Northern Land Council Jobs and Careers Bridging the gap between Indigenous jobseekers and Industry for the long-term benefit of all The 5P model for success – sharing our experience Introduction OUR VISION AND THE FAMOUS “5PS” 5PS” Native The NLC Jobs and Careers service has been working with the Native Title and Land Rights legislation, five employers, governments and Indigenous jobseekers over the last five years on major construction projects Harbour. such as the Darwin to Alice Springs railway and construction of the gas plant in Darwin Harbour. improving. We have learnt a lot along the way and things are slowly improving. We have developed a model we call 5PS” presentation “THE 5PS” which I am going to share with you today in this part of the presentation in the hope that you will find it useful. OTHER SECTIONS OF THE WEBSITE: We have divided our presentations into several separate sections for sections ease of digestion and to address differing interests. NLC MINING is flourishing on Aboriginal land in the NT. Agreements by the NLC on behalf of Aboriginal long- traditional owners are being made in record time with long-term benefits for both business and landowners. employment THE PASTORAL STRATEGY: We are currently broadening our approach to Indigenous employment and by short- training to include not only major construction projects which by their nature are short-term and finite, but long- pastoral. also to include long-term strategies with specific industries such as mining and pastoral. The Pastoral separate strategy, which is also based on the 5Ps, is the subject of a separate presentation with a link on this website. THE NEXT GENERATION: Hand in hand with this we are aiming to increase the engagement of young drift people through a variety of different approaches to stem the drift towards welfare dependency . FUTURE PROJECTS AND STRATEGIES: ECONOMIC INDEPENDENCE: All together, we hope that these strategies will help break the short-term the short- jobs stop/go work cycle which can develop and provide continuity of jobs and career pathways to Indigenous people so they can gain control of, and improve their lives in the long term, through economic independence. Bridging the gap What we are not is an agency who “simply” places Indigenous people in jobs. What we are is a service with people who listen to, and understand, both the commercial imperatives and needs of industry and the aspirations, needs and cultural imperatives of Indigenous jobseekers. Bridging the gap Our vision is to provide a service which bridges the gap between Industry and Indigenous jobseekers to promote better understanding. Better understanding by both sides = better long term outcomes for everyone and it is an essential step in the process of achieving economic independence for more Aboriginal people. OUR VISION …to act as a bridge between business and Indigenous people to change attitudes and perceptions on both sides, leading to a long-term improvement in opportunities and living standards for Indigenous people through economic independence and thus a better future for all Australians. THE DIAGRAM EXPLAINED At the base, a solid foundation of guaranteed “real” jobs and career-path opportunities is essential to build a sustainable, life-changing future. However, on its own, this will not bring economic independence or a real improvement in lifestyle for Aboriginal people. All too often, there is a chasm between the needs, expectations and understandings of employers and Aboriginal jobseekers. For sustainable success, someone must bridge this gap by listening to the needs of both sides and filling those needs. The development of this role and our “5Ps” model has been the key to our success. We design customised training to meet the commercial imperatives of any specific workplace coupled with as-long-as-it-takes support and mentoring for employers and workers alike. A better understanding by both sides will improve the chance of economic independence for Aboriginal people and better outcomes for all. Our Vision – diagrammatic metaphor explained! Our diagram, which has been likened to Sydney Harbour Bridge or the Parthenon (Greece), represents a way for Indigenous people to achieve economic independence with the assistance of our Jobs and Careers service (JACS) and the 5Ps model. long- The FOUNDATION upon which this building is based is real, long-term jobs and careers. If the term. foundation is weak, the building will not remain in the long term. including The PILLARS supporting the building represent the service we provide including support and mentoring; skills acquisition (training on and off the job) and setting things up to be sustainable for generations to come. Without them all above will collapse. The TWO CIRCLES represent the two sides involved – industry and Indigenous people. Careers The BRIDGE linking them, stands for the liaison role of our Jobs and Careers service (JACS) which is industry bridging the gap between the two by listening to the commercial imperatives of industry and the needs, gap” aspirations and cultural imperatives of Indigenous people. “Bridging is gap” is a key concept and is what makes our service unique and successful. As each side comes to better understand the other, there will be better outcomes for all Australians. At the TOP sits the roof, the dream, the sky, the goal, the point of it all – economic independence for one’ Indigenous people and the benefits this brings: control over all aspects of one’s own life, breaking the brings cycle of the hopelessness and despair that welfare dependency brings to many and a future with a purpose for the children both culturally and financially. Bridging the gap with the 5Ps So what have we learnt? We’ve put it all together in what we call out “5Ps” model. We have found that if we follow the 5Ps we get the results both in major construction projects and in our new industry-based strategies. The 5 Ps 1. Provision of jobs via ILUA and Model other agreements 5. Project Management 2. Partnership of JTM formation plan Long-term, “real” JOBS 4. Planning: for training and 3. Preparation mentoring Worker (JTM) The 5Ps in more detail P1: PROVISION OFJOBS Using leverage afforded by the ALRA and Native Title Act, the Land Council first secures a guaranteed number of specific, identified jobs for Indigenous people on major projects in the Top End, with details of the exact requirements of the company for each job. This must be matched by a commitment to adequate funding for staff to implement 5P plan. P2: PARTNERSHIP FORMATION NLC and industry bodies – pastoral, mining, construction etc - form a genuine partnership and agree to implement a long-term strategy which benefits the pastoral industry and Indigenous job candidates. P3: PREPARATION This involves getting quality information and data of the company’s needs, for two purposes. To inform job candidates of the realities of the job enabling them to make the right career choice. To design to project specific plan. P4: PLANNING A project-specific, pre-job, skills acquisition and mentoring (JSAM) plan is designed. This helps guard against individuals being given inappropriate short-term employment or irrelevant training, and provides the employer with a “job ready” candidate. P5: PROJECT MANAGEMENT of (JSM) Plan. JSAM = Jobs, Skills Acquisition and Mentoring. The Land Council manages the implementation of the employment, training and mentoring (JSM) plan from commencement to completion, with employees completing Australian Quality Framework (AQF) modules towards their apprenticeships along the way. AQF 3 level is a fully-qualified tradesperson. Provision of jobs via ILUA and P1: Provision of other agreements Project Management Partnership of JTM formation plan Long-term, “real” JOBS Planning: for training and mentoring Worker (JTM) Preparation of worker Jobs OUR TIP P1: P1: Provision of guaranteed jobs Get it right in the This is the foundation on which everything else is built. Without Without Land Use Agreement this, it is not really worth starting, as Rio Tinto report stated (see later). by making sure jobs This is where the Native Title legislation (and for the NT, the are part of it. Land Rights legislation) comes in with drawing up of the Land Use agreements for developments of and on Aboriginal land. Unfortunately we cannot rely on goodwill alone, and until A specified number wishy- understanding improves on both sides, well meaning but wishy- washy statements like “we will endeavour to maximise Indigenous employment” are not going to improve much for employment” and type of jobs and anyone in the long term. total long-term As in s mnay walks of life, it is legal muscle which counts so set the number and type of jobs and the funding necessary to funding MUST be manage the project in concrete. included. Provision of jobs via ILUA and other agreements Project Management of JTM plan Long-term, “real” JOBS Partnership formation P2: Partnerships Planning: for training Preparation and of worker mentoring Worker (JTM) You can’t do it all yourself Form and nurture good partnerships with whoever is out there – the companies you’re working with (may have identified liaison person); the employer; RTOs; industry rep bodies; job network members; youth service Duncan Beggs: Top industry consultant (ADrail, McMahons, Territory Iron) who has been working with us for over six years providers - whoever on major projects is more than happy with the service provided by the “Jobs and Careers” service. Our Tip P2: “The NLC service has relieved the project management from the difficult task of Identify individuals in identifying and locating appropriately-skilled the organisations who Aboriginal personnel. It has meant that are genuinely interested management do not have to resolve cultural issues, that is done by the NLC and its leaves in helping, and keep management free to concentrate on their talking to them project responsibilities.” P2: Partnerships continued We work with Charles Darwin University (CDU) to provide flexible courses which we design for the employers’ needs Territory Construction Association* (TCA), Charles Darwin University CDU) and NLC flags all represented at graduation presentation for welding course. Raymond shields receives certificate from NT Education Minister Syd Stirling. *Territory Construction Association is the Working Together: NLC project officer peak body for the construction industry in David Ross and Territory Construction the NT. We have worked with them on Association’s Kirk Grant overseeing the many major projects Hospitality course for Timber Creek women at CDU Palmerston campus. P3: Preparation: Provision of jobs via ILUA and other agreements Project Management Partnership of JTM formation Bridging the gap plan Long-term, “real” JOBS Planning: for training Preparation and of worker mentoring Worker (JTM) This involves getting quality information and Our Tip P3: data of the company’s needs, for two purposes: •Don’t allow yourselves to be To inform job candidates of the realities rushed by the employer BUT of the job enabling them to make the right career choice. you must listen to the needs and commercial imperatives of To design a project specific plan. the employer as well as This is why we must have a long lead in Indigenous needs, aspirations time. For example, if employers need and cultural imperatives. 3 qualified welders we have to design a specific Jobs, Training and Mentoring (JTM) plan to upskill local people to fill these jobs. Get the job profile information as early as possible to prepare properly Provision of jobs via ILUA and other agreements Project Management of JTM plan Long-term, “real” JOBS Partnership formation P4:Planning - JTM plan Planning: for training Preparation and of worker mentoring Worker (JTM) In many cases the employer needs and local workforce skills do not match, especially in remote areas so a detailed Jobs, Training and Mentoring (JTM) plan has to be designed, specifically for each project. This is why we need a long Graduates from welding course set up on back of lead in time, resources to major construction project - the gas plant in Darwin harbour. make it happen and good This was tailor-made to fit industry and jobseeker partnerships. needs. P4: Planning – JTM plan The Raymond Shields’ Story – an example of how the 5Ps model works in practice. The employer, Bechtel, told us they would only take 3rd-year apprentices for welding at the construction of the gas storage plant (a $2 billion project the biggest tank in the southern hemisphere by the way). We had a list of Indigenous people who were keen to work at the gas CDU lecturer Dave Cook with NT plant but none had the necessary Education Minister Syd Stirling and three experience and skills so, with partners welding graduates, Ben McCoy, William TCA and CDU we designed a course to McCoy, Alan Angus get them “job ready”. It required a huge commitment from participants. ALL got jobs at the end of the course All completed the course and all got jobs at the end. Raymond Shields Success story: from dole queue to AQF 3 via the NLC …Raymond shields . “I think the reason we all did the training was because we could deal with people we knew at the NLC for everything……………if we’d had to go direct to Bechtel for an interview we would have had buckley’s of getting a job to start with,” says Raymond. “At the beginning we were all in a class together at CDU and everyone helped each other. The NLC would help with things like transport, paperwork and work clothes and they came out Our Tip P4: Aim high and talked to people when they felt like giving We offer our apprentices the chance up which helped them to keep going. We also to get to Australian Qualifications knew there was a definite job at the end of it, Framework (AQF level 3 is the which also kept us going,” remembers Raymond. tradesmen’s qualification) if they want. “When we got on-the-job at Bechtel, the blokes They receive tradesmen’s wages and were friendly showed us all the tricks of the could work anywhere in Australia, or trade once they could see we were keen.” the world. Provision of jobs via ILUA and other agreements P5: Project managing Project the JTM plan Management Partnership of JTM formation plan Long-term, “real” JOBS Planning: for training and Preparation mentoring Worker (JTM) The follow through of managing the JTM plan is why we need proper resources – this means money Duncan Beggs: Top industry committed over the long term consultant (ADrail, McMahons, Territory Iron) who has been working with us for over six This is one of the areas which makes the difference years on major projects is more than happy with the between success and failure. service provided by the “Jobs and Careers” service. Indigenous workers have just had a big win this month with the agreement reached as part of the Indigenous Pastoral Project (IPP). We believe this is the first time that all the necessary elements are coming together to really make a difference in the long term. “The thing that makes the difference is that the NLC five- This is why the five-year commitment to the employees have a strong personal commitment to ensuring the pastoral strategy (coming next) is so is so amazing. success of the Aboriginal people employed. They provide the on-site and off-site support crucial for Aboriginal employees to overcome any problems or issues which many arise. Our Tip P5: Don’t give up! This is often after hours and unseen and in my view this is the element that makes the difference with the NLC approach and Even when it seems like you’re not why it is successful.” April 2006 getting anywhere. It’s worth it to help change lives. MENTORING AND SUPPORT – BUILDING BRIDGES This is the bit that funding bodies tend to skimp on but it is the difference between long-term success and high drop out rates. If we seriously want to help Indigenous people take control of their lives, it is not enough to simply say “here’s a job, go and do it” and then be surprised when it doesn’t work out in the long term. BOTH SIDES of the equation need support: the employers, who are often under a lot of commercial pressure and don’t have time for training and mentoring the Indigenous workers, who may be new to the industry or job and may have their own pressures to contend with. This is “bridging the gap” for a better understanding and it takes a long time, empathy, commitment above and beyond the 9 – 5 scenario and long-term funding. Results Some of the projects we have been involved in have been more successful than others, but: in ALL cases there have been jobs for Indigenous people which would not otherwise have been there and in most cases we have far exceeded national benchmarks for Indigenous employment Results so far: on major projects We are particularly proud of our track record in 3 key areas: 1. Raising the number of Indigenous people employed as a percentage of the total workforce 2. Conversion from training to jobs 3. Retention rate of trainees and employees Participation rate of Indigenous people in the workforce I’d like to share a view from a guest on the ABC’s 7.30 report last year (14/06/2005) who felt it was “shameful’ that the employment rate of Aboriginal people was not keeping pace with their % of the population (28% in the NT overall, up to 100% in some communities). “I consider it iniquitous that the principle of employing Indigenous people at the same percentage they are represented in the local community in which you are operating your business, is not being replicated in the rest of Australia. I think that the application of that principle is something that corporate Australia should be ashamed of not applying ‘cos it can be done”. You may be surprised to learn this comment was made, not by a left-wing extremist, but by Brendan Hammond, Managing Director of Argyle Diamond mine in the Kimberley. After taking over the mine he increased Aboriginal participation in the mine workforce from 0% to 25% and is aiming for 50% over 7 years. He is aiming high and not giving up. A great example to us all. Results: 1. Participation rate 1. raising the % of Indigenous workers on any given project (4 times national benchmark: Kaufmann report 1998) 45 40 35 30 National Benchm ark 25 10% Sleeper factory, railw ay 20 Bradshaw Station 15 Booto Creek initial 10 Booto Creek projected 5 0 98 00 01 02 03 04 05 Indigenous workers at 19 20 20 20 20 20 20 JOBS: Our RESULTS tell the story……….. Katherine Railway Sleeper Four (4) times better than the national average…% Job Factory – 40% + of workforce participation. Job participation rate of Indigenous people on major projects as a percentage of the workforce Evidence of much training being a waste of time and money From point of view of Indigenous people – Commonwealth Grants Commission “There is a widely held perception among Indigenous people that much of the training delivered to them in the past has been ineffective and has not led to employment. [This] has reduced their incentive to undertake further training. ... The poor employment outcomes of Indigenous training graduates compared to non-Indigenous graduates are evident and appears to be widening.” This is why it is so important to nail down commitment to specific number of “real” jobs in any Land Use Agreements – not CDEP or government funded – and not wishy-washy general statements. . The Land Council has been able to capitalise on its longstanding relationship with Aboriginal people and communities in our region to overcome these bad experiences. Credibility. From the point of view of Industry – Rio Tinto report “Publicly funded training is neither timely nor targeted” –  Training must be demand driven, locally determined and locally available. Training needs to result in employment outcomes and is not an end in itself.  Our model addresses this criticism. Funding: insufficient and impractical amount based on inadequate unit costs; multiple sources; complexity of application guidelines and administration and acquittal of funding; delay of delivery.  Commonwealth Grants Commission: Report on Indigenous funding 2001,. Canberra. (page 218).  Rio Tinto – Submission to the House of Representatives Standing Committee on Aboriginal and Torres Strait Islander Affairs Inquiry into Indigenous Employment. May 2005, page 16  ibid page 21 Results: 2. Conversion rate National benchmark 80 2. our conversion rate 70 60 Engineering Cert 1 (NLC) from training into jobs 50 40 Engineering Cert 2 (NLC) (60% greater than the national Construction Cert 1 (NLC) 30 average: TAFE figures) 20 Construction Cert 2 (NLC) 10 Hospitality Cert 1 (NLC) 0 Jobs Hospitality Cert 2 (NLC) Courses in 2003/4 to as part of the Gas Plant agreement. Construction trainees and welding trainees: of 28 graduated and 28 were placed in “real” jobs (non- CDEP: remote areas is another issue) Results: 3. Retention rate 3. our retention rate of Indigenous people in training and jobs: we have 80% - 100% on all courses. Our trainees tell us they stay because: The way the courses are set up – good atmosphere, good trainers, support and help from Timber Creek Women on the Certificate 1 in Hospitality course as part of Bradshaw Field NLC’s Jobs and Careers service Training Area (BFTA) project. All nine with transport, paperwork, any women completed the course successfully. other issue They know there is a definite job at the end of it To recap what we have learnt: The 5Ps - Our 5 Top Tips Tip P1: Provision of Jobs Use the legal power of Native Title and get it right in the Land Use Agreement: Make sure someone is keeping an eye out so a specified number and type of jobs and total long-term funding are included in the agreement. Tip P2: Partnerships Identify individuals in the organisations who are genuinely interested in helping and keep talking to them. It takes a long time to change engrained attitudes and you need help on the inside. Tip P3: Preparation Don’t allow yourselves to be rushed by the employer BUT listen to the employers’ needs, as well as Indigenous needs and aspirations. Get the job profile information as early as possible to prepare properly. Tip P4: Planning Aim high: We offer our apprentices the chance to get to Australian Qualifications Framework (AQF) level 3 which is the trades’ qualification if they want, and they can work anywhere in Australia or the world. Tip P5: Project management of JTM plan Don’t give up! Even when it seems like you’re not getting anywhere. It’s worth it when you see people turn their lives around and it’s a must for the next generation.
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