As a result, our membership has ballooned to nearly 120,000.  It’s a great result and it’s just the start.  But we also understand the importance of staying in touch, so we asked Auspoll to run an online survey to find out how you, our supporters, think GenerationOne is travelling.  Thanks to everyone – more than 2100 people- who took the time to participate.  It’s a good way to make sure out compass continues to point in the right direction.

A positive approach

Being part of GenerationOne means that 68 per cent of you know more about the issues facing Indigenous Australians, particularly the harmful impact of disadvantage and the importance of education and employment.  We earned a big tick for taking a positive approach, for working towards better opportunities for Indigenous Australians and for being proactive and action-orientated.  Most supporters (59 per cent) say there is nothing to dislike about GenerationOne.  There were some criticisms – 5 per cent wanted more opportunities to help make a difference and 3 per cent would like more events in their areas.

There is a strong desire for success stories that can be shared and for information about ways of improving Indigenous education, training and employment.  You want to know how to become involved but, in an intriguing contrast, the number of people willing to become highly involved with GenerationOne has levelled off since last year.

Understanding the issues 

The survey shows a high level of understanding about the barriers to work for Indigenous people, such as the lack of job-specific training (named by 65 per cent of supporters), lack of support or mentoring (63 per cent) and the fact that many Indigenous people live in areas where there are no jobs (65 per cent).

There is also a gulf between GenerationOne supporters and the wider community when it comes to understanding the reasons for high levels of Indigenous unemployment.  General community research conducted this year for GenerationOne shows that most Australians believe the responsibility for high unemployment lies with Indigenous people – for example, 56 per cent of the community believe that Indigenous people do not want to work, compared to just 11 per cent of GenerationOne supporters; and only 36 per cent of Australians think prejudice and racism is a major impediment (51 per cent of supporters).  Two-thirds of you agree that finding a job is more difficult for an Indigenous person.

The great majority of you (80 per cent) believe that non- Indigenous Australians should contribute towards improving Indigenous participation in employment, in stark contrast to 28 per cent of people in the wider community.  And 86 per cent of you expect business leaders to play a pert compared to just 32 per cent of the general community.

These significant differences underscore the importance of the work we are doing together to raise awareness about the reasons for Indigenous disparity and to generate real jobs bakced by targeted training and mentoring.

Looking to the future 

When asked what GenerationOne should do next, you said “keep on doing what you are doing”, build a greater media presence and lobby more politicians.  There was overwhelming support (98 per cent) for formal recognition of Indigenous Australians in the Constitution, more that 80 per cent of you want GenerationOne to campaign on the issue, and 61 per cent would join the campaign.  But there was bad news for our politicians.  Very few of you – just 14 per cent – believe the Federal Government is doing a good job in providing education, training and employment for Indigenous Australians.

Indigenous supporters said the best thing GenerationOne could do was to prioritise education, training, job creation and raising awareness – which tells us we are right on track.

We also asked Indigenous supporters about the importance of practising Aboriginal and Torres Strait Islander culture, and more than 80 per cent of Indigenous people in the wider community, indicating that those who feel strongly about their heritage are more likely to join groups like GenerationOne.

When asked about the role of Indigenous community controlled Organisations (ICCOs) in ending the disparity, more than half you you said the ICCOs help advance self determination and allow Indigenous people to control community services.  However, one-third of you were unsure what an ICCO does.

Keeping the channels open 

Surveys help us feel the pulse of our membership.  Since GenerationOne was launched in March last year, 77 per cent of you have learned more about Indigenous culture and 70 per cent have shared that with family, friends and workmates – a great way to raise awareness of Indigenous issues.  More that half of you have invited a friend or colleague to join GenerationOne and many more of you are shopping at Indigenous businesses.

The GenerationOne website is the most popular point of contact but you also hear about us on TV, radio and in the newspapers.  And many more of you have met the GenerationOne team at public events this year.

So, thanks again.  Your feedback will help inform our planning for the months ahead.  Your commitment to achieving equality for Indigenous Australians and your involvement in our campaigns – even if you only have time to read our emails – means that, together, we can help build a better life for all Australians in just one generation.

The West Australian Symphony Orchestra, Black Swan State Theatre Company, West Australian Opera and the West Australian Ballet each received a portion of the 650,000 shares from the Forrest family, currently valued at $3.64 million.

Mr Forrest said he hoped the gift would help Western Australia’s four major performing arts companies to grow and develop. “We are fortunate in Western Australia to have an exciting and dynamic arts community and are delighted to support our local arts companies and help them to continue to bring performing arts of the highest calibre to all West Australians,” he said.

“Nurturing and supporting local arts companies is essential to maintaining and sustaining a strong and vibrant arts sector here in WA,” said WASO Chief Executive Craig Whitehead. “Together with our colleagues, I am very grateful to Andrew and Nicola Forrest for this generous donation which will assist WASO in developing our private giving program and ensuring financial sustainability, particularly during difficult economic times.”

“Arts companies, like all non-profit organisations, require philanthropic support to be able to continue to be a part of a thriving arts community,” Mr Whitehead explained. “Each of WA’s major performing arts companies rely on income from ticket sales, government funding and corporate support in order to survive. However it is not enough and philanthropic support is becoming increasingly important. The gift made by Andrew and Nicola Forrest will make a real difference to each company’s ability to grow and develop.”

Kate Cherry, Artistic Director of Black Swan State Theatre Company said, “Andrew and Nicola Forrest are true Australian champions in providing this amazing support to Black Swan State Theatre Company during an unprecedented period of growth in our inaugural year at the new State Theatre Centre of WA.”

Each company intends to utilise their gifts in different ways. WA Ballet General Manager, Steven Roth, concurs with his colleagues that this gift is very generous and highlights the strong leadership shown by Andrew and Nicola Forrest with regard to private giving in WA. Some shares will assist in the completion of the new ballet centre in Maylands, as well as longer term capacity by providing a strong base for the Company’s endowment.

Carolyn Chard, General Manager of West Australian Opera said, ‘The board and management recognise the significance of this contribution which adds great comfort to the company’s ability to plan for the future. Andrew and Nicola’s personal interest in our companies together with their leadership gift and their desire to make a difference in the cultural sector in Western Australia is greatly appreciated.’

For more information please contact:
Paula Schibeci
Public Relations Manager
West Australian Symphony Orchestra
Tel: (08) 9326 0061   Mob: 0417 915 235
schibecip@waso.com.au

Businesses, large or small, are vitally important in the fight to overcome indigenous disadvantage and the change can start small. In the beginning, it might be a couple of employees here and there, holding down jobs on equal terms with any other employee; no free ride will do—this has got to be business.

Over time, social change will come about one person and one household at a time.

Indigenous Australians should stop waiting for someone else to fix things. We should take action at a personal level and dream of a better life—in this lifetime. For some, that will mean getting a job. For others it will mean an end to acceptance of second-rate conditions.

The trick is for us to see ourselves as equals and then work out the steps to get there. After all, isn’t that how social change starts—just with a handful of people wanting a better life and doing something about it?

Dependence on government has proven to be unhelpful and we will never see social improvements in our lifetime if we wait for all indigenous Australians to reach some sort of consensus on what to do.

For decades, indigenous people have been indulged through various political distractions and smokescreens so as a nation we have avoided tackling the wicked problems that confront us. Between the bureaucracy and despair it is no wonder things went badly in the first place and are now taking too long to improve.

I cannot accept that the solution to overcoming indigenous disadvantage relies on more dollars—the dollars always come with strings and some of those strings may be very poorly conceived. Instead, I believe, the solution is to be found at a very personal level.

The problems of outback indigenous people are complex and it is important we do everything we can to solve them. But just for a moment, let’s focus on the 80% of indigenous Australians who live in the towns and cities, mostly around the coast.

Australia is enjoying a strong economy and low unemployment, so it seems logical that urban indigenous people should be able to participate in that economy by teaming up with the business sector. But, you might say, if it was as easy as it sounds, then surely it would have happened by now. The reality is that both indigenous people and mainstream businesses need assistance to work together to overcome some very real social obstacles. These obstacles are significant, but not insurmountable.

Collectively, we could change our outlook and instead of emphasising the negative of indigenous unemployment we could develop ways to connect business with an untapped indigenous workforce. Successful businesses grow by overcoming obstacles, so it makes sense to apply the same sort of dedication to overcoming indigenous disadvantage.

We can take the problem and redefine it as a type of supply and demand. To address the supply, we need to get urban indigenous communities ready to participate in the workforce.

At the same time, to address the demand, we need to work with employers to refine their processes so they are better equipped to attract and retain indigenous workers. There’s nothing special here, it’s just really good human resource management. And in the middle of this, there is a genuine role to be played by government and non-government organisations to provide services to help people make the transition out of welfare and into the real economy.

In a culturally diverse marketplace, it makes good business sense to have a diverse workforce if that helps improve market share. When there is a labour shortage, it makes good business sense to have access to the broadest possible pool of workers.

In the future that I want to see—and sooner rather than later—there will be a decrease in dependency on government and less need for separate systems and services as more indigenous people move into the economy.

The mainstream system of representation can be applied to all Australians—including indigenous Australians. Instead of duplicating systems of representation (and at the same time running the risk of repeating failures of the past) we could cast aside the false hope that governments are able to fix all the problems of indigenous Australia. Instead of worrying about the next welfare payment, people will (as is proper) be more worried about their next holiday or big household purchase.

Right now, without having to wait for government or anybody else, businesses of any size can make a start by hiring indigenous people. Sure, many indigenous people will need some help to move into the economy. But there are processes available now to tackle both the supply and the demand. Substantial social improvements will follow.

As Andrew Forrest said last week at the National Reconciliation Forum: “What stands between us and success? Just us.”

Wesley Aird
This article first appeared in The Age, 24 June 2008
Wesley Aird is a member of the Gold native title group, a board member of the Bennelong Society and convener of The Working Group.

Fairbridge runs a myriad of programs and services for young people and has partnership agreements with dozens of other youth organisations. Fairbridge works with children with a disability, young people at risk, young people with drug problems, the unemployed, young people in our justice system, young people who are struggling with life, indigenous young people and refugees, through to gifted young people. Fairbridge helps young people reach their full potential and bring about long term positive sustainable change in their lives.

Fairbridge uses a holistic approach to working with young people and their families. Services provided range from mentoring, leadership development, life skills, accommodation, education, accredited training, employment opportunities and adventure camps.

Fairbridge also offers:

• Adventure, cultural and environmental team-building activities

• Accredited and facilitated training courses

• Camps for schools, religious, corporate and community groups

• Historical tours and day trips

• Significant regional events and festivals

• Heritage listed cottage accommodation for 350

• Coordination and fully catered weddings and special occasions

• Corporate conferences, functions and events

• Wheelchair friendly holidays for people with disabilities.

All income goes back into creating more opportunities for young people.

Much of angelhands work is the result of the efforts of 15 – 20 dedicated volunteers, who so generously give their time and share their skills. Their efforts both administratively and on various projects go toward helping angelhands to support people affected by homicide and serious interpersonal violence.  Furthermore, angelhands has ongoing partnerships with a number of external organisations, all of which assist it to progress its aim to promote and encourage community awareness and responses conducive to a person’s recovery from trauma and positive experiences of the criminal justice system.

To find out more about the valuable support offered by angelhands, head to their website at www.angelhands.org.au

The con is when Aboriginality is exploited for personal or organisational benefit and it is permitted by either weak, ineffective bureaucracy or an uncritical mainstream Australia. The con operates on a national scale and there are perpetrators and victims on both sides of the cultural divide.

The 2020 Summit saw a revival of the con artists. The same old personalities attempted to hijack the debate and put governance and recognition above overcoming the social scourges affecting Aboriginal people around the country. It is a warped set of priorities that would have symbolism more important than overcoming substance abuse and improving household safety, education and economic participation.
It is easy for well-known personalities to remain at the podium delivering tired old rhetoric. But indigenous Australia has heard that message a thousand times in the past two decades and it isn’t improving anybody’s life. Sadly, there is an industry built around indigenous affairs and many of the stakeholders will fight tooth and nail to keep the status quo.

We now need technically effective programs to overcome indigenous disadvantage. The time has come to call the real problems for what they are and to remove the false barriers.

The old style of administration in indigenous affairs has been marred by a game of dishonesty played by both sides of the cultural chasm. The game is played where there is a benefit to be obtained by one side so long as it is not questioned by the (usually all-too-compliant) non-indigenous accomplice. The perpetrator of this trick is hiding behind a “cultural curtain” and is telling non-indigenous Australians to have absolute trust in everything they are told by an Aboriginal person because, so the scam goes, anything less would be offensive or culturally inappropriate. It establishes a form of behaviour whereby a notion of culture, be it romanticised or perverse, is given greater importance than the lives of human beings.

Such behaviour is dangerous at a societal level. There are millions of mainstream Australians who want to believe in and support the indigenous cause. But offering support without questioning the real priorities is not helpful. Many have been tricked into directing energy into peripheral issues. Instead of being angry when they see shocking images of poverty, neglect and abuse, so many people have allowed themselves to be convinced by high-profile Aboriginal people that they should instead be focusing on representation and some sort of treaty. It is time for mainstream Australia to be critical of the old messages.

At the policy level, the effects are devastating as each year millions of dollars are wasted either on or by indigenous people who trade off their culture for personal or family benefit. Sadly, many non-indigenous bureaucrats either contribute to, or won’t do anything about, this corruption. The defence is a misguided belief that such behaviour is a matter internal to the indigenous community or somehow is founded in Aboriginal culture.

Many policy solutions are wrongly personality-based rather than delivering measurable improvements. Instead of being sacked, the architects of these policy failures just do the rounds. There is a small sub-industry in indigenous affairs of bureaucrats who move from department to department or from one level of government to another. The result is that Aboriginal Australians suffer under soft social programs hopelessly incapable of solving complex technical problems. Politicians wanting to “do the right thing” make the easy or popular decisions rather than address the core problems, and year after year the scam continues.

There are many high-profile indigenous people who continue to benefit through this form of theatre in front of the uncritical masses. The past 20 years appear to have been a wasteland in terms of practical leadership and innovation. However, during this era, many so-called Aboriginal leaders have had the ear of the federal, state and territory governments, they have had access to big business and they have been well funded without having to produce an outcome. Opportunities, goodwill and billions of dollars have been squandered.

The common rule for sport and business is that you either perform or you are replaced. That is how teams and companies maintain a path of improvement. But for some bizarre reason this rule doesn’t apply to indigenous affairs. Instead foisted upon us year after year is the same technical incompetence.

It’s time for a new approach: eschew the personalities and tackle the problems.

As a nation our goal should be to overcome indigenous disadvantage within 10 years; to say it is going to take a generation to turn around is defeatist rubbish. I would suggest anyone advocating change over a generation or two is most likely trying to secure their own working future through into retirement (or maybe they are doing a post-doctoral longitudinal study of an indigenous community somewhere).
It is time to apply technical solutions to technical problems. Under the new approach we need people with the technical capacity to bring about substantial and sustainable improvements. The people with the necessary skills may not be Aboriginal and no doubt this will horrify the old guard. The important thing is to get the right skill set. Highly influential indigenous leaders will resist this at all costs, as it will undermine their profiles. But we must be able to recognise a con.

Change will not come any time soon unless we cast aside failed ideologies of the past and programs that cannot demonstrate measurable improvements. Community-level solutions are required to address substance abuse, improve education and enhance economic participation. It may well be that some form of representation is necessary if it is connected to community-level solutions, but let’s not have the tail wag the dog; the last thing we need is a reinvention of Aborigines Talking Shit In Canberra (ATSIC).

I would suggest the real action doesn’t even happen in Canberra. It is the states and territories that have carriage of responsibility for the important day-to-day services which have the greatest influence on the quality of life for indigenous people. Even though most self-respecting activists probably love to hate the federal Minister for Indigenous Affairs, it is the states and territories that deliver (with varying degrees of success) services such as policing, health, education and housing. When these services are neglected, entire communities suffer and people live without hope.

This is another example of the misguided outcomes from the 2020 Summit. The summit’s emphasis of federal bipartisan support for indigenous affairs is not all that relevant, considering it is the Labor Party heads of states and territories that are consistently under-performing through ill-conceived, ad-hoc programs designed to market action rather than actually solve problems. In each jurisdiction substantial changes are needed to their methods of operation.
There’s not much the federal Opposition Leader can do about that. Under the new approach we need to hold accountable the states and territories.
The paralysing effect of consultation is yet another problem on the list of con jobs that must be managed. The trend in recent years has seen indigenous programs subject to debilitating consultation, as if for some reason Aboriginal communities must reach consensus on all matters. Granted, there are plenty of instances where consultation will improve the effectiveness of a project, however there needs to be a balance between the legal or business outcomes and the benefit of imposing additional time and costs. There isn’t much time to build strong communities when people spend their time in an unending stream of meetings.

Under the new approach we need to hold accountable Aboriginal leaders of communities and organisations. Within their membership or geographic area there must be performance outcomes in the fight to overcome disadvantage. There should be no latitude when people attempt to hide behind or exploit culture while spending taxpayers’ money.

If there is any bureaucrat that questions whether such accountability is appropriate in Aboriginal culture, then we will know the old confidence tricks are still alive and well.

Next time you are at an event and an indigenous person is expounding a course of action; ask yourself who is the real beneficiary and whether what they are proposing will help build safe, vibrant and economic communities.

Wesley Aird
This article first appeared in The Australian, 28 April 2008
Wesley Aird is a member of the Gold Coast Native Title Group and a board member of the Bennelong Society.

Ngala is in contact with approximately 50% of families giving birth in Western Australia every year. Each year about 37,000 families benefit from Ngala’s holistic service approach that covers a range of needs from information, education, family support and early learning and development services including child care, through to therapeutic, individual and family group interventions, including those where children are at risk.

To find out more about Ngala’s services or to make a donation to assist with their wonderful work, head to http://www.ngala.com.au/

Only 24 per cent believe greater access to healthcare, housing and financial assistance is the best way to improve lives.
Research to be released today by GenerationOne, a not-for-profit organisation established by billionaire miner Andrew Forrest, also found two-thirds of Aborigines believed inadequate training and lack of qualifications were a barrier to a career.

When he established the Australian Employment Covenant, Mr Forrest set a target for industry to hire 50,000 indigenous workers. He has now expanded that campaign into GenerationOne to encourage mainstream Australians to become involved in the jobs and training initiative.
In the GenerationOne survey, conducted by Auspoll, indigenous and non-indigenous Australians were asked to identify barriers to employment and careers.

An overwhelming majority, 76 per cent, of indigenous respondents believed the best way to address disadvantage was to provide education, training, mentoring and employment. In the general community, 88 per cent of respondents agreed.

Nearly half the indigenous respondents nominated poor understanding of the formal and informal rules of the workplace as an employment barrier. Sixty-three per cent identified not having the right training and qualifications for the job.

A further 52 per cent agreed that not having the right training was a major contributing factor to unemployment, while 57 per cent named not having someone in the workplace to help them settle in as a career barrier.

“This research demonstrates the pressing need for job readiness, training and support to be aligned with available jobs as demand for indigenous workers increases,” said GenerationOne chief executive Tim Gartrell.

“The gap between job readiness and available jobs is an issue employers consistently raise with the Australian Employment Covenant.”
Three months ago Action Industrial Catering hired indigenous liaison officer Vanessa Heng to mentor Aborigines. The Perth-based company now has seven Aborigines working across the business.

“We come across so many barriers: health problems, no driver’s licence,” Ms Heng said.

“If they show they want to go further we work with them to make it happen.

Patricia Karvelas
From: The Australian
May 24, 2011 12:00AM

A proud, young Wiradjuri woman, Georgina grew up and completed school at Dubbo, the first in her family to finish school and the only Indigenous student in her final year.

“It is difficult as an Indigenous person to go ‘one-out’,” Georgina says. “I didn’t have a single Indigenous friend at school when I finished, which made it harder, but the careers teachers and mum and my family helped me through,”

“I can understand how Indigenous people get trapped by unemployment. Lack of education is much of it and when you grow up, you see parents and Aunties and Uncles who didn’t finish school and didn’t have jobs. It’s easy to think that if they didn’t need a job, you don’t need to either.”

When she left school, Georgina worked in Canberra, in Aboriginal Juvenile Justice – which she said was insightful – and then at the Koomarri Centre helping find jobs for disabled people. When she returned to Dubbo she was a receptionist at the Council and an Aboriginal Medical Centre.

But the job she loves came when her Job Services provider told her about Big W’s innovative new Indigenous employment program, run by Diversity Dimensions, which was a month long training and selection process that had real jobs on offer at the end.

“It made a real difference,” Georgina said. “There were real jobs and we went through the process together helping each other along. Our bosses came in early and made us feel welcome and we knew that if we put in the hard yards it would pay off.”

“It was like a month long interview, but Big W provided training in a way that worked for us. They treated us with respect and in turn made it clear that we had to work hard to earn the jobs.”

Assistant Store Manager at Dubbo, Chris Darcy, says ground breaking recruitment and training process is the best she has ever seen.

“This partnership between Big W, local employment services provider OEC, the Aboriginal Employment Service and Diversity Dimensions – not to mention 13 great and willing jobs seekers, has worked for everybody.’

“We originally only had 9 contracts for the starting group of 14, but we so pleased with the commitment and quality we offered 8 permanent contracts and 6 casual contracts,” Chris said
Originally offered 26 hours a week, Georgina is now on a permanent contract with a full 36 hours. She works in Home Entertainment and she loves it.”

“I was looking for the job that I really enjoy and I think I found it. While I am still learning, I am a people person and this job has me working with lots of people around and serving customers.”
“Everybody pitches in when the work needs to be done, including the Managers.”

“I am a happy person and if someone walks away being happy then I’ve done my job.”
Georgina believes everybody gets something out of Indigenous employment.

“Aboriginal people like to see Aboriginal staff and it says that this company respects them and is prepared to give people a go. It makes local Indigenous people more willing to shop here,” she said.
“I don’t like seeing Aboriginal people living as if they are second class citizens and younger people like me want change. Having a good job is good for me, but it also makes me a role model.”
“My mum and grandmother and sister are very proud of me and I love the work.”

Georgina has completed the “I Proud” course for potential entry as an Indigenous police woman, so she has options that many Indigenous people don’t have. But when asked where she hopes to be in 10 years, Georgina’s answer is clear:

“Here at Big W, but hopefully as a Manager,” she says without hesitation. Georgina has found a career that really suits her and Big W and Diversity Dimensions have an Indigenous employment model that is delivering real results.

Big W is not just talking the talk of Indigenous employment. An AEC employer, Woolworths has been committed to Indigenous employment for some time. This model of specific training for a real, sustainable job is a living demonstration the AEC’s preferred model for Indigenous employment.

The four-day festival is held annually by the Yothu Yindi Foundation at the Garma ceremonial ground at Gulkula, an area of ancestral significance for the Yolngu people, where participants camp in a stringybark forest that overlooks the Gulf of Carpentaria.

Professor Marcia Langton, Chair of Australian Indigenous Studies at the University of Melbourne, moderated a discussion between a packed audience and three panellists — Aboriginal and Torres Strait Islander Social Justice Commissioner Mick Gooda, GenerationOne founder Andrew Forrest and GenerationOne CEO Tim Gartrell.

Discussion at the forum was centred around GenerationOne’s new draft policy — Skills and Training for a Career— which covers career pathways, linking training to real jobs and the importance of job candidates being ready for work. Mentoring and post-placement support for new employees were seen by forum participants as critical in helping new employees stay on the job.

Andrew Forrest opened the discussion by saying that well-meaning policies of the past had created barriers to employment for Indigenous people.

“We need to charge the employers of Australia with their responsibility,” he said. “After several decades of so-called equal opportunity, we need a new attitude — we need employment among Indigenous and non-Indigenous people at rates that are barely perceptible in their difference.”

Mr Forrest called on the Federal Government to commit to job-specific training now that over 300 employers had pledged their commitments to over 58,000 jobs through the Australian Employment Covenant (AEC).

“The racism of low expectations in the employment sense is behind us but Government must deliver the training to allow Indigenous people to take jobs,” he said.

Social Justice Commissioner Mick Gooda said that Aboriginal people must be held to the highest academic and employment standards.
“The problem in schools and workplaces is low expectations,” he said. “GenerationOne is looking at entry into work but after that we need to support people to stay at work.

“This is evolving, how we provide wrap-around services and support people for the initial period at work.
“This is about substantive equality — treating people differently to get the same outcome. It’s doing stuff to make the playing field level because the playing field hasn’t been level.”

In response to a question about the tension between work and cultural obligations, such as attending funerals and sorry business, Professor Langton said strong relationships between companies and elders would foster knowledge of cultural requirements and make it harder for some people to use culture as an excuse to avoid work and bring Aboriginal culture into disrepute.

“Why are there so many funerals? Because people are sick, poor and they don’t have jobs,” she said. “We have to get out of the constant death cycle and this can only happen slowly. Business has to have a relationship with the community.”

GenerationOne CEO Tim Gartrell said conversations with employers during a national roadshow last year revealed the importance of job readiness and post-employment support, principles which are pivotal to the Skills and Training for a Career draft policy.

“We want the Government to be the enabling force for a pathway that stretches from pre-employment to post-employment,” he said. “This includes accredited training, induction and planning, work and life skills — all linked to a guaranteed job and a career that may lead to a role as a manager, senior executive or CEO.

“The best programs involve competency and passion. Working with communities is crucial. It’s important that social enterprise and community organisations are involved.”

Shirley McPherson, chair of the Indigenous Land Corporation (ILC), provided proof that the seachange in attitudes, generated in part by the work of GenerationOne and the AEC, was creating real jobs for Indigenous people. The ILC purchased Ayers Rock Resort, including 140 hectares of freehold land, for $300 million earlier this year. The workforce numbers nearly 800 people and the resort is aiming for 50 per cent Aboriginal and Torres Strait Islander employees by 2018.

“It is achievable. We were one of the first Indigenous organisations to be part of the employment covenant and we have had fantastic results,” Ms McPherson said.

“There are real jobs there. We really value the mentor system, it’s at the heart of our success. There are great things happening when you give people an opportunity.”

As the Garma Festival was concluding on Monday 8 August, news was breaking about a strategic review of Indigenous expenditure released under Freedom of Information laws by the Department of Finance. In a sobering assessment of the effectiveness of public expenditure, the review reinforces the need for a flood-lit pathway into employment to end the disparity in this generation.

The review found that “the unintended consequence of the current structure of employment services’ funding and incentives frequently sees ‘high maintenance’ clients like this cohort on a conveyor belt of perpetual introductory and low-level preparatory VET courses, and erratic work experiences”. And that personalised support may be expensive, however, “the costs (social, economic, human) of not doing anything are even higher and, all too often, tragic”.

We know there is a better way to deliver pre-employment skills and training that is linked to real and sustainable careers, and GenerationOne hopes that all stakeholders and supporters will download the draft policy on Skills and Training for a Career, and then share their experiences.
Read the Skills and Training for a Career draft policy or make a submission at http://generationone.org.auttraining/submissions

Ben reflects on his early teenage years shaking his head and commenting, “I was headed in the wrong direction. Lucky for me I had good parents who listened and pulled me into line.” Ben, his brother and his parents moved to Mt Druitt, where he attended school and now lives. Ben’s family have always supported him, in particular his father who noticed when Ben was headed in the wrong direction and needed to pull himself together. “One day, Dad just pulled me aside and told me to get myself together. I wasn’t listening, I couldn’t look anyone in the eyes, I had no self-respect, all my friends had jobs and I didn’t,” Ben remembers of his teenage years.

After finishing school at 17 and getting his life back on track, Ben focused on getting a job. The first time Ben applied with the Commonwealth Bank, he wasn’t contacted for an interview. This didn’t stop him, it only spurred his determination; “I wanted the job twice as bad because I didn’t get it the first time. Nothing was going to stop me.”  He applied again with the Commonwealth Bank for one of their Indigenous Trainee positions; it wasn’t until two months later he was called up for an interview. Ben is now employed with the bank as a Customer Service Representative.

Ben talks fondly of the traineeship with Commonwealth Bank and in particular he enjoys the progressive Redfern branch where he is based. When he started he met CEO, Ralph Norris who talked about the Commonwealth Bank’s established Reconciliation Action Plan (RAP). Regular meet ups with the other Indigenous trainees are arranged as part of the RAP for support and to encourage inter-peer mentoring. To Ben, it is the local branch and employees in Redfern who make his work life so enjoyable. When he started, the then bank manager made him feel welcome. “I love working with my colleagues here. I like how we are all from different cultures and backgrounds.” He especially enjoys pension day when all the pensioners come in to bank their cheques. They always tell the same stories over and over again, which provides much entertainment for the Redfern staff.

As a Customer Service Representative, Ben has become more confident. Everyday, facing new and different people, Ben has had to open up and overcome his reservations towards others. “I never thought I could be confident, that’s what this job’s been good for.”

Ben would like to inspire and motivate other young kids to help point them in the right direction. He has been having conversations with his old school to talk to some of the students about ambitions and goals. “I loved it at my school when old boys came in and spoke about what they were doing. It made a difference to me, I could relate to them.” Ben imparts some of his own knowledge to other kids out there that may be headed in the wrong direction, “there are plenty of things that will let you down in life, it’s often hard to get away. But at the end of the day, it’s up to you.” Having a job has instilled this confidence in Ben.

This is only just the beginning for Ben.  At 19 he is armed with a strong will, a good education and plenty of enthusiasm to tackle any of life’s challenges.

We do this through;

• The provision of 24/7 telephone crisis support service: 13 11 14.

• Education programs that increase understanding of suicide and its prevention.

• Information and resources for help seekers and care givers.

• Campaigns to raise community awareness about mental wellbeing and suicide risk.

• Dads@Lifeline; a specialist face-to-face counselling and support service for fathers who have been impacted by separation or bereavement.

• The Op Shop (Lifeline Treasures); a second hand shop that provides an income stream to support our care services.

Lifeline WA is dependent upon community contribution, corporate partnerships and fundraising activities to deliver its core suicide prevention and crisis support services.

Lifeline Australia Inc is the national body representing Lifeline Members throughout Australia. Its primary responsibility is to manage Lifeline’s national services, including the 24 hour telephone counselling line. This management involves quality assurance, maintenance of service standards, accreditation of Lifeline Centres, and the operation of a national virtual call centre connecting telephone counsellors in 60 locations through sophisticated telephony to meet call demand.

To find out more about Lifeline WA’s valuable services head to www.lifelinewa.org.au

Participants have the opportunity to join in activities such as setting sails, taking the helm and climbing the mast, as well as all contributing to the community on board with cleaning the ship and galley duty. The program is particularly focused on rewarding youth who may not get the opportunity to experience the program. Completing a course with the Leeuwin allows young people to return to their local communities to demonstrate, share and pass on their newly developed and defined skills.  To find out more, head to www.sailleeuwin.com

Foodbank WA is the principle hunger relief organisation in the state. The new Kalgoorlie-Boulder branch represents a major expansion of its operations and will help extend its reach across the Goldfields, surrounding desert communities and into the South Coast.

The Australian Children’s Trust was established by Andrew and Nicola Forrest to assist under-privileged individuals throughout Australia. The recent donation to Foodbank WA unites the organisations to combat the hidden issue of hunger in Australia.

Foodbank WA CEO, Greg Hebble comments, “We’re excited to again join forces with the Australian Children’s Trust and are overwhelmed by the generosity of Andrew and Nicola’s donation. I believe our organisations share similar objectives to help disadvantaged Western Australians enjoy the same nutritional and education opportunities as those more fortunate.”

In addition to providing food to over 650 welfare agencies across the state, Foodbank WA also manages a School Breakfast Program. Commencing in 2001, with just 17 schools, the program now provides nourishing breakfast to children at more than 317 schools and has become one of the most important programs run by Foodbank WA.

Foodbank CEO Greg Hebble comments, “In 2010, the Foodbank WA School Breakfast Program directly reached over 11,000 children, serving over 37,000 breakfasts and 11,500 ‘emergency’ meals per week.”

The support from the Australian Children’s Trust will be used to purchase a much needed refrigerated delivery truck to carry out pick ups as well as delivering fresh groceries to welfare agencies and schools across the Kalgoorlie-Boulder region.

Recognising the work of Foodbank across the state, Nicola Forrest comments, “The Australian Children’s Trust wishes the new branch all the best and is proud to be involved in the fantastic work Foodbank WA is undertaking to support Australians in need.”

Foodbank WA’s new Kalgoorlie-Boulder branch is expected to be completed in June this year.

About Foodbank WA

Foodbank WA opened in Perth in 1994. It is a non denominational, not for profit organisation. Foodbank WA provides a bridge of support between the food industry and community support agencies looking after Western Australians in need, many of whom are children. Since opening it has redistributed over 23 million kilograms of edible food to the people of Western Australia. Without Foodbank WA this food would have gone to waste, thus saving 230,000 cubic metres of landfill.
This year Foodbank WA will supply over 2.4 million kilograms of food that was previously being used as landfill. Foodbank WA supports over 650 community agencies and over 300 schools.
There are currently regional branches of Foodbank WA in Albany, Southwest (Bunbury), Geraldton and Peel.

About Foodbank Australia

Foodbank is the largest hunger relief organisation in Australia. In partnership with the food industry, the corporate sector, governments, welfare agencies and volunteers, Foodbank is tackling the hidden problem of hunger in Australia, one empty stomach at a time. It is a non-denominational, national organisation, with distribution centres in six states, the Northern Territory and eight regional centres. Foodbank is endorsed by the Australian Food and Grocery Council as the food industry’s charity partner.

In 2009/10 19 million kilograms of food was donated to create 25 million meals. This enabled Foodbank to assist 2,800 welfare agencies provide 70,000 meals every day.

Foodbank acts as a conduit between the food and grocery industry’s donations and the welfare sector’s needs.  Food companies deliver their donations to Foodbank warehouses and welfare agencies collect the donated food and distribute it to people who don’t have enough to eat.

Media enquiries:
Brittany Roper
Red Agency
P: 02 9963 7719 / M: 0431 237 335
E: Brittany.roper@redagency.com.au

Natasha Carroll
Red Agency
P: 02 9963 7725 / M: 0412 765 672
E: Natasha.carroll@redagency.com.au

“The support that we have received from you over the past two years has been fantastic. As you know, we are regular customers and the food made available through your service goes a long way in supporting our at risk young people.

Prior to our partnership with Foodbank, we would spend approximately $150 per week on food. At that time, we were only able to offer basic breakfast supplies, and even then those services were only available 2-3 days per week. Since our partnership with Foodbank, we have been able to offer not only breakfast five days a week, but recess snacks and food for lunch for our students. Furthermore, we’ve been able to provide food parcels to students and families in times of hardship or crisis.

On behalf of the other staff I would like to thank Foodbank for the amazing service that they provided. We appreciate your hard work and dedication so much.” – Foodbank SA Client

Business Manager Martin Hall had been grappling with two issues for some time. The first was about the  future of the company and how to encourage more young people into the industry. The second was n his personal desire to make a contribution to overcoming Indigenous disparity.

Then Martin attended an AEC business breakfast, where former Indigenous Affairs Minister Mal Brough was a keynote speaker and said that every employer could make a lasting difference with one Aboriginal employee.  It struck a chord for Hornibrook’s young manager and Martin signed on the spot.

Indigenous employment is not new to Hornibrook. They have two Aboriginal bus drivers already, but the expensive need to be qualified before being employed is a real barrier to new, younger bus drivers coming on board.

“We need to give young people a go, but buses cost $500,000 each. So you have to find the balance between the need to have succession planning in place for your workforce and ensuring people are properly trained for the job,” Martin says.

“We have a business to run, but I was very keen to ensure that Hornibrook is playing its part in being inclusive and breaking the cycles of poverty and welfare.”

“Being an AEC employer meant we could start to solve the puzzle that is the Indigenous training system, the job services providers and the needs of our company to bring fresh people through.

“We have been approached by a young unemployed job seeker, Nathan Bird, who wants to be a bus driver but the current training system wasn’t working for anybody.”

“We are working with the AEC and Deadly Solutions Training to bridge the gap between how the system worked previously, the qualifications Nathan needs and what Hornibrook needs as a business.”

“It’s personal for me. I come from a poorer background and I know that good things can come from bad places, so by helping Nathan, we help our company, it is a win-win,” Martin said.

“We expect Nathan’s training to be completed and for Nathan to commence shortly.”

And for bus driver Lloyd Bird, it is also very personal. Lloyd, who is already driving buses, is Nathan’s dad.

“It’s not that Hornibrook doesn’t want Aboriginal workers – there are two of us here already – it’s that the training system for young people to break in is too expensive.”

“We say to our young people that you have to work, it’s not a one way street and everybody has a role to play in getting a job. And that is all true.”

“But getting a bus license can cost $1400.  The job services system doesn’t help with that cost and we couldn’t afford that and Nathan can’t afford it.”

“The opportunities are there and there are young people like Nathan who want to take those opportunities.”

Lloyd has worked all his adult life, but he knows that is not the reality for many Indigenous Australians.

“I like my individuality and independence and I can’t do that if I have no job,” Lloyd says.

“Working is very important for me. I like being a role model for my family and it is the way I was brought up.”

“Black, white or whatever, working and encouraging your children to work and get ahead is a parental thing – a family thing – to do,” Lloyd says.

“I hope that between us all, we can fix these gaps in the system so Nathan and others can follow me and become a bus driver here as well.”

As one of more than 200 AEC employers, Hornibrook Bus lines doesn’t just talk about Indigenous jobs, they create them. Working with the AEC, they are seeking to overcome the gaps in the system so another Aboriginal Australian can participate in sustainable employment.

The scholarships are for full time or part time study in theory and performance ballet, contemporary and Spanish dance and are for those who do not have the financial means to pursue such an opportunity.

Successful applicants will dance with the highly respected and successful Youth Ballet WA company which has a full season of events each year including the Northbridge Dance Festival, the annual Gala performance and the end of year big performance which in 2010 was the Nutcracker.

For more information or to apply, contact admin@youthballetwa.org.au or phone Youth Ballet WA on 9201 1812. Alternatively head to the Youth Ballet WA website. www.youthballetwa.org.au

 I was doing occasional odd jobs for my dad in his business but I really wanted to do something more; but I really didn’t know where to start.

It looked as though I was just going to cruise along the whole year, bumming around from day to day.

I found out about the traineeship at the Queensland Department of Education and Training while I was at a friend’s birthday party. Another friend of mine was already on the same traineeship and she encouraged me to submit an application to the work area she was working in and who to get in touch with for more information.

It was quite a stroke of luck in a way because I had been thinking about what a good option a government job would be in the long term. I knew a little bit about the public service, because my mum had been a civil servant for a long time and her advice was really useful for helping me to make the decision to apply. It was one of the best choices I have ever made!

My family are very important to me and I have tried to learn from their experiences and heritage. When you say the word “heritage” to people in mainstream society, a lot of them think it has something to do with a thousand year old tradition involving dancing, singing and a mysterious ritual. But it is so much more than just that. It’s the cumulated experience of my family and ancestors.

Even though I grew up in the northern suburbs of Brisbane, my family’s history is something that has always been an important part of me and my approach to life. I consider myself fortunate having several different aspects to my heritage, being both Italian on my father’s side of the family and Indigenous on my mum’s side through my grandmother. So I have a lot of respect for the cultural diversity that I have inherited and I see embracing your cultural identity, whatever it’s made up of, as being important to who you are.

I believe it is really important for everyone to work, Indigenous and non-Indigenous, because employment gives you greater control over your own fate and gives you the ability to help the people you love and respect. Meaningful work helps you discover your own identity and make a firm place in this world for you and your family and friends to live in. As Indigenous people, whatever mob you are from, it’s important to start thinking of ourselves less as somehow separate to the rest of society, but more as a unique and important part of it.

Opportunities like those provided by the DET and other AEC employers not only give meaning to individuals, but help Indigenous people provide more meaning for our workplaces. Knowing that there is a real job at the end of our traineeship provides a real incentive to perform well.

The Queensland Government is an AEC employer committed to 2800 real, sustainable jobs for Indigenous Australians by 2014.  
03 December 2010

Its vision is for a future where all Indigenous children can pursue quality education, reach their full potential and contribute to their community and the country. To learn more, head to the ALF website at http://www.aboriginalliteracyfoundation.org

Hundreds of Australian companies have committed to the creation of 55,000 jobs for indigenous people – 5000 more than the original target.

Australian Employment Covenant founder Andrew Forrest says a key milestone has been passed with more than 270 companies committing to jobs for indigenous people.

But the Fortescue Metals Group executive director says government must now help create job-specific training so the committed jobs can be filled.

Mr Forrest launched the Australian Employment Covenant (AEC) three years ago with the goal of drumming up 50,000 indigenous job commitments by July 1.

Mr Forrest says about 55,000 job pledges had come in by today’s deadline.
“We go from here on to training,” he told ABC Radio.

Mr Forrest said never before had so many Australian companies united for a single purpose and it proved there was a real demand to employ Aboriginal people.

“Today is a key milestone in creating real change for indigenous Australians with 50,000 future job opportunities pledged by Australian employers,” Mr Forrest said.

“Now we really do have the opportunities available to create real change for indigenous Australians by moving from welfare to work and create a better pathway to the future for all Australians,” he said on Friday.

Mr Forrest said the AEC would now turn its attention to supporting businesses to fill the committed jobs.

So far the AEC has filled only 4300 of the committed jobs since the initiative was announced by Mr Forrest in August 2008.

AEC chief executive Rhonda Parker said national retail outlets such as Myer, mining companies, Telstra, Australia Post, and catering, tourism and sporting groups were all involved.

She said around 50 per cent of the committed jobs would be in metropolitan areas and the other rest in rural and regional Australia.
Federal Minister for Indigenous Employment Mark Arbib congratulated the AEC on reaching its job commitment target.

“The vast majority of business leaders I meet understand that employing indigenous Australians is not just a corporate responsibility, it’s in their business interests,” he said.

“The hard work is still in front of us and we are committed to the challenge,” he said.

“Some of the commitments are from companies who will employ thousands of indigenous employees over five to 10 years and we need to ensure there are job-ready candidates to fill those positions.”

The group has launched its Skills and Training for Career draft policy and is calling for feedback.

GenOne spokesperson Tania Major said the draft policy was based on anecdotal evidence from people and groups who had worked to increase sustainable employment for Indigenous people.

Submissions can be made at http://generationone.org.auttraining/submissions

Ms Major launched the draft policy as part of the ‘Bringing It All Together’ forum, hosted recently by the Queensland Government.

Referring to research conducted by Auspoll, she said around two-thirds of Indigenous Australians had named inadequate training and qualifications as a barrier to gaining employment.

“Most Indigenous respondents (63 per cent) identified not having the right training and qualifications for the job while nearly half (47 per cent) identified not having a good understanding of the rules of the workplace.

“Fifty two per cent also agreed that not having the right job-specific training was a major contributing factor to unemployment levels, while 57 per cent named not having someone within the workplace to help them to settle in and feel supported as a key barrier that had impacted on their ability to achieve employment and a career.”

GenOne CEO Tim Gartrell said the research highlighted the pressing need for job-readiness training.

“The gap between job readiness and available jobs is an issue employers consistently raise with the Australian.

Employment Covenant as it rolls out the 50,000 jobs campaign with the 230-plus employers who have signed up,” he said.

The survey also found that most Australians (59 per cent) would like to work with an Indigenous person if they had the chance, and 66 per cent would employ an Indigenous person if the opportunity arose. Only 5 per cent would not; and 57 per cent of Indigenous respondents believed that Indigenous people lacking the basic literacy and numeracy skills necessary to get jobs was a major contributor to high unemployment levels.

‘Most Indigenous respondents (63 per cent) identified not having the right training and qualifications for the job while nearly half (47 per cent) identified not having a good understanding of the rules of the workplace’

Koori Mail
Wednesday 1/6/2011 Page: 40
Section: General News
Region: Lismore Circulation: 9,567
GenerationOne’s Tania Major