I can only see an upside from government involvement. Paula Benson GM Corporate Responsibility NAB Government secondees have already demonstrated that they can inject valuable momentum to Indigenous reform efforts. They can also offer practical benefits to Indigenous organisations based on their knowledge of funding budget-writing processes or Indigenous policy. At the same time the government secondees considered to be the future leaders of the public sector are benefiting from the opportunity for personal and professional growth. These secondees have gained a better understanding of Indigenous issues potential policy implications and stronger leadership skills. Finally the interaction between government and corporate partners to date has led to some productive and lateral outcomes. This new complementary corporate government dynamic is expected to enhance the impact of the Jawun model on Indigenous reform. Karyn Bayliss (Jawun CEO) and Teddy Carlton (Director Miriuwung Gajerrong Corporation) Photo Jawun staff I look forward to reflecting in five years time on the collaborative work of our Indigenous government and corporate partners seeing the richness of the solutions and outcomes due to the different skills bought to the table. I also am keen to observe the change in attitudes and views across all three sectors as a result of this partnership through Jawun. Karyn Baylis CEO Jawun 14 PART 2 Jawun s impact on Indigenous reform Jawun acts as a catalyst for Indigenous reform by directing resources towards priority projects identified by Indigenous stakeholders. Jawun catalyses reform in three ways. At the frontline Jawun secondees support Indigenous leaders on the ground to develop and deliver reform initiatives and to enhance the long-term capability and sustainability of their organisations. Jawun is also well positioned to foster strong connections and facilitate dialogue and opportunity for Indigenous communities. Finally the growing alumni of Jawun secondees equipped with a greater insight into Indigenous affairs are contributing to a form of practical reconciliation . Exhibit 4 Key impacts of the Jawun model on Indigenous reform Facilitating practical reconciliation Fostering strong connections to facilitate dialogue and opportunity 1. Within and between Indigenous communities 2. With corporate Australia 3. With government departments Injecting capacity and building capability to support Indigenous communities 1. Reform design 2. Reform delivery 3. Organisational capability Growing alumni network who can translate their personal experiences into positive action for Indigenous communities This section describes the impact of Jawun on Indigenous reform through a series of case studies and stakeholder observations. 15 INJECTING CAPACITY AND CAPABILITY TO SUPPORT INDIGENOUS COMMUNITIES Jawun secondees help with both reform design and delivery whilst building capabilities to make reform efforts sustainable. Alan Tudge MP ex BCG and first Jawun secondee spent several years as the Deputy Director of the Cape York Institute and also worked with Paul Briggs OAM in Shepparton. Alan comments on the complexity of the problems facing Indigenous communities and what it takes in his opinion to grapple with some of those issues If you think about influencing public policy you can t just come up with an idea and say we need to fix the education system full stop . That is not enough. You re not going to get change happening by simply saying kids aren t learning we need to fix it . You need a deeper analysis of it you need to create the case for change you need to be able to point out exactly where the flaws or problems lie and you need to be able to lay out a practical solution with a reasonable governance structure and then you need to be able to convince the policy leaders that the proposal is worth supporting. It s rare for one person to have that set of skills it s almost impossible for one or two Indigenous leaders to be able to do all that analytical work as well as their leadership roles at the same time. 1. Reform design and strategic development Jawun partners with Indigenous leaders and organisations who have a vision of how they want to improve their current circumstances. Moreover Jawun provides leaders with additional support to put firepower behind strategic work as well as to fulfil their day-to-day responsibilities. Jawun links highly capable secondees to Indigenous organisations to support the design and communication of reform. Secondees bring analytical skills and a structured approach to solving problems designing solutions and communicating with multiple stakeholders and audiences. Mick Mundine (CEO Aboriginal Housing Company) meeting with Jawun secondees Redfern Photo Daniel Linnet 16 As most secondees have not previously worked in Indigenous affairs they also bring a fresh perspective to test and challenge ideas and ask questions. In Jawun s 2010 Learning and Insights report a case study was featured which explored the partnership between BCG and Noel Pearson in setting up the Cape York Institute an independent Indigenous policy and leadership organisation. Noel Pearson comments on what made this partnership so effective That is when the partnership works well your partners are able to help you get your thoughts clear about what you mean and what you want to do. The relative ease with which we got the concept [for the Cape York Institute] approved and understood by government was extraordinary. Exhibits 5 and 6 following provide further examples of how Jawun secondees have been invaluable in supporting Indigenous leaders with reform design and strategic development. Ian Trust (Chairman Wunan) presenting the Living Change concept East Kimberley Photo Daniel Linnet If you re doing one thing for a long time you tend to view the world in the same way. I call it the dead body in the hallway syndrome. If you come to a house and there s a dead body when you first see it you re aghast but everybody else steps over it and after you ve been doing it for a while you step over it too. So it s the same thing. Having new people come in having not been involved in Aboriginal affairs can bring a new perspective ... Ian Trust Chairman of Wunan in the East Kimberley 17 Exhibit 5 explores the outcomes achieved by a succession of secondees who have been supporting the development of Living Change welfare reform in the East Kimberley. Exhibit 5 Wunan s Living Change reform program catalysed by a channel of highly skilled secondees Wunan is an Aboriginal development organisation in the East Kimberley. Since 2008 Wunan has been working on driving positive social change for local Aboriginal people by helping to re-establish social norms and by providing opportunities in the areas of education housing and employment. When Jawun started supporting the region in 2010 it provided an injection of highly skilled secondees from a range of corporate organisations and more recently from the Australian Government. To date Jawun has provided 21 secondees to support the Living Change initiative. According to Paul Isaachsen the local manager of Living Change That s meant we ve been able to deliver in a shorter time frame and with a smaller team than would otherwise have been possible . Articulating the Reform Agenda April 2010 April 2011 A long-termsecondeefromBCG inconjunctionwithanumberofshorter-term secondeesfromNAB FreehillsandKPMG helpedIanTrustandtheWunan BoardarticulatetheirvisionforreformintheEastKimberley andtostructure LivingChangeintoaprogramreadyfordesign H elpeddevelopnewhousinginitiative A secondee with a background in law helped to develop a new initiative House Proud an opportunity that could be offered within the Living Change framework D evelopedacommunicationsstrategyforpolicydesignphase A secondee articulated a communications strategy schedule and resourcing needs ExploredimplicationsoftranslatingFamilyResponsibilityCommission legislationtoHallsCreek A secondee completed a preliminary analysis of the implications for the Queensland reform model s legislation under WA law laying the groundwork for a subsequent secondment Evaluatedlegislativeoptions A government secondee and a law secondee worked together to identify and evaluate possible legislative options for the Living Change panel E xploredpotentialacademicpartnerships A secondee with a legal background investigated universities and research programs that could assist Researchedschoolattendancestrategies A secondee researched current school attendance in Halls Creek and investigated the literature on strategies to improve school attendance Determinedrequirementsforanevaluationofthepilotprogram A secondee produced guidelines for evaluation of the pilot program including an implementation evaluation after 6 months and an outcomes evaluation after 4 years Gathereddataoncurrentgovernment-supportprograms A secondee investigated the profile and impact of the current spectrum of governmentfunded programs in Halls Creek Agovernmentsecondeehelpedtopreparethematerialsforsubmission includingadditionalresearchandcopywriting of Jawun secondees in helping to move this initiative forward. Nick Thomas CEO of Wunan remarks Jawun has been fundamental in helping us put the Living Change model together. Policy Design September 2011 Partnerships & Legislation November 2011 Structuring Pilot March 2012 Finalising Scoping Study June 2012 The consultation and design phase is now complete. A scoping study submitted to government in the latter half of this year will determine whether the pilot will go ahead. Wunan staff acknowledge the significant input 18 Another example featured in Exhibit 6 describes how The Cape York Aboriginal Australian Academy was able to establish a business case with the support of Jawun secondees for a new approach to educating Indigenous kids in Cape York. Exhibit 6 Developing the case for a new approach to Indigenous education in Cape York The Cape York Aboriginal Australian Academy ( The Academy ) is a not-for-profit organisation led by Noel Pearson and Cape York Partnerships (CYP) which delivers a best of both worlds education to Indigenous students. It aims to close the academic achievement gap between Indigenous and mainstream students and to support Cape York children s bicultural identity. The Academy was established in late 2009 but the journey began well before then and involved the support of 14 secondees sourced by Jawun from Westpac IBM KPMG and Wesfarmers who worked with Cape York Partnerships to develop the business case for the Academy. Secondees brought a range of valuable skills to the project including analytical rigour project management human resource expertise legal and financial modelling experience. According to Danielle Toon CEO of the Cape York Aboriginal Australian Academy The Academy business case was written over a nine-month period an amazing achievement given the detail of research and complexity of design required from within an organisation with very limited resources. Without the significant support of a large number of secondees from a wide variety of corporate partners we would not have been able to complete the business case as quickly or as successfully as we did . The Academy continues to grow and Jawun secondees from numerous organisations have subsequently been involved in working as program designers assisting with implementation and delivering Direct Instruction programs in classrooms as teacher aides. In late 2010 Jawun sourced a secondee from the Boston Consulting Group to investigate the next stage of education reform for CYP and The Academy. 2. Reform delivery and implementation Given the complexity of the problems Indigenous organisations are grappling with and the difficultly of attracting and retaining skilled staff in remote locations Jawun s short-term secondments provide a welcome boost to delivering reform. They take diverse forms and offer a flexible means of support responsive to both the long-term outcomes and the short-term needs of Indigenous organisations. In some cases organisations need practical but professional support such as documenting processes or conducting research. The short-term injection of professional capability is highly valued by Indigenous partners. In other cases Indigenous stakeholders benefit from secondees with highly specialised skill sets that would otherwise be too expensive or difficult to access. Jawun s ability to provide secondees with a range of specialist skill sets has expanded in line with its growth of partners. Jawun s corporate partnerships now include bankers lawyers consultants retailers engineers administrators accountants and many others with specialised skill sets. The recent addition of Australian Government secondees has resulted in the pool of skills available to Indigenous partners widening even further. 19 Ross Love (Senior Partner and Managing Director BCG Australia NZ and Jawun Board Member) and BCG secondee Katherine Wilson East Kimberley Photo Mark Jay Clearly individual secondments have a finite duration. However Jawun s ongoing engagement in communities allows it to coordinate secondments to keep building on the work of previous rounds whilst recalibrating the skillsets required as a project evolves. Even though each time the secondees are clearly going to be different people with different skill sets it s the repetition of that channel of talent being made available to them [Indigenous partners] through Jawun that makes the real difference. Geoff Wilson CEO of KPMG in Australia and Jawun Board Member 20 Exhibit 7 is an example of where a succession of Jawun secondees with varied skillsets provided a clear well-informed plan for the redevelopment of the Warmun Roadhouse. Exhibit 7 Redevelopment of the Warmun Roadhouse In March 2011 the community of Warmun 200 kilometres south of Kununurra was devastated by floods. This misfortune combined with the arrival of a new CEO Ralph Addis for the Warmun Municipal Council proved to be drivers of change for the community. Over the course of the next two years 22 Jawun secondees were deployed to work with the Council and assist with the redevelopment of the town. The Council began to consider how to redevelop the community store and roadhouse two distinct but duplicative businesses that were both run-down and underperforming. Jawun secondees helped the Council evaluate options for the redevelopment of the Roadhouse. The Council was able to draw on skill sets ranging from retail finance project management and human resources which translated to sound decisions and a renewed energy and confidence to drive the redevelopment forward. Initial evaluation November 2011 The first secondee helpedtheCouncilexploreissuesassociatedwithdeclining infrastructureandsub-optimalprofitswith the two businesses. The secondee conductedanevaluationofthetwobusinesses proposedoptionsfortheir revitalisation and consulted regularly with the Warmun Council. Two secondees one with a project management background and another from a finance background modelledthecommercialviabilityofcombiningthetwo businesses and supported the Board through the decision-making process. Developedproposalmaterialsforcapitalfundsandacapabilitypartner a secondee with a background in law coordinated the development of pitch materials to obtain capital funding in order to refurbish the site and to recruit a capability partner in the retail industry to assist in operating the business. Developedaplanfordecommissioningofoldsite a secondee with a background in retail management developed a plan and costings for decommissioning the old site. DevelopedarecruitmentplanandtrainingprogramforIndigenousemployees a secondee with experience in Indigenous training and development outlined recruitment opportunities and explored possible training options for local staff Investigatedfinancingrequirements a secondee with a background in medium-size business financing analysed potential financing options Development of operating model March 2012 Funding and operational plans June 2012 According to Ralph Addis We ve gone in six months from we ve got a problem here to having a really nice clear well-researched well-articulated community development plan so the local guys are in a position to make a reasonably well-informed sensible decision about what to do now . 21 3. Building organisational capability to make reform sustainable Jawun s philosophy is to help communities drive their own goals and eventually become self-sufficient. Capability building is an important focus for Jawun. Skills transfer is a key part of what we re trying to do. It s not just about delivering solutions it s hopefully also about building capabilities. Tony Berg AM Director Gresham Partners and Jawun Chairman Close working relationships between Indigenous stakeholders and secondees ensure that a level of informal capability transfer takes place. In addition some secondments have a deliberate focus on establishing robust processes and structures within Indigenous organisations in order to lift their capability to deliver over the long term. Jawun secondees can share best practice corporate knowledge regarding governance and operating processes which is enthusiastically welcomed by stakeholders. Exhibit 8 looks at the establishment of the Kaiela Institute in Shepparton which has enhanced the community s ability to drive and deliver on their reform initiatives. Exhibit 8 Establishing the Kaiela Institute Shepparton The strategic agenda for the Goulburn-Murray region received a significant boost from the establishment of the Kaiela Institute. According to Paul Briggs OAM President Rumbalara Football and Netball Club in Shepparton We needed to boost our ability to drive change across fundamental and interconnected areas like education employment and health. We also needed to be able to measure what we were doing and to make sure we were having an impact in the right areas . In 2010 Paul Briggs recognised that two existing community governance organisations the Koori Resource and Information Centre (KRIC) and Kaiela Planning Council (KPC) needed to be restructured to more effectively articulate deliver and track the progress of community priorities. Stephen Iles CEO Kaiela Institute Shepparton says Paul [Briggs] and the leadership team made this well-informed decision to consolidate resources. That provided the entry point for Alan [Tudge] to come and develop what that would look like more practically. That s quite an exceptional place to start to consolidate organisations for efficiency and greater reach and influence . Alan Tudge MP ex BCG and first Jawun secondee undertook a review of KRIC and recommended that it merge with KPC to form what is now called The Kaiela Institute. In 2010 11 a Wesfarmers secondee assisted with the physical relocation of the assets and systems of the two organisations. The following year a KPMG secondee helped to define the Institute s optimal governance structure establish a robust Board and identify effective operational procedures. Since the Kaiela Institute s establishment several Goulburn-Murray organisations have enlisted its help to evaluate their service delivery programs and provide advice on driving community change in a more coordinated and directed way. Discussions are now underway based on the Institute s advice regarding the formation of a regional agenda encompassing the Indigenous families and organisations of Echuca and Barmah. Paul Briggs (OAM President Rumbalara Football and Netball Club) and David Murray (NSW Coles Store Manager) Shepparton Photo Courtesy Wesfarmers 22 FOSTERING CONNECTIONS TO FACILITATE DIALOGUE AND OPPORTUNITY Jawun also plays a role in building connections within communities across communities and between partners. The connections made often via intense on the ground immersion can in many cases lead to longer lasting partnerships and opportunity. 1. Facilitating dialogue within and between communities In each region Jawun has a dedicated representative who lives and works within the community. These Jawun Regional Directors actively work to build relationships in the community and assist with prioritising and identifying areas where Jawun can provide support. Says Ralph Addis CEO Warmun Council East Kimberley Jawun represents an external third-party way to get a bit more of a collegial approach and I think that s worked in some parts and between some organisations and brought a bit of alignment . Some Jawun secondments have specifically focused on understanding the landscape of a region s Indigenous organisations in order to identify how they can better work together. Exhibit 9 explores one initiative supported by Jawun to facilitate a more coordinated approach to service delivery across Indigenous organisations on the Central Coast. I think maintaining a coalition of engagement support and collaboration is something that is truly critical to long-term improvement across Indigenous Australia. Rupert Myer AM Chairman of The Australia Council and Jawun Board Member 23 Exhibit 9 Indigenous leadership of Central Coast driving more coordinated services for the community Darkinjung Local Aboriginal Land Council (DLALC) on the Central Coast is well positioned to assist the broader Indigenous community in its local area to achieve greater economic independence and better community services. Community leaders recognised the potential for Jawun to add value to this process and when Jawun partnered with the community in 2012 a Jawun secondee from the Australian Public Service was allocated to a project called Map. Gap. Collaborate. According to Sean Gordon CEO Darkinjung Land Council Central Coast [The project] allows us to identify the services that each organisation is delivering and whether there is any disconnection. It also provides that link to what we [Darkinjung Land Council] might do to support another organisation. It s about strengthening community organisations to work closer together or work in partnership . The secondee mapped existing community services and identified gaps and opportunities for greater collaboration to improve service delivery and enhance community participation. Sean Gordon sees this work as forming the basis for a regional strategy that will guide future Jawun secondment briefs and contribute towards community advancement for the Central Coast s Indigenous community. In some Indigenous communities the social dynamic is multi-faceted and a cohesive leadership structure is not always present. In these cases Jawun might help create an Advisory Group to oversee Jawun s engagement in the area and act as a steering committee in deciding on resource allocation and community-based strategic initiatives. It may be the only place in which Indigenous leaders come together and therefore provides an important link between organisations. Advisory Groups are particularly relevant in urban locations like Redfern. Jawun Board Member Ross Love describes it as a friendly facilitating conduit for Indigenous leaders to connect . Between regions Jawun is also starting to strengthen links between communities in various ways. Jawun runs Best Practice Study Tours which aim to expose both established and emerging Indigenous leaders to common issues and innovative solutions across regions and to build connections between leaders. Some Indigenous leaders also take part in Senior Executive Visits facilitated by Jawun and hosted by the leadership of other regions. This encourages debate and the sharing of ideas but also provides access to a diverse sounding board of other Indigenous corporate and government leaders. 24 Ian Trust (Chairman Wunan) Mick Gooda (Social Justice Commissioner) and Sean Gordon (CEO Darkinjung Land Council) East Kimberley Photo Mark Jay Opportunities like these for dialogue and interaction enable Indigenous leaders to learn from innovative ideas emerging in other regions for example sharing welfare reform concepts between Cape York and the East Kimberley or innovative housing solutions between the East Kimberley and the Central Coast. Exhibit 10 explores the impact that a Jawun study tour to Cape York had on an Indigenous leader from Redfern. The challenge of being in this type of organisation trying to drive change and make things happen is you sometimes might question yourself so it s good to be able to go and sit down and talk with other people who are driving change within their own communities to see how they re managing that. It s really about benchmarking and assessing what other communities are doing. Sean Gordon CEO Darkinjung Land Council Central Coast 25 Exhibit 10 Sharing ideas between communities Dixie Link Gordon (CEO of Mudgin-Gal Aboriginal Corporation Women s Centre) Redfern Photo Jawun staff Over two weeks in August and September 2011 Jawun facilitated a tour of 11 Indigenous leaders and two Wesfarmers team members to Redfern Cape York Shepparton and the East Kimberley. Tour participants attended local Indigenous community organisations to learn about their challenges and successes and take away common and transferrable lessons. Dixie Link Gordon CEO of Mudgin-Gal Aboriginal Corporation Women s Centre in Redfern participated in the visit. Dixie has been based in Sydney for over 30 years and for the majority of her career she has supported and advocated on behalf of women living with domestic violence. Dixie is an important voice in the Redfern community and was selected by the Redfern Aboriginal Advisory group a collection of key leaders in Redfern to participate in the Jawun Study Tour. Also attending from Redfern were two young emerging leaders who were mentored by Dixie on the trip. There were many learnings and surprises for all the participants. However the multi-faceted approach to education reform impressed Dixie in particular. She said The direct instruction teaching model being implemented up in the Cape reminded me of how I was taught growing up in Queensland. It s something I really wanted to share with the Advisory group in Redfern to discuss whether this was something we should be looking at for the kids in our own community here . On returning to Redfern Dixie shared her insights with some of the other Redfern leaders and this set in train a broader community discussion. Historically Redfern has been an iconic hub for many robust Indigenous community organisations led by strong individual leaders striving for change in various aspects of community life. The formulation of an overarching social or economic plan had not been a priority and it was hard to know where to start and find the time to tackle such a complex challenge. There are no easy or immediate solutions. However the Jawun Study tour was designed to provide key Indigenous leaders who are influencing change in their own communities with the opportunity to see how others might be tackling similar challenges. In Dixie s case her visit to Cape York with Jawun started a conversation back in her own community of Redfern. That conversation continues and in early 2012 Jawun introduced an external consulting firm Second Road to the Redfern community to help with the initial phase of formulating an overarching plan for the community. 26 2. Connecting Indigenous communities to influential corporate networks Jawun opens a channel of communication between Indigenous communities and corporate Australia through its place-based secondments and its Senior Executive Visits. Jawun s Executive Visits in particular help corporate partners understand the problems and opportunities in Indigenous communities and evaluate the type of practical support provided by secondees via Jawun. At the same time Indigenous partners gain access to some of the most senior and influential leaders in corporate Australia. Often opportunities arise from these connections that have a ripple effect beyond the terms of a corporate secondment or visit. Craig Laslett (Managing Director of Leighton Contractors) and Sean Gordon (CEO Darkinjung Land Council) Photo Mark Jay I think Executive Visits are great because it brings Indigenous leaders in contact with the big end of town and senior government officials they d otherwise have no contact with. I think that really helps from both sides. Tony Shepherd President of the Business Council of Australia 27 Exhibits 11 and 12 below provide examples of how corporate connections via Jawun have led to ongoing benefits for Indigenous stakeholders. Exhibit 11 highlights the tangible outcomes that have resulted from a remarkable partnership between the Indigenous community of Shepparton and Wesfarmers. Exhibit 11 Employment in Shepparton an ongoing community partnership with Wesfarmers In 2009 a community-wide survey in Shepparton identified employment and social inclusion as being top priorities for the future. In 2010 Jawun designed an innovative approach to creating Indigenous employment involving the placement of a local employment broker to link job opportunities from key mainstream employers to local job-ready candidates. This new approach was to be piloted in Shepparton. In the same year Jawun facilitated a visit to Shepparton involving the Managing Director Richard Goyder and key executives from Wesfarmers Australia s largest private sector employer. The visit was a carefully designed experiential tour to introduce executives to the region to the challenges faced by the community and the case for involvement. It culminated in a relationship between the community and Wesfarmers that was both practical and personal. Richard Goyder particularly in Shepparton has a personal engagement. Jawun brought him in. He s probably the most significant person in Shepparton from an employment perspective he s the biggest employer in the country says Alan Tudge MP ex BCG and first Jawun secondee. Wesfarmers subsequent engagement in the region gave the Jawun employment pilot considerable momentum and resulted in some very tangible outcomes for the local community. Over the course of the pilot 52 Indigenous job-seekers were employed by Coles Target Kmart Bunnings and Officeworks. Richard Goyder delivered the Dungala Kaiela Oration in May 2010 and is planning another visit to Shepparton later this year to recognise local Wesfarmers team members and community partner organisations that contributed to the success of the Jawun employment pilot. Says Paul Briggs OAM President Rumbalara Football and Netball Club Shepparton I m really pleased that due to the employment pilot over 50 young people have now had the chance early on in their life to work in mainstream employment. We need to keep working with these individuals to make sure that there is a transition to long-term employment and management positions. These opportunities need to be real ongoing and sustainable . Richard Goyder (Managing Director Wesfarmers) and Paul Briggs OAM (President Rumbalara Football and Netball Club) 2010 Dungala Kaiela Oration Shepparton Photo Peter Casamento Casamento Photography 28 Exhibit 12 demonstrates how the passion and commitment of a Westpac secondee helped to gather momentum behind an entrepreneurial idea to build opportunity and self-sufficiency for the community of Hope Vale in Cape York. Exhibit 12 Westpac Treasury helping the people of Hope Vale establish a bio-fuel enterprise It is a little known fact that the people of Cape York are amongst the largest per capita producers of carbon dioxide in Australia due to the use of diesel generators for power. In April 2010 Gamini Iddawela from Westpac Group Treasury completed a scoping study for a bio-fuel enterprise in Hope Vale while on a one-month Jawun secondment with Balkanu Cape York Development Corporation. Gamini s pre-feasibility study illustrated the viability and sustainability of bio-fuel cropping in Cape York. Since returning to his normal role in Westpac Treasury Gamini has continued to champion the budding enterprise by gaining support from within Westpac and continuing to provide expertise and advocacy for the project. In 2011 Westpac invested in the project by sponsoring a Pongamia nursery and trial plantation for biodiesel production. The project has the potential to supply the entire renewable energy target of the State of Queensland by 2020 while making around 25 million per annum of profit in the process and creating hundreds of skilled and unskilled employment opportunities in the region. Gamini along with Westpac Group Treasurer Curt Zuber and Head of Treasury Legal Paddy Rennie have conducted frequent visits to the Pongamia nursery and a powerful coalition of support has developed including Ergon Energy and the Queensland State Government. This is a long-term venture but according to Gamini he and Westpac are committed to making it happen. Frankie Deemal a traditional owner in Hope Vale says We feel truly privileged to have met with the Treasury team and to have a project partner of this calibre. With their business development expertise and clout together we can move mountains . Gamini Iddawela (Westpac Group Treasury) Yuku Baja-Muliku Ranger Lee Clifford (Qantas Chairman) and Vit Koci (Project Manager Indigenous Community Partnerships Westpac) Photo Daniel Linnet 29 3. Engaging future public sector leaders in community-led solutions The high-calibre government secondees involved in Jawun gain a clearer understanding of the challenges faced by Indigenous communities and an appreciation of the wider range of possible solutions that will ultimately benefit Indigenous reform efforts. FACILITATING PRACTICAL RECONCILIATION A growing network of alumni can translate their personal experiences into positive action for Indigenous communities. Secondees and Executives who visit or work in Indigenous communities go on an intensely personal journey. By living in a community and working for an organisation on the frontline secondees develop a much deeper understanding of Indigenous culture the challenges communities face and possible solutions. I m much more aware about some of the issues that are being faced up there but also very much aware of some of the really good work that s going on and the gains that are being made says Peter Anderson Australian Public Service Commission Regional Director Queensland who was seconded to the Cape York Land Council. Over 900 people have now had the direct experience of a Jawun secondment in an Indigenous community and have returned home to share their experience and insights with family friends and colleagues. According to Westpac secondee Lahnee White Since coming back I ve spoken to my family and friends and said this is what s happening up here or these are the living conditions there s no work or desire to work or whatever just starting to get that into conversations. It wouldn t have been on a lot of people s minds ... I think it s important that people are able to share those stories . Many secondees reflect that upon returning to their own organisation they are extremely motivated to remain engaged with Indigenous affairs. The alumni contribute in many different and personal ways to Indigenous reform. What everybody takes back first of all is a real desire to start making a difference says Tony Berg AM Director Gresham Partners and Jawun Chairman. I think to some extent government s involvement with Jawun is probably going to be to their benefit. They will be able to understand the situation and see it from a different perspective. Ian Trust Chairman of Wunan East Kimberley Participants gain a clearer understanding of what government looks like from the perspective of Indigenous communities. They also gain insight into the implications of different funding mechanisms and schedules for local communities. It s fantastic in the sense that government secondees coming in doing the work will actually see first-hand ... whether those policies are effective on the ground ... and not just policies around service delivery but around funding too says Sean Gordon CEO Darkinjung Land Council Central Coast. While the involvement of government is still recent it is hoped that as a result of their Jawun experience future public sector leaders have a broader understanding of Indigenous affairs and what policy looks like on the ground making them better placed to influence government policy and advise on Indigenous affairs. 30 According to Anthony Roediger Partner & Managing Director BCG You have a group of almost a thousand people plus their close colleagues who have a much better understanding of what s required and they re all helping in different ways. For many people a secondment is the start of helping for much longer . Michael Hershan from Freehills adds Jawun opens your mind and gives you tools to become engaged . Jawun s alumni network includes many individuals who will one day hold positions of influence in either the public or private sector. As a result of their involvement with Jawun these individuals are well placed to have a positive influence on Indigenous affairs over the next decades. Part of the strength of the secondee program is not just the benefit of their time here but also taking their experience back to their business and community and continuing to support us from back home. Nick Thomas CEO Wunan East Kimberley According to Ross Love Senior Partner and Managing Director BCG Australia NZ and Jawun Board Member There is a growing body of Jawun alumni who are welleducated people with a finer more nuanced appreciation and connections and familiarity with the issues and possible solutions . Jenelle Myers (KPMG secondee) talking to Phylomena Naylor (left) and Joyce Jacko (right) Hope Vale Photo Daniel Linnet Westpac did a survey of ex-secondees and 80% of people indicated they d done some more volunteering when they d got back. I think that s on the basis of their experience that they feel more integrity in their approach and are more confident at initiating discussion and dialogue because they have some credibility. Graham Paterson Head of Group Sustainability Westpac 31 CONCLUDING REMARKS The insights shared by Indigenous corporate and government partners demonstrate that Jawun is a truly innovative model that is having a demonstrable impact on Indigenous reform. Skilled Jawun secondees are producing tangible benefits on the ground in communities working to support the design and delivery of reform initiatives and to build sustainable Indigenous organisations. Connected by Jawun Indigenous communities and corporate Australia have formed strong relationships which in some cases have led to direct employment opportunities and opened the door for further discussion. The experience of government secondees bodes well for the beginnings of a more constructive relationship between Indigenous communities and government. Linked by Jawun s Best Practice Study Tour and the Executive Visits Indigenous leaders across the country are beginning to share their local solutions more broadly. Finally through Jawun Indigenous Australians now have a large network of informed friends to support them. Jawun has a big future. There is no shortage of need for Jawun s support. It is hoped Jawun s unique model drawing in all four sectors Indigenous corporate philanthropic and government will continue to make a tangible difference to the Indigenous communities it works with. We have had hundreds of friends created over the years both at the big-name level but also a whole lot of relationships that we don t even see between people on the ground all the secondees who come to work with people on the ground. Those friends are a big part of the story. Noel Pearson Jawun Patron and Director of Cape York Institute for Policy and Leadership Sean Gordon (CEO Darkinjung Land Council) Mick Gooda (Social Justice Commissioner) Steve Sedgwick (Australian Public Service Commissioner) and Ian Trust (Chairman Wunan) Warmun Community East Kimberley Photo Mark Jay 32 PART 3 BACKGROUND National Navigator an innovative approach to advancing Indigenous employment outcomes WHAT IS THE NATIONAL NAVIGATOR The National Navigator is a central database and support system that aims to help Australian employers with their Indigenous employment efforts. It provides a strategic overview of Indigenous employment approaches and practical insights on what is needed to have the most successful Indigenous employment initiatives. Kate Chaney GM Emerging Ventures Wesfarmers (formerly Manager Aboriginal Affairs) says It was a challenge to know where to start when developing a strategy for Wesfarmers to better engage with Indigenous Australians. I had limited experience in the area and there were plenty of people offering advice but I wanted to know what other companies had tried what had worked and what hadn t. This area can be tough for corporates and there is no point reinventing the wheel. The National Navigator can provide employers with valuable insights case studies and information in relation to Indigenous employment. I believe that having access to this knowledge will also lead to better understanding and relationships with Indigenous communities and potential employees. I wish it had been around four years ago. Indigenous community leaders government ministers social welfare and social justice academics alike would agree that greater Indigenous employment and economic participation are central to overcoming disadvantage and giving individuals purpose and pride. While there are many organisations and initiatives that have made progress in improving Indigenous education levels overcoming social barriers and encouraging employers to recruit culturally diverse workforces no initiative has yet been able to adequately support employers in developing and improving their Indigenous employment efforts. 33 The National Navigator comprises three interrelated components which are illustrated below Exhibit 13 National Navigator Platform 1 2 Knowledge Management System 3 National Navigator Team Web Interface The web-based front end makes the database accessible to employers across an organisation and in different regions while also supporting networking and information sharing. Stores organises and synthesises a variety of case studies examples and analysis of actual real-world Indigenous employment initiatives including links to relevant documents on external sites. Skilled Indigenous employment practitioners knowledge management experts and relationship facilitators to collectively administer the database by building relationships with employers gathering knowledge for the database synthesising information and drawing out best practice facilitating networking providing an expert advisory service to employers Jawun has been working on the development of the National Navigator since 2009 with the Business Council of Australia (BCA) Reconciliation Australia (RA) and a number of Jawun s corporate partners. Collaboration with IT experts from Cisco Ltd. and Thinksync has been crucial to the ultimate design of the National Navigator platform. To date Jawun and its corporate partners have invested over 1 million to fund the development of the National Navigator. The federal departments of FaHCSIA and the Department of Education Employment and Workplace Relations (DEEWR) have also contributed funds to undertake the initial feasibility study and to partially fund the last stage of development. The National Navigator project is an important initiative that offers the prospect of scaling up corporate Australia s capacity to disseminate the key and underlying lessons learned from successful business Indigenous employment strategies across Australia Maria Tarrant Deputy Chief Executive BCA 34 EVOLUTION OF THE NATIONAL NAVIGATOR There is much good intention but understanding Indigenous employment is confusing In Australia there are many support organisations government-run programs Indigenous community programs and privately funded organisations that offer a range of support training or employment assistance to Indigenous clients. Individually and collectively the numerous support organisations provide mentoring training educational support leadership development and employment assistance to thousands of Indigenous clients each year. Whilst there is still room for improvement this range of support will continue to play a key role in better preparing Indigenous people to find and secure meaningful long-term employment. Since the national apology in 2008 there has been a growing momentum for businesses to employ more Indigenous people. Employers and Indigenous communities are forging new links and everyone is reaping the dividends companies gain strong loyal workforces grounded in cultural diversity and Indigenous people families and communities face a brighter future when they can obtain meaningful employment. There has been a groundswell of good intention with an increasing number of corporations businesses schools government departments and community groups committing to Reconciliation Action Plans. More than 300 companies have signed commitments to employ Indigenous jobseekers through the Australian Employment Covenant for 60 000 jobs. The challenge is in the execution Despite the multitude of programs initiatives and organisations in the Indigenous employment industry there are key strategic gaps that need to be filled to improve the Indigenous employment gap including a mechanism to assist employers to navigate the Indigenous employment space and build their knowledge and capacity. Alan Tudge MP who was formerly involved in the strategic development of National Navigator remarks Time and time again as I was speaking to company CEOs Indigenous affair managers CEOs of Indigenous support organisations and government personnel I heard that employers wanted to employ more Indigenous people but were unsure about how to go about it. People were confused and it wasn t surprising considering the number of national initiatives differences in opinion from Indigenous leaders and thought-leaders and even from a pure business point of view what was the business case for doing more [This was] coupled with cultural sensitivities and being cautious not to do the wrong thing. It became obvious that there was real need for an independent source of guidance that could spell out what employers could do step by step to reach their Indigenous employment aspirations and targets. Stand-out employers such as Rio Tinto (with 1 in 10 employees being Indigenous and more than 2 000 Indigenous employees in total in 2012) Australia Post (since 1988 they have employed over 4 000 Indigenous employees) and Coles (who employed 500 new Indigenous staff in 2011 2012) show that individual companies can overcome perceived or real barriers and achieve relatively successful Indigenous employment outcomes. Common attributes that characterise the success of these companies include strong commitment and leadership from the top to employ more Indigenous staff and dedicated experienced managers who focus solely on this objective. If the success of these top-performing companies could be understood and the knowledge shared across all major employers there would be a significant improvement in national Indigenous employment levels and substantial progress towards closing the gap . In fact if all 60 000 jobs pledged under the Australian Employment Covenant (AEC) were filled the differences in unemployment between non-Indigenous and Indigenous Australians would close overnight. 35 In 2009 Jawun conducted informal independent research into the principle success factors and barriers for an employer to execute successful Indigenous employment programs or even be motivated to begin such programs. Our research found that while the success factors were well documented the barriers were less understood. The barriers for a company to begin or improve their Indigenous employment efforts could be thought of as either 1. a rationale barrier the why should we do it or 2. a capability barrier the how do we do it Organisations such as RA or the Diversity Council Australia (DCA) and initiatives like the AEC are making good progress towards removing the rationale barrier . However to date there has been limited support focused on helping companies build their capabilities in executing on Indigenous employment initiatives. It is expertise. They do not want to go in blindly. I think that is basically it. They do not have the expertise to access communities. They do not know how to talk to communities. They do not know how to set up a strategy ... I think that has been their main barrier [to employing Indigenous people] the expertise in how to go about it. Australian Chamber of Commerce and Industry (ACCI) testimony to House of Representatives Inquiry 2006 Exhibit 14 Information on developing an Indigenous Employment Strategy An uncertainty or lack of know-how or even a desire to not do the wrong thing is unsurprising given the complexity of the Indigenous landscape and issues. Indigenous employment has essentially become a speciality employment area that is not part of day-today business for most employers. There are a multitude of federal and state government Indigenous-specific programs that cover the full social spectrum of support services and the Indigenous employment industry has many specialist players each with varying expertise areas and local or national coverage. There is a flood of community organisations that all state they can help us ... with everything It is very confusing. We don t know who is credible. Or whether they can even provide the services that they claim. Track records aren t always what they seem. National Indigenous Employment Manager Finance Sector 36 Jawun uniquely positioned to facilitate a solution Since 2001 the role of Jawun has been as a facilitator leveraging the capabilities of corporate and philanthropic Australia to support innovative programs of change in Indigenous communities. Long-term partnerships are facilitated to enable Indigenous organisations to achieve their own goals for their own communities. This partnership model between corporates and Indigenous Australia has been a real innovation in the prevailing approach to Indigenous reform. Jawun s close relationship with Indigenous organisations and some of Australia s largest corporate employers places it in a unique position with a deep insight into the aspirations and concerns of both stakeholder groups. Despite numerous employers having workforce diversity and Indigenous employment initiatives many employers often do not fully understand the practical steps needed to make these initiatives successful who to work with or how to go about it and similarly many supply-side support organisations do not engage with businesses effectively or efficiently. Christopher Croker Indigenous Employment Consultant There had been several attempts to produce a database of best practices for Indigenous employment but most of these databases have failed including because they are too academic too general and not specific enough to be implemented by employers biased to one or a group of support organisations and or not financially sustainable. We heard from our Indigenous partners first-hand about the real disparities across communities. Employment came up consistently alongside economic development and organisational support. After considerable reflection on the value of the Jawun model we set about investigating the key barriers that are preventing Indigenous Australians gaining real employment. Rupert Myer AM Chairman of The Australia Council and Jawun Board Member In 2010 Jawun surveyed 28 Indigenous and corporate stakeholders and Knowing where to start how to engage and with which communities was ranked by corporates as the number one inhibitor to their ability to engage with Indigenous communities. The same respondents agreed that Jawun s capabilities in facilitating corporateIndigenous partnerships helped corporates to overcome this barrier. Likewise Indigenous Australia is unsure of how to engage with corporate Australia. The 2010 survey strongly indicated that Indigenous organisations and Indigenous leaders did not know where to start and how to engage with the corporate sector. A senior Indigenous stakeholder from Cape York commented Dialogue between Indigenous leadership [and corporate Australia] is really difficult because there are so few common anchors . In some cases considerable effort has been invested in developing guides which were subsequently forgotten or which simply lost their relevance. Jawun has a very practical working knowledge of its corporate stakeholders and understood that an innovative employer-led solution was required to secure sustained employer engagement over time. This combined with a deep belief in the value of shared knowledge partnerships and collaboration has also been at the heart of Jawun s approach to the National Navigator. Jawun s connections with some key enabling partners have been critical to all stages of the National Navigator s development Cisco BCG and freelance software designers Thinksync played a key role in the design and user testing of the tool. BCA and RA ensured that the National Navigator was not developed in isolation but fitted wider industry initiatives. A network of proactive employers helped to shape the design of the model and shared their own Indigenous employment insights lessons and knowledge to date. In late 2009 Jawun spent considerable time asking ourselves Given the expertise of Jawun in establishing partnerships between Indigenous communities and corporate Australia is there a role for us in terms of Indigenous employment What is the value-add that Jawun could bring to this already crowded space Karyn Baylis CEO Jawun Jawun obtained in-depth Indigenous policy research and strategic advice from skilled and politically astute freelance business consultants Christopher Croker (Indigenous Employment Consultant) and Alan Tudge (first Jawun secondee ex BCG and now Federal Member for Aston). During early research into what efforts or programs would be the most valuable in assisting with Indigenous employment many employers talked about the need for a central point of information. Working with Jawun and the Navigator staff to document the first 18 months of Coles Indigenous Employment Plan has been a useful process. It has been great to document our processes and lessons learned in a manner that required a relatively small amount of time from us. This kind of material can be helpful for reporting and also when staff changeover occurs. We hope other companies will find the Coles experience beneficial as they develop their Indigenous employment plans. David Donelly Indigenous Program Manager Coles 37 Exhibit 15 Information on the Coles Indigenous Employment Plan JAWUN S DYNAMIC EMPLOYER-LED APPROACH Understanding what is needed to get Indigenous employment right is complex but not impossible. Across numerous business sectors there have been examples of outstanding Indigenous employment efforts. There are good practices and knowledge within many employers support organisations or programs but sharing disseminating and learning from what other employers have learnt is next to impossible. To achieve Australiawide change all the individual pieces of wisdom need to be pulled together so that Indigenous employment professionals and employers can learn from each other and reinforce each other s good practices. No single person employer government program or support organisation can possibly understand all the different Indigenous employment and diversity programs in existence but collecting and pulling together the individual pieces of knowledge and documenting the various real-world approaches and programs used by employers enable a library of knowledge and learnings to be collated a library that will continually develop and expand. The value of the National Navigator is that it presents a single point of contact of practical and best practice information. It will be very useful for people starting work in this area and I wish it had been in place when I started in this role four years ago. It would have saved us a lot of time and research. Leanne Sharp Indigenous Employment Manager National Australia Bank 38 To be broadly applicable National Navigator needed to be able to support employers at various stages of their Indigenous employment journey. This includes 1. employers who are just starting to formulate their Indigenous employment approach 2. those who are further down the track with their strategies but are still seeking to improve their processes and their engagement in local regional areas or 3. those who are simply seeking to evaluate their current processes. A range of detailed and in-depth Indigenous employment knowledge is needed ranging from how to get started to ideas for improvement and identification of where to locate support. Consultation with employers suggested that a simple mass repository containing data reports and case studies would not be helpful or detailed enough to provide the advice they were seeking. From here the idea of discrete yet interlinking modular pieces of knowledge was developed. Exhibit 16 Modular design of the National Navigator database Interrelated but discrete blocks Multiple cross-references and interconnections Topic-based knowledge Real-life policies and Organisation profiles practices Employment guides Getting started Evaluating success Working locally Employer case studies For example an employer might be looking for information on how to set up a school-based traineeship (SBT). On National Navigator they would find insights from other companies who have set up SBTs complemented by different articles outlining diversity and equal-opportunity employment policies an overview of current government programs for traineeships and identification of which support organisations might have assisted other employers in successfully setting up similar programs in the local area. Says Bruce McQualter Senior Manager ANZ Traineeships and Indigenous Employment We ve been very happy to support the National Navigator as it fits nicely with our commitment to working in partnership with other employers to support real outcomes for Indigenous employees families and communities. We [employers] are all on different stages of the learning curve and we all have something more to learn. Since we started our program in 2003 we have constantly refined our targets and actions and have stuck with what we know works. The nature of business is that you have to remain flexible and responsive to the business s needs. It is the dynamic nature of this environment that will make the Navigator useful it s a live manual which will change and be updated as we all continue to learn. 39 There are two fundamental aspects that underpin Jawun s innovative approach with the National Navigator (1) The peer-to-peer knowledge system that unlocks hidden know-how across and within employers and (2) the employer-led focus that is key to sustained engagement and success. The key benefits of a peer-to-peer knowledge system include a. Employerslearnfromeachother Actively sharing Indigenous employment knowledge through a knowledge management database like the National Navigator enables new knowledge to be disseminated. Furthermore the National Navigator provides not only the community or technical expertise but also the mechanism and relationships needed to grow an employer s Indigenous employment knowledge one employer case study at a time. 1. Unlocking hidden know-how via a peer-to-peer knowledge system The peer-to-peer knowledge system is a key innovation of the National Navigator which differentiates it from previous failed attempts at documenting Indigenous employment how-to guides. The BCA stated in a 2011 report Most companies are very willing to share their experiences and to learn from and work with others. Sharing best practice through forums networking opportunities and the publication of how-to guides and toolkits is a priority for many. Such information would assist companies to implement initiatives in a more timely and cost-effective way not least by avoiding repeating the mistakes of others. Leveraging knowledge expertise and resources through formal collaboration and partnerships is an important way in which companies boost the effectiveness and sustainability of their Indigenous engagement activities. We see a lot of potential benefit in the National Navigator. It would have been very useful for us when we commenced the development of the Coles Indigenous Employment Plan. As our Plan continues to evolve and expand we believe the Navigator will be a useful resource. Coles is also very happy to share its experience with other companies and we hope that will be useful to them. David Donelly Indigenous Program Manager Coles FACT Over 90% of participants in the user-testing of the National Navigator prototype agreed that there was a need for a central database like the National Navigator and that it could improve Indigenous employment outcomes nationally. Exhibit 17 Access to current and relevant articles on Indigenous employment 40 b. ationalNavigatorcapturesandsharesacompany s N internalknowledge Indigenous employment or any other diversity program is increasingly complex and demands an ever-widening range of skills. Often no single individual can possibly possess all the knowledge skills and techniques required. In principle an experienced and passionate individual might be able to learn or acquire the knowledge needed to solve a particular problem but this can be very time consuming. Additionally much of an employer s Indigenous employment knowledge may be retained solely in a particular department or with an individual staff member. This can lead to line-managers or even senior managers of other departments not understanding the company s Indigenous employment program or not having full access to the skills and knowledge to successfully implement Indigenous employment practices in other areas of the company. Exhibit 18 ANZ capturing hidden internal knowledge The National Navigator team worked closely with ANZ to ensure that their wealth of experience in School-Based Traineeships (SBTs) was captured and submitted to the National Navigator database. While the operational and practical aspects of the SBT program were clearly documented and readily shared across ANZ some of the non-process aspects of the program were not. According to Bruce McQualter Senior Manager ANZ Traineeships and Indigenous Employment Working with the National Navigator interview team has been a useful process for us too capturing some of the experience that is in our heads rather than on paper. It s been quite a journey for us. I think that the interview captures some of the really important practical and sometimes subtle things that inform the way we run our Indigenous employment programs ... the things that we have learnt by trying things out making mistakes and being open to learning . The process of organisations collecting this hidden internal knowledge has led to some key strategy and evaluation mechanisms being documented for the first time. Clearly this will collectively benefit the end-users of the database but it will also help embed this knowledge internally within the organisation itself. 41 The National Navigator allows multiple users from the one employer to access the database and support simultaneously. The user-generated content approach also encourages the company s experts to document their programs and insights as they are developed. d. ationalNavigatorencouragespeersupport N andnetworking The National Navigator will assist in building a peer network of Indigenous employment professionals who are open to collaborate and learn from each other. Although personally rewarding leading or working on an Indigenous employment initiative can be a frustrating and lonely endeavour. Often there are set-backs limited support or potentially even a mismatch between the programs being implemented and the underlying business case or rationale for an employer s Indigenous employment efforts. The National Navigator provides direct access to Indigenous employment peers either in similar industries or stages of implementing an Indigenous employment program who can encourage and support each other. was able to locate knowledge that was previously I contributed to the database by my company and its parent company which helped me improve my understanding and start improving our internal Indigenous employment strategy. User-testing participant retail sector who was new to her company which is in the early stages of developing an Indigenous employment strategy FACT During the user-testing of the prototype National Navigator half of all current Indigenous Employment Managers agreed that the National Navigator would be a great educational tool to help them spread Indigenous employment knowledge and understanding across their own organisation including line-managers and senior managers. c. ationalNavigatorchallengesbestpractice N approachestoIndigenousemployment The collaborative approach of the National Navigator may lead to a clash of views or a cross-fertilisation of ideas. This healthy questioning is in fact most beneficial when there are a large range of contributors from divergent backgrounds industries and even maturity in their Indigenous employment efforts to date. Even the employers with well-established Indigenous employment initiatives may be surprised by a new approach that is developed by an employer in another industry or one who is new to the space entirely. FACT The majority of employers who participated in the user-testing of the National Navigator prototype indicated that they focused on only one of the four main Indigenous employment approaches (Schoolbased Traineeships Traineeships Cadetships identified positions full-time employment). t s funny but setting up our [Indigenous] I employment program has been both the most rewarding and the most frustrating job that I have ever done. State HR manager major retail chain FACT During the user-testing of the prototype National Navigator 75% of respondents agreed that the holistic National Navigator concept enables them to better network with their peers. 42 Exhibit 19 The who s who of Indigenous employment 2. An employer-led focus key to sustained engagement and success The employer-led design of the National Navigator emerged from two key consultation phases. During 2010 discussions occurred with members of the BCA Business Indigenous Network and 10 employers including key Jawun partners such as Westpac and KPMG. It was agreed that to be successful the National Navigator database needed to be (1) Independent (2) Professional and (3) Credible and Practical. These underlying design principles were validated during the user-testing phase in 2011. a. Independent The National Navigator is an independent fact-based database with no ties or bias to any particular government program or employment support organisation. The differing view points or practices of employers are all considered valuable and worth documenting and sharing. The fact that information and knowledge are sourced from employers allows the database to remain independent. FACT Ninety-one per cent of user-testing respondents said that their company would be willing to contribute their own knowledge. All respondents said that the site had achieved its dual aims of employer-controlled content as well as quality control. b. Professional The National Navigator needs to be free from political or social bias relevant to a range of industries and businesses and contain well-researched content. It is also vital that the high-quality database content is complemented with the provision of professional support tailored advice and facilitation of specific employers initiatives. This professional package of support will be vital in ensuring the continued engagement and success of the National Navigator with employers. FACT During the user-testing process 82% of respondents said that the database was professional and all agreed that maintaining a professional service was important. 43 c. Credibleandpractical The credibility of the National Navigator database and its team is fundamental to the success of the National Navigator. Employers need to be able trust the advice and knowledge of the National Navigator so that they can implement improve or evaluate their own Indigenous employment efforts. Having all knowledge articles contributed directly by employers or generated by the National Navigator team from the direct experience of employers ensures the credibility and reliability of the knowledge. Additionally the online community of employers associated with the National Navigator further reinforces the reliability of information and for the majority of cases the employers who contributed each case study or example can be clearly identified. This enables users to contact each other for clarification and further information. Exhibit 20 Comprehensive user-testing with employers enabled by Jawun partner Cisco Systems From the outset Jawun was committed to capturing the needs of employers in designing the National Navigator system. A comprehensive user-testing process was developed and coordinated with the support of Jawun s corporate partner Cisco Systems. Conducted over the second half of 2011 a total of 19 companies and four government departments and not for-profit organisations including RA and the BCA participated in the user-testing process. The employer user-testing involved human resource managers and corporate social responsibility practitioners as well as senior executives. The testing involved the following steps 1.Onlineusertestingandfeedback Participants were guided through a number of typical searches using a prototype version of the National Navigator database. Participants were asked to record the steps they took to find the material and asked for their feedback. They were also asked questions about the benefits of the Navigator and some questions around the design and operational model. 2.Focusgroups Once the results were collated and considered two in-depth employer focus groups were held to further explore suggestions and improvements put forward during the online user testing. The focus groups also helped to confirm and refine the National Navigator s underlying design principles. 3.One-on-onediscussions Feedback from senior executives was followed up with one-on-one discussions. The Navigator will be very useful if it can reduce the amount of reinventing the wheel we have to do. We work a lot in regional and remote areas and it will be great to have a resource that will make it easier to tap into local networks find organisations to partner with and invest our pooled resources into support organisations. While I can see it will take time and companies commitment to contribute to the Navigator to build that really local knowledge the benefits in sharing that information will support all of us over time. Abbey White Indigenous Employment Manager National Australia Bank FACT During the user-testing of the prototype National Navigator 82% of respondents agreed that the site had delivered on its objectives of credibility and all respondents said that credibility is still an appropriate objective. 44 FUTURE OPERATING MODEL FOR THE NATIONAL NAVIGATOR The optimum operating model for the National Navigator involves the information database being supported by an advisory platform. This would involve skilled National Navigator staff supporting the database by synthesising content for easy reference creating practical howto guides facilitating workshops and face-to-face networking events. Obviously this type of model would involve ongoing funding. According to the employers Jawun consulted with the correct balance between private and government funding is important. The two perceived downsides of the model being fully funded by government are (1) that it would then be dependent on the vicissitudes of government funding cycles and may not be sustainable (2) it might dilute or shift the allimportant employer focus of the database leading to broader or more generic content. The likely host for the National Navigator going forward is Reconciliation Australia (RA). RA is a national organisation promoting reconciliation between Aboriginal and Torres Strait Islander peoples and the broader Australian community. It works with organisations to develop Reconciliation Action Plans (or RAPs) to turn good intentions into action. As such the National Navigator would be an excellent complement to RA s existing activities. Jawun would continue to support the National Navigator in an advisory capacity along with the BCA. CONCLUDING REMARKS Even though Jawun has been developing the National Navigator since 2009 the final few months of the project have been very busy but encouraging. Jawun has finalised the development of the National Navigator database and has worked directly with 24 major employers to collect an initial library of Indigenous employment knowledge currently including over 200 separate articles. Once it is operational the National Navigator will be a great support and guide to all Australian employers including employers starting out on their Indigenous employment journey and those companies who are further down the track with their strategies. It is hoped that this innovative and practical approach to help employers execute their good intentions will lead to significantly improved employment outcomes for Indigenous Australians. Our RAP program and our new Workplace Ready workshops have assisted many organisations to successfully employ Aboriginal and Torres Strait Islanders. Going forward we see the National Navigator as having the potential to support a range of services that RA could offer employer organisations. Knowledge will flow into and out of the Navigator database. It is a very exciting development. Chris Kirby Deputy-CEO Reconciliation Australia 45 46 APPENDIX 1 JAWUN PARTNERS Indigenous Partners Jawun supports over 40 Indigenous organisations across Australia some of which are presented below 47 APPENDIX 1 JAWUN PARTNERS Secondment Partners Funding Partners Supporters 48 APPENDIX 2 40 IN-DEPTH INTERVIEWS Governmentstakeholders Alastair Higham A g Assistant Secretary Accounting Policy Branch Department of Finance and Deregulation Ben Rimmer Associate Secretary Department of Human Services Danielle Donegan Section Manager Department of Family Housing Community Services and Indigenous Affairs (FaHCSIA) Finn Pratt Secretary FaHCSIA Gerrit Wanganeen Assistant Director Strategic Centre for Leadership Learning and Development at Australian Public Service Commission Jamie Crosby Manager FaHCSIA Katherine Gifford Assistant Director Strategic Relations and Communications at Australian Public Service Commission Kathryn Campbell Secretary Department of Human Services Laura Gooey Assistant Director Department of Defence Lee Rasmussen Department of Human Services Peter Anderson Regional Director Queensland Australian Public Service Commission Renee Deschamps Assistant Director Department of Finance and Deregulation Steve Sedgewick Australian Public Service Commissioner Terry Moran Former Head Department of Prime Minister and Cabinet Corporatestakeholders Alan Tudge MP ex Boston Consulting Group (BCG) and first Jawun secondee Ann Sherry AO Chief Executive Officer of Carnival Australia and Jawun Board Member Anthony Roediger Partner & Managing Director BCG Gamini Iddawela Group Treasury Westpac Geoff Wilson CEO of KPMG in Australia and Jawun Board Member Graham Paterson Head of Group Sustainability Westpac Lahnee White Senior Manager Westpac Matt Longo Accountant KPMG Michael Hershon Lawyer Freehills Paula Benson General Manager Corporate Responsibility NAB Ross Love Senior Partner & Managing Director BCG Australia NZ and Jawun Board Member Rupert Myer AM Chairman of The Australia Council and Jawun Board Member Tom Hughes Manager Fleet Projects Qantas Tony Berg AM Director Gresham Partners and Jawun Chairman Tony Shepherd President of the Business Council of Australia Vit Koci Project Manager Indigenous Community Partnerships Westpac Indigenousstakeholders Ian Trust Chairman of Wunan East Kimberley Nick Thomas CEO Wunan East Kimberley Noel Pearson Jawun Patron and Director of Cape York Institute for Policy and Leadership Cape York Paul Briggs OAM President Rumbalara Football and Netball Club Shepparton Paul Isaachsen Manager Living Change at Wunan East Kimberley Ralph Addis past CEO Wunan now CEO Warmun Council East Kimberley Sean Gordon CEO Darkinjung Local Aboriginal Land Council Central Coast Stephen Iles CEO Kaiela Institute Shepparton Tui Crumpen Academy of Sport Health and Education Shepparton Wendy Kelly Manager Housing at Wunan East Kimberley Jawun secondee in The Kimberley Photo Daniel Linnet PO Box A199 Sydney South NSW 1235 einfo p02 8253 3619