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Top Careers Jobs Needs

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									               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.”[1]

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” – [2] Training must be demand driven,
locally determined and locally available. Training needs to result in employment outcomes and
is not an end in itself. [3] 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.
[1] Commonwealth Grants Commission: Report on Indigenous funding 2001,. Canberra. (page 218).
[2] 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
[3] 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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